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

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

What Is Problem Solving?

Definition and importance.

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

Problem-Solving Steps

The problem-solving process typically includes the following steps:

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

Defining the Problem

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

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

Generating Solutions

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

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

Evaluating and Selecting Solutions

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

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

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

Implementing and Monitoring the Solution

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

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

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

Problem-Solving Techniques

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

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

Brainstorming

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

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

When brainstorming, remember to:

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

Root Cause Analysis

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

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

SWOT Analysis

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

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

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

Mind Mapping

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

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

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

Examples of Problem Solving in Various Contexts

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

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

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

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

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

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

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

problem solving on mean

Sean is a fact-checker and researcher with experience in sociology, field research, and data analytics.

problem solving on mean

JGI / Jamie Grill / Getty Images

  • Application
  • Improvement

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

What Is Problem-Solving?

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

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

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

The problem-solving process involves:

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

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

Problem-Solving Mental Processes

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

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

Problem-Solving Strategies

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

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

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

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

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

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

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

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

Trial and Error

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

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

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

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

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

How to Apply Problem-Solving Strategies in Real Life

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

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

Obstacles to Problem-Solving

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

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

How to Improve Your Problem-Solving Skills

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

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

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

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

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

problem solving definition

Problem Solving Skills for the Digital Age

Lucid Content

Reading time: about 6 min

Let’s face it: Things don’t always go according to plan. Systems fail, wires get crossed, projects fall apart.

Problems are an inevitable part of life and work. They’re also an opportunity to think critically and find solutions. But knowing how to get to the root of unexpected situations or challenges can mean the difference between moving forward and spinning your wheels.

Here, we’ll break down the key elements of problem solving, some effective problem solving approaches, and a few effective tools to help you arrive at solutions more quickly.

So, what is problem solving?

Broadly defined, problem solving is the process of finding solutions to difficult or complex issues. But you already knew that. Understanding problem solving frameworks, however, requires a deeper dive.

Think about a recent problem you faced. Maybe it was an interpersonal issue. Or it could have been a major creative challenge you needed to solve for a client at work. How did you feel as you approached the issue? Stressed? Confused? Optimistic? Most importantly, which problem solving techniques did you use to tackle the situation head-on? How did you organize thoughts to arrive at the best possible solution?

Solve your problem-solving problem  

Here’s the good news: Good problem solving skills can be learned. By its nature, problem solving doesn’t adhere to a clear set of do’s and don’ts—it requires flexibility, communication, and adaptation. However, most problems you face, at work or in life, can be tackled using four basic steps.

First, you must define the problem . This step sounds obvious, but often, you can notice that something is amiss in a project or process without really knowing where the core problem lies. The most challenging part of the problem solving process is uncovering where the problem originated.

Second, you work to generate alternatives to address the problem directly. This should be a collaborative process to ensure you’re considering every angle of the issue.

Third, you evaluate and test potential solutions to your problem. This step helps you fully understand the complexity of the issue and arrive at the best possible solution.

Finally, fourth, you select and implement the solution that best addresses the problem.

Following this basic four-step process will help you approach every problem you encounter with the same rigorous critical and strategic thinking process, recognize commonalities in new problems, and avoid repeating past mistakes.

In addition to these basic problem solving skills, there are several best practices that you should incorporate. These problem solving approaches can help you think more critically and creatively about any problem:

You may not feel like you have the right expertise to resolve a specific problem. Don’t let that stop you from tackling it. The best problem solvers become students of the problem at hand. Even if you don’t have particular expertise on a topic, your unique experience and perspective can lend itself to creative solutions.

Challenge the status quo

Standard problem solving methodologies and problem solving frameworks are a good starting point. But don’t be afraid to challenge assumptions and push boundaries. Good problem solvers find ways to apply existing best practices into innovative problem solving approaches.

Think broadly about and visualize the issue

Sometimes it’s hard to see a problem, even if it’s right in front of you. Clear answers could be buried in rows of spreadsheet data or lost in miscommunication. Use visualization as a problem solving tool to break down problems to their core elements. Visuals can help you see bottlenecks in the context of the whole process and more clearly organize your thoughts as you define the problem.  

Hypothesize, test, and try again

It might be cliche, but there’s truth in the old adage that 99% of inspiration is perspiration. The best problem solvers ask why, test, fail, and ask why again. Whether it takes one or 1,000 iterations to solve a problem, the important part—and the part that everyone remembers—is the solution.

Consider other viewpoints

Today’s problems are more complex, more difficult to solve, and they often involve multiple disciplines. They require group expertise and knowledge. Being open to others’ expertise increases your ability to be a great problem solver. Great solutions come from integrating your ideas with those of others to find a better solution. Excellent problem solvers build networks and know how to collaborate with other people and teams. They are skilled in bringing people together and sharing knowledge and information.

4 effective problem solving tools

As you work through the problem solving steps, try these tools to better define the issue and find the appropriate solution.

Root cause analysis

Similar to pulling weeds from your garden, if you don’t get to the root of the problem, it’s bound to come back. A root cause analysis helps you figure out the root cause behind any disruption or problem, so you can take steps to correct the problem from recurring. The root cause analysis process involves defining the problem, collecting data, and identifying causal factors to pinpoint root causes and arrive at a solution.

root cause analysis example table

Less structured than other more traditional problem solving methods, the 5 Whys is simply what it sounds like: asking why over and over to get to the root of an obstacle or setback. This technique encourages an open dialogue that can trigger new ideas about a problem, whether done individually or with a group. Each why piggybacks off the answer to the previous why. Get started with the template below—both flowcharts and fishbone diagrams can also help you track your answers to the 5 Whys.

5 Whys analysis

Brainstorming

A meeting of the minds, a brain dump, a mind meld, a jam session. Whatever you call it, collaborative brainstorming can help surface previously unseen issues, root causes, and alternative solutions. Create and share a mind map with your team members to fuel your brainstorming session.

Gap analysis

Sometimes you don’t know where the problem is until you determine where it isn’t. Gap filling helps you analyze inadequacies that are preventing you from reaching an optimized state or end goal. For example, a content gap analysis can help a content marketer determine where holes exist in messaging or the customer experience. Gap analysis is especially helpful when it comes to problem solving because it requires you to find workable solutions. A SWOT analysis chart that looks at a problem through the lens of strengths, opportunities, opportunities, and threats can be a helpful problem solving framework as you start your analysis.

SWOT analysis

A better way to problem solve

Beyond these practical tips and tools, there are myriad methodical and creative approaches to move a project forward or resolve a conflict. The right approach will depend on the scope of the issue and your desired outcome.

Depending on the problem, Lucidchart offers several templates and diagrams that could help you identify the cause of the issue and map out a plan to resolve it.  Learn more about how Lucidchart can help you take control of your problem solving process .

Lucidchart, a cloud-based intelligent diagramming application, is a core component of Lucid Software's Visual Collaboration Suite. This intuitive, cloud-based solution empowers teams to collaborate in real-time to build flowcharts, mockups, UML diagrams, customer journey maps, and more. Lucidchart propels teams forward to build the future faster. Lucid is proud to serve top businesses around the world, including customers such as Google, GE, and NBC Universal, and 99% of the Fortune 500. Lucid partners with industry leaders, including Google, Atlassian, and Microsoft. Since its founding, Lucid has received numerous awards for its products, business, and workplace culture. For more information, visit lucidchart.com.

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problem solving on mean

Sometimes you're faced with challenges that traditional problem solving can't fix. Creative problem solving encourages you to find new, creative ways of thinking that can help you overcome the issue at hand more quickly.

problem solving on mean

Root cause analysis refers to any problem-solving method used to trace an issue back to its origin. Learn how to complete a root cause analysis—we've even included templates to get you started.

Bring your bright ideas to life.

or continue with

Introduction to Problem Solving Skills

What is problem solving and why is it important.

Defining problem solving skills

The ability to solve problems is a basic life skill and is essential to our day-to-day lives, at home, at school, and at work. We solve problems every day without really thinking about how we solve them. For example: it’s raining and you need to go to the store. What do you do? There are lots of possible solutions. Take your umbrella and walk. If you don't want to get wet, you can drive, or take the bus. You might decide to call a friend for a ride, or you might decide to go to the store another day. There is no right way to solve this problem and different people will solve it differently.

Problem solving is the process of identifying a problem, developing possible solution paths, and taking the appropriate course of action.

Why is problem solving important? Good problem solving skills empower you not only in your personal life but are critical in your professional life. In the current fast-changing global economy, employers often identify everyday problem solving as crucial to the success of their organizations. For employees, problem solving can be used to develop practical and creative solutions, and to show independence and initiative to employers.

Throughout this case study you will be asked to jot down your thoughts in idea logs. These idea logs are used for reflection on concepts and for answering short questions. When you click on the "Next" button, your responses will be saved for that page. If you happen to close the webpage, you will lose your work on the page you were on, but previous pages will be saved. At the end of the case study, click on the "Finish and Export to PDF" button to acknowledge completion of the case study and receive a PDF document of your idea logs.

What Does Problem Solving Look Like?

IDEAL heuristic strategy for problem solving

The ability to solve problems is a skill, and just like any other skill, the more you practice, the better you get. So how exactly do you practice problem solving? Learning about different problem solving strategies and when to use them will give you a good start. Problem solving is a process. Most strategies provide steps that help you identify the problem and choose the best solution. There are two basic types of strategies: algorithmic and heuristic.

Algorithmic strategies are traditional step-by-step guides to solving problems. They are great for solving math problems (in algebra: multiply and divide, then add or subtract) or for helping us remember the correct order of things (a mnemonic such as “Spring Forward, Fall Back” to remember which way the clock changes for daylight saving time, or “Righty Tighty, Lefty Loosey” to remember what direction to turn bolts and screws). Algorithms are best when there is a single path to the correct solution.

But what do you do when there is no single solution for your problem? Heuristic methods are general guides used to identify possible solutions. A popular one that is easy to remember is IDEAL [ Bransford & Stein, 1993 ] :

  • I dentify the problem
  • D efine the context of the problem
  • E xplore possible strategies
  • A ct on best solution

IDEAL is just one problem solving strategy. Building a toolbox of problem solving strategies will improve your problem solving skills. With practice, you will be able to recognize and use multiple strategies to solve complex problems.

Watch the video

What is the best way to get a peanut out of a tube that cannot be moved? Watch a chimpanzee solve this problem in the video below [ Geert Stienissen, 2010 ].

[PDF transcript]

Describe the series of steps you think the chimpanzee used to solve this problem.

  • [Page 2: What does Problem Solving Look Like?] Describe the series of steps you think the chimpanzee used to solve this problem.

Think of an everyday problem you've encountered recently and describe your steps for solving it.

  • [Page 2: What does Problem Solving Look Like?] Think of an everyday problem you've encountered recently and describe your steps for solving it.

Developing Problem Solving Processes

Problem solving is a process that uses steps to solve problems. But what does that really mean? Let's break it down and start building our toolbox of problem solving strategies.

What is the first step of solving any problem? The first step is to recognize that there is a problem and identify the right cause of the problem. This may sound obvious, but similar problems can arise from different events, and the real issue may not always be apparent. To really solve the problem, it's important to find out what started it all. This is called identifying the root cause .

Example: You and your classmates have been working long hours on a project in the school's workshop. The next afternoon, you try to use your student ID card to access the workshop, but discover that your magnetic strip has been demagnetized. Since the card was a couple of years old, you chalk it up to wear and tear and get a new ID card. Later that same week you learn that several of your classmates had the same problem! After a little investigation, you discover that a strong magnet was stored underneath a workbench in the workshop. The magnet was the root cause of the demagnetized student ID cards.

The best way to identify the root cause of the problem is to ask questions and gather information. If you have a vague problem, investigating facts is more productive than guessing a solution. Ask yourself questions about the problem. What do you know about the problem? What do you not know? When was the last time it worked correctly? What has changed since then? Can you diagram the process into separate steps? Where in the process is the problem occurring? Be curious, ask questions, gather facts, and make logical deductions rather than assumptions.

Watch Adam Savage from Mythbusters, describe his problem solving process [ ForaTv, 2010 ]. As you watch this section of the video, try to identify the questions he asks and the different strategies he uses.

Adam Savage shared many of his problem solving processes. List the ones you think are the five most important. Your list may be different from other people in your class—that's ok!

  • [Page 3: Developing Problem Solving Processes] Adam Savage shared many of his problem solving processes. List the ones you think are the five most important.

“The ability to ask the right question is more than half the battle of finding the answer.” — Thomas J. Watson , founder of IBM

Voices From the Field: Solving Problems

In manufacturing facilities and machine shops, everyone on the floor is expected to know how to identify problems and find solutions. Today's employers look for the following skills in new employees: to analyze a problem logically, formulate a solution, and effectively communicate with others.

In this video, industry professionals share their own problem solving processes, the problem solving expectations of their employees, and an example of how a problem was solved.

Meet the Partners:

  • Taconic High School in Pittsfield, Massachusetts, is a comprehensive, fully accredited high school with special programs in Health Technology, Manufacturing Technology, and Work-Based Learning.
  • Berkshire Community College in Pittsfield, Massachusetts, prepares its students with applied manufacturing technical skills, providing hands-on experience at industrial laboratories and manufacturing facilities, and instructing them in current technologies.
  • H.C. Starck in Newton, Massachusetts, specializes in processing and manufacturing technology metals, such as tungsten, niobium, and tantalum. In almost 100 years of experience, they hold over 900 patents, and continue to innovate and develop new products.
  • Nypro Healthcare in Devens, Massachusetts, specializes in precision injection-molded healthcare products. They are committed to good manufacturing processes including lean manufacturing and process validation.

Making Decisions

Now that you have a couple problem solving strategies in your toolbox, let's practice. In this exercise, you are given a scenario and you will be asked to decide what steps you would take to identify and solve the problem.

Scenario: You are a new employee and have just finished your training. As your first project, you have been assigned the milling of several additional components for a regular customer. Together, you and your trainer, Bill, set up for the first run. Checking your paperwork, you gather the tools and materials on the list. As you are mounting the materials on the table, you notice that you didn't grab everything and hurriedly grab a few more items from one of the bins. Once the material is secured on the CNC table, you load tools into the tool carousel in the order listed on the tool list and set the fixture offsets.

Bill tells you that since this is a rerun of a job several weeks ago, the CAD/CAM model has already been converted to CNC G-code. Bill helps you download the code to the CNC machine. He gives you the go-ahead and leaves to check on another employee. You decide to start your first run.

What problems did you observe in the video?

  • [Page 5: Making Decisions] What problems did you observe in the video?
  • What do you do next?
  • Try to fix it yourself.
  • Ask your trainer for help.

As you are cleaning up, you think about what happened and wonder why it happened. You try to create a mental picture of what happened. You are not exactly sure what the end mill hit, but it looked like it might have hit the dowel pin. You wonder if you grabbed the correct dowel pins from the bins earlier.

You can think of two possible next steps. You can recheck the dowel pin length to make sure it is the correct length, or do a dry run using the CNC single step or single block function with the spindle empty to determine what actually happened.

screenshot of cnc problem

  • Check the dowel pins.
  • Use the single step/single block function to determine what happened.

You notice that your trainer, Bill, is still on the floor and decide to ask him for help. You describe the problem to him. Bill asks if you know what the end mill ran into. You explain that you are not sure but you think it was the dowel pin. Bill reminds you that it is important to understand what happened so you can fix the correct problem. He suggests that you start all over again and begin with a dry run using the single step/single block function, with the spindle empty, to determine what it hit. Or, since it happened at the end, he mentions that you can also check the G-code to make sure the Z-axis is raised before returning to the home position.

ask help from a more experienced person

  • Run the single step/single block function.
  • Edit the G-code to raise the Z-axis.

You finish cleaning up and check the CNC for any damage. Luckily, everything looks good. You check your paperwork and gather the components and materials again. You look at the dowel pins you used earlier, and discover that they are not the right length. As you go to grab the correct dowel pins, you have to search though several bins. For the first time, you are aware of the mess - it looks like the dowel pins and other items have not been put into the correctly labeled bins. You spend 30 minutes straightening up the bins and looking for the correct dowel pins.

Finally finding them, you finish setting up. You load tools into the tool carousel in the order listed on the tool list and set the fixture offsets. Just to make sure, you use the CNC single step/single block function, to do a dry run of the part. Everything looks good! You are ready to create your first part. The first component is done, and, as you admire your success, you notice that the part feels hotter than it should.

You wonder why? You go over the steps of the process to mentally figure out what could be causing the residual heat. You wonder if there is a problem with the CNC's coolant system or if the problem is in the G-code.

  • Look at the G-code.

After thinking about the problem, you decide that maybe there's something wrong with the setup. First, you clean up the damaged materials and remove the broken tool. You check the CNC machine carefully for any damage. Luckily, everything looks good. It is time to start over again from the beginning.

You again check your paperwork and gather the tools and materials on the setup sheet. After securing the new materials, you use the CNC single step/single block function with the spindle empty, to do a dry run of the part. You watch carefully to see if you can figure out what happened. It looks to you like the spindle barely misses hitting the dowel pin. You determine that the end mill was broken when it hit the dowel pin while returning to the start position.

idea at cnc machine

After conducting a dry run using the single step/single block function, you determine that the end mill was damaged when it hit the dowel pin on its return to the home position. You discuss your options with Bill. Together, you decide the best thing to do would be to edit the G-code and raise the Z-axis before returning to home. You open the CNC control program and edit the G-code. Just to make sure, you use the CNC single step/single block function, to do another dry run of the part. You are ready to create your first part. It works. You first part is completed. Only four more to go.

software or hardware problem

As you are cleaning up, you notice that the components are hotter than you expect and the end mill looks more worn than it should be. It dawns on you that while you were milling the component, the coolant didn't turn on. You wonder if it is a software problem in the G-code or hardware problem with the CNC machine.

It's the end of the day and you decide to finish the rest of the components in the morning.

  • You decide to look at the G-code in the morning.
  • You leave a note on the machine, just in case.

You decide that the best thing to do would be to edit the G-code and raise the Z-axis of the spindle before it returns to home. You open the CNC control program and edit the G-code.

While editing the G-code to raise the Z-axis, you notice that the coolant is turned off at the beginning of the code and at the end of the code. The coolant command error caught your attention because your coworker, Mark, mentioned having a similar issue during lunch. You change the coolant command to turn the mist on.

  • You decide to talk with your supervisor.
  • You discuss what happened with a coworker over lunch.

As you reflect on the residual heat problem, you think about the machining process and the factors that could have caused the issue. You try to think of anything and everything that could be causing the issue. Are you using the correct tool for the specified material? Are you using the specified material? Is it running at the correct speed? Is there enough coolant? Are there chips getting in the way?

Wait, was the coolant turned on? As you replay what happened in your mind, you wonder why the coolant wasn't turned on. You decide to look at the G-code to find out what is going on.

From the milling machine computer, you open the CNC G-code. You notice that there are no coolant commands. You add them in and on the next run, the coolant mist turns on and the residual heat issues is gone. Now, its on to creating the rest of the parts.

Have you ever used brainstorming to solve a problem? Chances are, you've probably have, even if you didn't realize it.

You notice that your trainer, Bill, is on the floor and decide to ask him for help. You describe the problem with the end mill breaking, and how you discovered that items are not being returned to the correctly labeled bins. You think this caused you to grab the incorrect length dowel pins on your first run. You have sorted the bins and hope that the mess problem is fixed. You then go on to tell Bill about the residual heat issue with the completed part.

Together, you go to the milling machine. Bill shows you how to check the oil and coolant levels. Everything looks good at the machine level. Next, on the CNC computer, you open the CNC G-code. While looking at the code, Bill points out that there are no coolant commands. Bill adds them in and when you rerun the program, it works.

Bill is glad you mentioned the problem to him. You are the third worker to mention G-code issues over the last week. You noticed the coolant problems in your G-code, John noticed a Z-axis issue in his G-code, and Sam had issues with both the Z-axis and the coolant. Chances are, there is a bigger problem and Bill will need to investigate the root cause .

Talking with Bill, you discuss the best way to fix the problem. Bill suggests editing the G-code to raise the Z-axis of the spindle before it returns to its home position. You open the CNC control program and edit the G-code. Following the setup sheet, you re-setup the job and use the CNC single step/single block function, to do another dry run of the part. Everything looks good, so you run the job again and create the first part. It works. Since you need four of each component, you move on to creating the rest of them before cleaning up and leaving for the day.

It's a new day and you have new components to create. As you are setting up, you go in search of some short dowel pins. You discover that the bins are a mess and components have not been put away in the correctly labeled bins. You wonder if this was the cause of yesterday's problem. As you reorganize the bins and straighten up the mess, you decide to mention the mess issue to Bill in your afternoon meeting.

You describe the bin mess and using the incorrect length dowels to Bill. He is glad you mentioned the problem to him. You are not the first person to mention similar issues with tools and parts not being put away correctly. Chances are there is a bigger safety issue here that needs to be addressed in the next staff meeting.

In any workplace, following proper safety and cleanup procedures is always important. This is especially crucial in manufacturing where people are constantly working with heavy, costly and sometimes dangerous equipment. When issues and problems arise, it is important that they are addressed in an efficient and timely manner. Effective communication is an important tool because it can prevent problems from recurring, avoid injury to personnel, reduce rework and scrap, and ultimately, reduce cost, and save money.

You now know that the end mill was damaged when it hit the dowel pin. It seems to you that the easiest thing to do would be to edit the G-code and raise the Z-axis position of the spindle before it returns to the home position. You open the CNC control program and edit the G-code, raising the Z-axis. Starting over, you follow the setup sheet and re-setup the job. This time, you use the CNC single step/single block function, to do another dry run of the part. Everything looks good, so you run the job again and create the first part.

At the end of the day, you are reviewing your progress with your trainer, Bill. After you describe the day's events, he reminds you to always think about safety and the importance of following work procedures. He decides to bring the issue up in the next morning meeting as a reminder to everyone.

In any workplace, following proper procedures (especially those that involve safety) is always important. This is especially crucial in manufacturing where people are constantly working with heavy, costly, and sometimes dangerous equipment. When issues and problems arise, it is important that they are addressed in an efficient and timely manner. Effective communication is an important tool because it can prevent problems from recurring, avoid injury to personnel, reduce rework and scrap, and ultimately, reduce cost, and save money. One tool to improve communication is the morning meeting or huddle.

The next morning, you check the G-code to determine what is wrong with the coolant. You notice that the coolant is turned off at the beginning of the code and also at the end of the code. This is strange. You change the G-code to turn the coolant on at the beginning of the run and off at the end. This works and you create the rest of the parts.

Throughout the day, you keep wondering what caused the G-code error. At lunch, you mention the G-code error to your coworker, John. John is not surprised. He said that he encountered a similar problem earlier this week. You decide to talk with your supervisor the next time you see him.

You are in luck. You see your supervisor by the door getting ready to leave. You hurry over to talk with him. You start off by telling him about how you asked Bill for help. Then you tell him there was a problem and the end mill was damaged. You describe the coolant problem in the G-code. Oh, and by the way, John has seen a similar problem before.

Your supervisor doesn't seem overly concerned, errors happen. He tells you "Good job, I am glad you were able to fix the issue." You are not sure whether your supervisor understood your explanation of what happened or that it had happened before.

The challenge of communicating in the workplace is learning how to share your ideas and concerns. If you need to tell your supervisor that something is not going well, it is important to remember that timing, preparation, and attitude are extremely important.

It is the end of your shift, but you want to let the next shift know that the coolant didn't turn on. You do not see your trainer or supervisor around. You decide to leave a note for the next shift so they are aware of the possible coolant problem. You write a sticky note and leave it on the monitor of the CNC control system.

How effective do you think this solution was? Did it address the problem?

In this scenario, you discovered several problems with the G-code that need to be addressed. When issues and problems arise, it is important that they are addressed in an efficient and timely manner. Effective communication is an important tool because it can prevent problems from recurring and avoid injury to personnel. The challenge of communicating in the workplace is learning how and when to share your ideas and concerns. If you need to tell your co-workers or supervisor that there is a problem, it is important to remember that timing and the method of communication are extremely important.

You are able to fix the coolant problem in the G-code. While you are glad that the problem is fixed, you are worried about why it happened in the first place. It is important to remember that if a problem keeps reappearing, you may not be fixing the right problem. You may only be addressing the symptoms.

You decide to talk to your trainer. Bill is glad you mentioned the problem to him. You are the third worker to mention G-code issues over the last week. You noticed the coolant problems in your G-code, John noticed a Z-axis issue in his G-code, and Sam had issues with both the Z-axis and the coolant. Chances are, there is a bigger problem and Bill will need to investigate the root cause .

Over lunch, you ask your coworkers about the G-code problem and what may be causing the error. Several people mention having similar problems but do not know the cause.

You have now talked to three coworkers who have all experienced similar coolant G-code problems. You make a list of who had the problem, when they had the problem, and what each person told you.

When you see your supervisor later that afternoon, you are ready to talk with him. You describe the problem you had with your component and the damaged bit. You then go on to tell him about talking with Bill and discovering the G-code issue. You show him your notes on your coworkers' coolant issues, and explain that you think there might be a bigger problem.

You supervisor thanks you for your initiative in identifying this problem. It sounds like there is a bigger problem and he will need to investigate the root cause. He decides to call a team huddle to discuss the issue, gather more information, and talk with the team about the importance of communication.

Root Cause Analysis

flower root cause of a problem

Root cause analysis ( RCA ) is a method of problem solving that identifies the underlying causes of an issue. Root cause analysis helps people answer the question of why the problem occurred in the first place. RCA uses clear cut steps in its associated tools, like the "5 Whys Analysis" and the "Cause and Effect Diagram," to identify the origin of the problem, so that you can:

  • Determine what happened.
  • Determine why it happened.
  • Fix the problem so it won’t happen again.

RCA works under the idea that systems and events are connected. An action in one area triggers an action in another, and another, and so on. By tracing back these actions, you can discover where the problem started and how it developed into the problem you're now facing. Root cause analysis can prevent problems from recurring, reduce injury to personnel, reduce rework and scrap, and ultimately, reduce cost and save money. There are many different RCA techniques available to determine the root cause of a problem. These are just a few:

  • Root Cause Analysis Tools
  • 5 Whys Analysis
  • Fishbone or Cause and Effect Diagram
  • Pareto Analysis

5 whys diagram root cause

How Huddles Work

group huddle discussion meeting

Communication is a vital part of any setting where people work together. Effective communication helps employees and managers form efficient teams. It builds trusts between employees and management, and reduces unnecessary competition because each employee knows how their part fits in the larger goal.

One tool that management can use to promote communication in the workplace is the huddle . Just like football players on the field, a huddle is a short meeting where everyone is standing in a circle. A daily team huddle ensures that team members are aware of changes to the schedule, reiterated problems and safety issues, and how their work impacts one another. When done right, huddles create collaboration, communication, and accountability to results. Impromptu huddles can be used to gather information on a specific issue and get each team member's input.

The most important thing to remember about huddles is that they are short, lasting no more than 10 minutes, and their purpose is to communicate and identify. In essence, a huddle’s purpose is to identify priorities, communicate essential information, and discover roadblocks to productivity.

Who uses huddles? Many industries and companies use daily huddles. At first thought, most people probably think of hospitals and their daily patient update meetings, but lots of managers use daily meetings to engage their employees. Here are a few examples:

  • Brian Scudamore, CEO of 1-800-Got-Junk? , uses the daily huddle as an operational tool to take the pulse of his employees and as a motivational tool. Watch a morning huddle meeting .
  • Fusion OEM, an outsourced manufacturing and production company. What do employees take away from the daily huddle meeting .
  • Biz-Group, a performance consulting group. Tips for a successful huddle .

Brainstorming

brainstorming small lightbulbs combined become a big idea

One tool that can be useful in problem solving is brainstorming . Brainstorming is a creativity technique designed to generate a large number of ideas for the solution to a problem. The method was first popularized in 1953 by Alex Faickney Osborn in the book Applied Imagination . The goal is to come up with as many ideas as you can in a fixed amount of time. Although brainstorming is best done in a group, it can be done individually. Like most problem solving techniques, brainstorming is a process.

  • Define a clear objective.
  • Have an agreed a time limit.
  • During the brainstorming session, write down everything that comes to mind, even if the idea sounds crazy.
  • If one idea leads to another, write down that idea too.
  • Combine and refine ideas into categories of solutions.
  • Assess and analyze each idea as a potential solution.

When used during problem solving, brainstorming can offer companies new ways of encouraging staff to think creatively and improve production. Brainstorming relies on team members' diverse experiences, adding to the richness of ideas explored. This means that you often find better solutions to the problems. Team members often welcome the opportunity to contribute ideas and can provide buy-in for the solution chosen—after all, they are more likely to be committed to an approach if they were involved in its development. What's more, because brainstorming is fun, it helps team members bond.

  • Watch Peggy Morgan Collins, a marketing executive at Power Curve Communications discuss How to Stimulate Effective Brainstorming .
  • Watch Kim Obbink, CEO of Filter Digital, a digital content company, and her team share their top five rules for How to Effectively Generate Ideas .

Importance of Good Communication and Problem Description

talking too much when describing a problem

Communication is one of the most frequent activities we engage in on a day-to-day basis. At some point, we have all felt that we did not effectively communicate an idea as we would have liked. The key to effective communication is preparation. Rather than attempting to haphazardly improvise something, take a few minutes and think about what you want say and how you will say it. If necessary, write yourself a note with the key points or ideas in the order you want to discuss them. The notes can act as a reminder or guide when you talk to your supervisor.

Tips for clear communication of an issue:

  • Provide a clear summary of your problem. Start at the beginning, give relevant facts, timelines, and examples.
  • Avoid including your opinion or personal attacks in your explanation.
  • Avoid using words like "always" or "never," which can give the impression that you are exaggerating the problem.
  • If this is an ongoing problem and you have collected documentation, give it to your supervisor once you have finished describing the problem.
  • Remember to listen to what's said in return; communication is a two-way process.

Not all communication is spoken. Body language is nonverbal communication that includes your posture, your hands and whether you make eye contact. These gestures can be subtle or overt, but most importantly they communicate meaning beyond what is said. When having a conversation, pay attention to how you stand. A stiff position with arms crossed over your chest may imply that you are being defensive even if your words state otherwise. Shoving your hands in your pockets when speaking could imply that you have something to hide. Be wary of using too many hand gestures because this could distract listeners from your message.

The challenge of communicating in the workplace is learning how and when to share your ideas or concerns. If you need to tell your supervisor or co-worker about something that is not going well, keep in mind that good timing and good attitude will go a long way toward helping your case.

Like all skills, effective communication needs to be practiced. Toastmasters International is perhaps the best known public speaking organization in the world. Toastmasters is open to anyone who wish to improve their speaking skills and is willing to put in the time and effort to do so. To learn more, visit Toastmasters International .

Methods of Communication

different ways to communicate

Communication of problems and issues in any workplace is important, particularly when safety is involved. It is therefore crucial in manufacturing where people are constantly working with heavy, costly, and sometimes dangerous equipment. As issues and problems arise, they need to be addressed in an efficient and timely manner. Effective communication is an important skill because it can prevent problems from recurring, avoid injury to personnel, reduce rework and scrap, and ultimately, reduce cost and save money.

There are many different ways to communicate: in person, by phone, via email, or written. There is no single method that fits all communication needs, each one has its time and place.

In person: In the workplace, face-to-face meetings should be utilized whenever possible. Being able to see the person you need to speak to face-to-face gives you instant feedback and helps you gauge their response through their body language. Be careful of getting sidetracked in conversation when you need to communicate a problem.

Email: Email has become the communication standard for most businesses. It can be accessed from almost anywhere and is great for things that don’t require an immediate response. Email is a great way to communicate non-urgent items to large amounts of people or just your team members. One thing to remember is that most people's inboxes are flooded with emails every day and unless they are hyper vigilant about checking everything, important items could be missed. For issues that are urgent, especially those around safety, email is not always be the best solution.

Phone: Phone calls are more personal and direct than email. They allow us to communicate in real time with another person, no matter where they are. Not only can talking prevent miscommunication, it promotes a two-way dialogue. You don’t have to worry about your words being altered or the message arriving on time. However, mobile phone use and the workplace don't always mix. In particular, using mobile phones in a manufacturing setting can lead to a variety of problems, cause distractions, and lead to serious injury.

Written: Written communication is appropriate when detailed instructions are required, when something needs to be documented, or when the person is too far away to easily speak with over the phone or in person.

There is no "right" way to communicate, but you should be aware of how and when to use the appropriate form of communication for your situation. When deciding the best way to communicate with a co-worker or manager, put yourself in their shoes, and think about how you would want to learn about the issue. Also, consider what information you would need to know to better understand the issue. Use your good judgment of the situation and be considerate of your listener's viewpoint.

Did you notice any other potential problems in the previous exercise?

  • [Page 6:] Did you notice any other potential problems in the previous exercise?

Summary of Strategies

In this exercise, you were given a scenario in which there was a problem with a component you were creating on a CNC machine. You were then asked how you wanted to proceed. Depending on your path through this exercise, you might have found an easy solution and fixed it yourself, asked for help and worked with your trainer, or discovered an ongoing G-code problem that was bigger than you initially thought.

When issues and problems arise, it is important that they are addressed in an efficient and timely manner. Communication is an important tool because it can prevent problems from recurring, avoid injury to personnel, reduce rework and scrap, and ultimately, reduce cost, and save money. Although, each path in this exercise ended with a description of a problem solving tool for your toolbox, the first step is always to identify the problem and define the context in which it happened.

There are several strategies that can be used to identify the root cause of a problem. Root cause analysis (RCA) is a method of problem solving that helps people answer the question of why the problem occurred. RCA uses a specific set of steps, with associated tools like the “5 Why Analysis" or the “Cause and Effect Diagram,” to identify the origin of the problem, so that you can:

Once the underlying cause is identified and the scope of the issue defined, the next step is to explore possible strategies to fix the problem.

If you are not sure how to fix the problem, it is okay to ask for help. Problem solving is a process and a skill that is learned with practice. It is important to remember that everyone makes mistakes and that no one knows everything. Life is about learning. It is okay to ask for help when you don’t have the answer. When you collaborate to solve problems you improve workplace communication and accelerates finding solutions as similar problems arise.

One tool that can be useful for generating possible solutions is brainstorming . Brainstorming is a technique designed to generate a large number of ideas for the solution to a problem. The method was first popularized in 1953 by Alex Faickney Osborn in the book Applied Imagination. The goal is to come up with as many ideas as you can, in a fixed amount of time. Although brainstorming is best done in a group, it can be done individually.

Depending on your path through the exercise, you may have discovered that a couple of your coworkers had experienced similar problems. This should have been an indicator that there was a larger problem that needed to be addressed.

In any workplace, communication of problems and issues (especially those that involve safety) is always important. This is especially crucial in manufacturing where people are constantly working with heavy, costly, and sometimes dangerous equipment. When issues and problems arise, it is important that they be addressed in an efficient and timely manner. Effective communication is an important tool because it can prevent problems from recurring, avoid injury to personnel, reduce rework and scrap, and ultimately, reduce cost and save money.

One strategy for improving communication is the huddle . Just like football players on the field, a huddle is a short meeting with everyone standing in a circle. A daily team huddle is a great way to ensure that team members are aware of changes to the schedule, any problems or safety issues are identified and that team members are aware of how their work impacts one another. When done right, huddles create collaboration, communication, and accountability to results. Impromptu huddles can be used to gather information on a specific issue and get each team member's input.

To learn more about different problem solving strategies, choose an option below. These strategies accompany the outcomes of different decision paths in the problem solving exercise.

  • View Problem Solving Strategies Select a strategy below... Root Cause Analysis How Huddles Work Brainstorming Importance of Good Problem Description Methods of Communication

Communication is one of the most frequent activities we engage in on a day-to-day basis. At some point, we have all felt that we did not effectively communicate an idea as we would have liked. The key to effective communication is preparation. Rather than attempting to haphazardly improvise something, take a few minutes and think about what you want say and how you will say it. If necessary, write yourself a note with the key points or ideas in the order you want to discuss them. The notes can act as a reminder or guide during your meeting.

  • Provide a clear summary of the problem. Start at the beginning, give relevant facts, timelines, and examples.

In person: In the workplace, face-to-face meetings should be utilized whenever possible. Being able to see the person you need to speak to face-to-face gives you instant feedback and helps you gauge their response in their body language. Be careful of getting sidetracked in conversation when you need to communicate a problem.

There is no "right" way to communicate, but you should be aware of how and when to use the appropriate form of communication for the situation. When deciding the best way to communicate with a co-worker or manager, put yourself in their shoes, and think about how you would want to learn about the issue. Also, consider what information you would need to know to better understand the issue. Use your good judgment of the situation and be considerate of your listener's viewpoint.

"Never try to solve all the problems at once — make them line up for you one-by-one.” — Richard Sloma

Problem Solving: An Important Job Skill

Problem solving improves efficiency and communication on the shop floor. It increases a company's efficiency and profitability, so it's one of the top skills employers look for when hiring new employees. Recent industry surveys show that employers consider soft skills, such as problem solving, as critical to their business’s success.

The 2011 survey, "Boiling Point? The skills gap in U.S. manufacturing ," polled over a thousand manufacturing executives who reported that the number one skill deficiency among their current employees is problem solving, which makes it difficult for their companies to adapt to the changing needs of the industry.

In this video, industry professionals discuss their expectations and present tips for new employees joining the manufacturing workforce.

Quick Summary

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Cambridge Dictionary

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Meaning of problem-solving in English

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Examples of problem-solving

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a game in which two, three, or four players use mallets (= long wooden hammers) to hit wooden balls through small metal hoops (= curves) fixed into the grass

Infinitive or -ing verb? Avoiding common mistakes with verb patterns (1)

Infinitive or -ing verb? Avoiding common mistakes with verb patterns (1)

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Table of Contents

The problem-solving process, how to solve problems: 5 steps, train to solve problems with lean today, what is problem solving steps, techniques, & best practices explained.

What Is Problem Solving? Steps, Techniques, and Best Practices Explained

Problem solving is the art of identifying problems and implementing the best possible solutions. Revisiting your problem-solving skills may be the missing piece to leveraging the performance of your business, achieving Lean success, or unlocking your professional potential. 

Ask any colleague if they’re an effective problem-solver and their likely answer will be, “Of course! I solve problems every day.” 

Problem solving is part of most job descriptions, sure. But not everyone can do it consistently. 

Problem solving is the process of defining a problem, identifying its root cause, prioritizing and selecting potential solutions, and implementing the chosen solution.

There’s no one-size-fits-all problem-solving process. Often, it’s a unique methodology that aligns your short- and long-term objectives with the resources at your disposal. Nonetheless, many paradigms center problem solving as a pathway for achieving one’s goals faster and smarter. 

One example is the Six Sigma framework , which emphasizes eliminating errors and refining the customer experience, thereby improving business outcomes. Developed originally by Motorola, the Six Sigma process identifies problems from the perspective of customer satisfaction and improving product delivery. 

Lean management, a similar method, is about streamlining company processes over time so they become “leaner” while producing better outcomes. 

Trendy business management lingo aside, both of these frameworks teach us that investing in your problem solving process for personal and professional arenas will bring better productivity.

1. Precisely Identify Problems

As obvious as it seems, identifying the problem is the first step in the problem-solving process. Pinpointing a problem at the beginning of the process will guide your research, collaboration, and solutions in the right direction. 

At this stage, your task is to identify the scope and substance of the problem. Ask yourself a series of questions: 

  • What’s the problem? 
  • How many subsets of issues are underneath this problem? 
  • What subject areas, departments of work, or functions of business can best define this problem? 

Although some problems are naturally large in scope, precision is key. Write out the problems as statements in planning sheets . Should information or feedback during a later step alter the scope of your problem, revise the statements. 

Framing the problem at this stage will help you stay focused if distractions come up in later stages. Furthermore, how you frame a problem will aid your search for a solution. A strategy of building Lean success, for instance, will emphasize identifying and improving upon inefficient systems. 

2. Collect Information and Plan 

The second step is to collect information and plan the brainstorming process. This is another foundational step to road mapping your problem-solving process. Data, after all, is useful in identifying the scope and substance of your problems. 

Collecting information on the exact details of the problem, however, is done to narrow the brainstorming portion to help you evaluate the outcomes later. Don’t overwhelm yourself with unnecessary information — use the problem statements that you identified in step one as a north star in your research process. 

This stage should also include some planning. Ask yourself:

  • What parties will ultimately decide a solution? 
  • Whose voices and ideas should be heard in the brainstorming process? 
  • What resources are at your disposal for implementing a solution? 

Establish a plan and timeline for steps 3-5. 

3. Brainstorm Solutions

Brainstorming solutions is the bread and butter of the problem-solving process. At this stage, focus on generating creative ideas. As long as the solution directly addresses the problem statements and achieves your goals, don’t immediately rule it out. 

Moreover, solutions are rarely a one-step answer and are more like a roadmap with a set of actions. As you brainstorm ideas, map out these solutions visually and include any relevant factors such as costs involved, action steps, and involved parties. 

With Lean success in mind, stay focused on solutions that minimize waste and improve the flow of business ecosystems. 

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4. Decide and Implement

The most critical stage is selecting a solution. Easier said than done. Consider the criteria that has arisen in previous steps as you decide on a solution that meets your needs. 

Once you select a course of action, implement it. 

Practicing due diligence in earlier stages of the process will ensure that your chosen course of action has been evaluated from all angles. Often, efficient implementation requires us to act correctly and successfully the first time, rather than being hurried and sloppy. Further compilations will create more problems, bringing you back to step 1. 

5. Evaluate

Exercise humility and evaluate your solution honestly. Did you achieve the results you hoped for? What would you do differently next time? 

As some experts note, formulating feedback channels into your evaluation helps solidify future success. A framework like Lean success, for example, will use certain key performance indicators (KPIs) like quality, delivery success, reducing errors, and more. Establish metrics aligned with company goals to assess your solutions.

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How to master the seven-step problem-solving process

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

Podcast transcript

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

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

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

Hugo Sarrazin: Our pleasure.

Charles Conn: It’s terrific to be here.

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

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

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

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

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

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

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

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Simon London: So this is a concise problem statement.

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

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

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

Hugo Sarrazin: Yeah.

Charles Conn: And in the wrong direction.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Both: Yeah.

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

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

Simon London: Right. Right.

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

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

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

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

Simon London: Would you agree with that?

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

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

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

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

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

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

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

Charles Conn: Yeah.

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

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

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

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

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

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

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

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

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

Hugo Sarrazin: Every step of the process.

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

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

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

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

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

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

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

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

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

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

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

Hugo Sarrazin: Absolutely.

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

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

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

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

Hugo Sarrazin: It was a pleasure. Thank you.

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

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

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What Is Creative Problem-Solving & Why Is It Important?

Business team using creative problem-solving

  • 01 Feb 2022

One of the biggest hindrances to innovation is complacency—it can be more comfortable to do what you know than venture into the unknown. Business leaders can overcome this barrier by mobilizing creative team members and providing space to innovate.

There are several tools you can use to encourage creativity in the workplace. Creative problem-solving is one of them, which facilitates the development of innovative solutions to difficult problems.

Here’s an overview of creative problem-solving and why it’s important in business.

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What Is Creative Problem-Solving?

Research is necessary when solving a problem. But there are situations where a problem’s specific cause is difficult to pinpoint. This can occur when there’s not enough time to narrow down the problem’s source or there are differing opinions about its root cause.

In such cases, you can use creative problem-solving , which allows you to explore potential solutions regardless of whether a problem has been defined.

Creative problem-solving is less structured than other innovation processes and encourages exploring open-ended solutions. It also focuses on developing new perspectives and fostering creativity in the workplace . Its benefits include:

  • Finding creative solutions to complex problems : User research can insufficiently illustrate a situation’s complexity. While other innovation processes rely on this information, creative problem-solving can yield solutions without it.
  • Adapting to change : Business is constantly changing, and business leaders need to adapt. Creative problem-solving helps overcome unforeseen challenges and find solutions to unconventional problems.
  • Fueling innovation and growth : In addition to solutions, creative problem-solving can spark innovative ideas that drive company growth. These ideas can lead to new product lines, services, or a modified operations structure that improves efficiency.

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Creative problem-solving is traditionally based on the following key principles :

1. Balance Divergent and Convergent Thinking

Creative problem-solving uses two primary tools to find solutions: divergence and convergence. Divergence generates ideas in response to a problem, while convergence narrows them down to a shortlist. It balances these two practices and turns ideas into concrete solutions.

2. Reframe Problems as Questions

By framing problems as questions, you shift from focusing on obstacles to solutions. This provides the freedom to brainstorm potential ideas.

3. Defer Judgment of Ideas

When brainstorming, it can be natural to reject or accept ideas right away. Yet, immediate judgments interfere with the idea generation process. Even ideas that seem implausible can turn into outstanding innovations upon further exploration and development.

4. Focus on "Yes, And" Instead of "No, But"

Using negative words like "no" discourages creative thinking. Instead, use positive language to build and maintain an environment that fosters the development of creative and innovative ideas.

Creative Problem-Solving and Design Thinking

Whereas creative problem-solving facilitates developing innovative ideas through a less structured workflow, design thinking takes a far more organized approach.

Design thinking is a human-centered, solutions-based process that fosters the ideation and development of solutions. In the online course Design Thinking and Innovation , Harvard Business School Dean Srikant Datar leverages a four-phase framework to explain design thinking.

The four stages are:

The four stages of design thinking: clarify, ideate, develop, and implement

  • Clarify: The clarification stage allows you to empathize with the user and identify problems. Observations and insights are informed by thorough research. Findings are then reframed as problem statements or questions.
  • Ideate: Ideation is the process of coming up with innovative ideas. The divergence of ideas involved with creative problem-solving is a major focus.
  • Develop: In the development stage, ideas evolve into experiments and tests. Ideas converge and are explored through prototyping and open critique.
  • Implement: Implementation involves continuing to test and experiment to refine the solution and encourage its adoption.

Creative problem-solving primarily operates in the ideate phase of design thinking but can be applied to others. This is because design thinking is an iterative process that moves between the stages as ideas are generated and pursued. This is normal and encouraged, as innovation requires exploring multiple ideas.

Creative Problem-Solving Tools

While there are many useful tools in the creative problem-solving process, here are three you should know:

Creating a Problem Story

One way to innovate is by creating a story about a problem to understand how it affects users and what solutions best fit their needs. Here are the steps you need to take to use this tool properly.

1. Identify a UDP

Create a problem story to identify the undesired phenomena (UDP). For example, consider a company that produces printers that overheat. In this case, the UDP is "our printers overheat."

2. Move Forward in Time

To move forward in time, ask: “Why is this a problem?” For example, minor damage could be one result of the machines overheating. In more extreme cases, printers may catch fire. Don't be afraid to create multiple problem stories if you think of more than one UDP.

3. Move Backward in Time

To move backward in time, ask: “What caused this UDP?” If you can't identify the root problem, think about what typically causes the UDP to occur. For the overheating printers, overuse could be a cause.

Following the three-step framework above helps illustrate a clear problem story:

  • The printer is overused.
  • The printer overheats.
  • The printer breaks down.

You can extend the problem story in either direction if you think of additional cause-and-effect relationships.

4. Break the Chains

By this point, you’ll have multiple UDP storylines. Take two that are similar and focus on breaking the chains connecting them. This can be accomplished through inversion or neutralization.

  • Inversion: Inversion changes the relationship between two UDPs so the cause is the same but the effect is the opposite. For example, if the UDP is "the more X happens, the more likely Y is to happen," inversion changes the equation to "the more X happens, the less likely Y is to happen." Using the printer example, inversion would consider: "What if the more a printer is used, the less likely it’s going to overheat?" Innovation requires an open mind. Just because a solution initially seems unlikely doesn't mean it can't be pursued further or spark additional ideas.
  • Neutralization: Neutralization completely eliminates the cause-and-effect relationship between X and Y. This changes the above equation to "the more or less X happens has no effect on Y." In the case of the printers, neutralization would rephrase the relationship to "the more or less a printer is used has no effect on whether it overheats."

Even if creating a problem story doesn't provide a solution, it can offer useful context to users’ problems and additional ideas to be explored. Given that divergence is one of the fundamental practices of creative problem-solving, it’s a good idea to incorporate it into each tool you use.

Brainstorming

Brainstorming is a tool that can be highly effective when guided by the iterative qualities of the design thinking process. It involves openly discussing and debating ideas and topics in a group setting. This facilitates idea generation and exploration as different team members consider the same concept from multiple perspectives.

Hosting brainstorming sessions can result in problems, such as groupthink or social loafing. To combat this, leverage a three-step brainstorming method involving divergence and convergence :

  • Have each group member come up with as many ideas as possible and write them down to ensure the brainstorming session is productive.
  • Continue the divergence of ideas by collectively sharing and exploring each idea as a group. The goal is to create a setting where new ideas are inspired by open discussion.
  • Begin the convergence of ideas by narrowing them down to a few explorable options. There’s no "right number of ideas." Don't be afraid to consider exploring all of them, as long as you have the resources to do so.

Alternate Worlds

The alternate worlds tool is an empathetic approach to creative problem-solving. It encourages you to consider how someone in another world would approach your situation.

For example, if you’re concerned that the printers you produce overheat and catch fire, consider how a different industry would approach the problem. How would an automotive expert solve it? How would a firefighter?

Be creative as you consider and research alternate worlds. The purpose is not to nail down a solution right away but to continue the ideation process through diverging and exploring ideas.

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Whether you’re an entrepreneur, marketer, or business leader, learning the ropes of design thinking can be an effective way to build your skills and foster creativity and innovation in any setting.

If you're ready to develop your design thinking and creative problem-solving skills, explore Design Thinking and Innovation , one of our online entrepreneurship and innovation courses. If you aren't sure which course is the right fit, download our free course flowchart to determine which best aligns with your goals.

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problem solving on mean

What Is Problem Solving?

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

What Is Problem Solving?

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

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

What Is Problem-Solving?

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

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

Identify The Problem: 

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

Define The Problem: 

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

Form A Strategy: 

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

Organize The Information:  

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

Allocate Resources:  

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

Track Progress: 

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

Evaluate The Results:  

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

Meaning Of Problem-Solving Skill

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

Communication

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

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

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

Decision-Making

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

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

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

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Means-End Analysis

Identifying the steps needed to solve a problem.

By the Mind Tools Content Team

problem solving on mean

Means-End Analysis is a simple tool that helps you to identify the practical steps needed to solve a problem or to reach a desired state.

In this article we'll explore Means-End Analysis, and we'll look at how you can apply it.

About the Tool

Means-End Analysis is essentially an early form of Gap Analysis . It was created by researchers Allen Newell and Herbert Simon in the late 1950s, and it was then published their 1972 book, "Human Problem Solving."

Newell and Simon were creating an effective problem-solving program for early computers, and Means-End Analysis was a direct result of this research. They named the tool "Means-End" because it helps you define the means needed to reach a desired end.

Means-End Analysis might seem quite simplistic at first glance. However, when you begin using it, you'll find that it's a practical and useful method for solving simple problems.

How to Use the Tool

Step 1: define your initial state (problem).

Start by defining the problem you're trying to solve. It might help to write the problem down on a piece of paper, or even draw out a diagram.

It's important to you make sure you're trying to solve the right problem, and not just a symptom of a deeper issue. If you're struggling to do this, you can use tools such as Root Cause Analysis , Cause and Effect Analysis , CATWOE , and the 5 Whys to help define your problem, and to make sure that you're addressing the real issue.

Step 2: Visualize Your Goal State

Next, picture the ideal state you'd like to be in. This is the outcome you'd like to see, once the problem is solved.

Again, it might be helpful to write this out on paper.

Step 3: List the Differences Between States

Now, look at the differences between your initial state and your goal state. And then explore the obstacles that are stopping you from reaching this state. Make a list of these differences and obstacles.

If the obstacles seem overwhelmingly large, consider using Drill Down to break them down into easy-to-understand chunks.

Step 4: Create Sub-Goals

Once you have a list of the differences and obstacles that you need to overcome, you need to create sub-goals that will help you address each of these.

Think of these sub-goals as steps that will ultimately lead you to your desired goal state – look at each obstacle you've listed, and then create the plans you need to overcome them.

Step 5: Take Action

The last step is to take action on your analysis.

If you're dealing with a simple problem, you'll be able to identify all of the actions that you need to take to solve your problem quickly. ( Action Plans are useful here.)

However, if you're solving a difficult problem, or planning a new project, you'll likely have to do further analysis and planning. The Simplex Process is useful for solving complex problems, while our project management section will help you plan more complex projects.

Means-End Analysis is a simple problem-solving tool that you can use to solve well-defined problems, and to kick-start the planning stage of a new project.

To use the tool, first look at your initial state (the state you're in right now). Then, picture your desired goal state – this is the state you want to be in once you've solved the problem or completed the project.

Next, make a list of the obstacles that are standing in the way of your goal state, and create sub-goals that will guide you in overcoming all those obstacles.

Finally, take action on your analysis.

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How can procedural flowcharts support the development of mathematics problem-solving skills?

  • Original Article
  • Open access
  • Published: 22 February 2024

Cite this article

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  • Musarurwa David Chinofunga   ORCID: orcid.org/0000-0002-0262-3039 1 ,
  • Philemon Chigeza   ORCID: orcid.org/0000-0001-9964-0988 1 &
  • Subhashni Taylor   ORCID: orcid.org/0000-0002-1624-0901 1  

Supporting students’ problem-solving skills, solution planning and sequencing of different stages that are involved in successfully developing a meaningful solution to a problem has been a challenge for teachers. This case study was informed by reflective investigation methodology which explored how procedural flowcharts can support student mathematics problem solving in a senior Mathematical Methods subject in Queensland. The paper used thematic analysis to analyse and report on teachers’ perceptions of the utility of procedural flowcharts during problem solving as well as content analysis on how student-developed flowcharts can support their problem-solving skills. Results show that development of procedural flowcharts can support problem solving as it helps with integration of problem-solving stages.

Avoid common mistakes on your manuscript.

Introduction

Problem solving is central to teaching and learning of mathematics (see Cai, 2010 ; Lester, 2013 ; Schoenfeld et al., 2014 ). For decades, research in mathematics problem solving, including special issues from leading mathematics education journals (see, Educational Studies in Mathematics, (Vol. 83, no. 2013); The Mathematics Enthusiast, (Vol. 10, nos. 1–2); ZDM , (Vol. 39, nos. 5–6)), have offered significant insights but struggled to produce well-articulated guidelines for educational practice (English & Gainsburg, 2016 ). This could possibly be the reason why mathematics teachers’ efforts to improve students’ problem-solving skills have not produced the desired results (Anderson, 2014 ; English & Gainsburg, 2016 ). Despite Polya’s ( 1945 ) heuristics being so valuable in problem solving, there appears to be limited success when translated into the classroom environment (English & Gainsburg, 2016 ). English and Gainsburg went further to posit that one of the issues to be addressed is how to support problem-solving competency in students during the process of problem solving. Thus, teachers’ perceptions in this study are a valuable part in evaluating how procedural flowcharts can support problem solving.

The problem-solving process is a dialogue between the prior knowledge the problem solver possesses, the tentative plan of solving the problem and other relevant thoughts and facts (Schoenfeld, 1983 ). However, research is still needed on tools that teachers can use to support students during problem solving (Lester & Cai, 2016 ). Although research in mathematics problem solving has been progressing, it has remained largely theoretical (Lester, 2013 ). Schoenfeld ( 2013 ) suggests that research focus should now advance from the framework for examining problem solving to explore how ideas grow and are presented and shared during the problem-solving process. Recently, Kaitera and Harmoinen ( 2022 ) emphasised the need to support teachers through resources that can help students develop problem solving skills. They went on to posit that resources that can assist students in presenting different approaches to a solution and displaying their understanding are critical to build their problem-solving skills.

The study by Kaitera and Harmoinen ( 2022 ) introduced mathematics students to ‘problem-solving keys’ which are heuristics for problem solving that students are to follow as they engage with tasks. Their conclusion was also noted by Vale and Barbosa ( 2018 ) who observed that a key area that would benefit from further research is the identification of strategies or plan that support students’ ability to construct and present their mathematical knowledge effectively during problem solving, particularly if complex processes such as integration and modification of several procedures are involved. Similarly, students face challenges in connecting or bringing all the ideas together and showing how they relate as they work towards the solution (Reinholz, 2020 ). Problem solving in mathematics is challenging for students (Ahmad et al., 2010 ), and therefore, supporting students’ problem-solving skills needs urgent attention (Schoenfeld, 2016 ). Furthermore, Mason ( 2016 ) posits that the crucial yet not significantly understood issue for adopting a problem-solving approach to teaching is the issue of “when to introduce explanatory tasks, when to intervene and in what way” (p. 263). Therefore, teachers also need resources to support the teaching of problem-solving skills, often because they were not taught these approaches when they were school students (Kaitera & Harmoinen, 2022 ; Sakshaug & Wohlhuter, 2010 ).

Flowcharts have been widely used in problem solving across different fields. In a technology-rich learning environment such as Lego Robotics, creating flowcharts to explain processes was observed to facilitate understanding, thinking, making sense of how procedures relate, investigating and communicating the solution (Norton et al., 2007 ). They are effective in guiding students during problem solving (Gencer, 2023 ), enhancing achievement and improving problem-solving skills in game-based intelligent tutoring (Hooshyar et al., 2016 ). Flowcharts have been identified as an effective problem-solving tool in health administration (McGowan & Boscia, 2016 ). In mathematics education, heuristic trees and flowcharts were observed to supplement each other in influencing students’ problem solving behaviour (Bos & van den Bogaart, 2022 ). Importantly, McGowan and Boscia emphasised that “one of the greatest advantages of a flowchart is its ability to provide for the visualisation of complex processes, aiding in the understanding of the flow of work, identifying nonvalue-adding activities and areas of concern, and leading to improved problem-solving and decision-making” (p. 213). Identifying the most appropriate strategy and making the correct decision at the right stage are keys to problem solving. Teaching students to use visual representations like flowcharts as part of problem solving supports the ability to easily identify new relationships among different procedures and assess the solution being communicated faster as visual representations are more understandable (Vale et al., 2018 ).

The purpose of this case study was to explore, through an in-depth teacher’s interview, and student-developed artefacts, the utility of procedural flowcharts in supporting the development of students’ problem-solving skills in mathematics. The study will focus on problem solving in Mathematical Methods which is one of the calculus-based mathematics subjects at senior school in Queensland. The aim was to investigate if the development of procedural flowcharts supported students in planning, logically connecting and integrating mathematical procedures (knowledge) and to communicate the solution effectively during problem solving. The use of flowcharts in this study was underpinned by the understanding that visual aids that support cognitive processes and interlinking of ideas and procedures influence decision-making, which is vital in problem-based learning (McGowan & Boscia, 2016 ). Moreover, flowcharts are effective tools for communicating the processes that need to be followed in problem solving (Krohn, 1983 ).

Problem-solving learning in mathematics education

The drive to embrace a problem-solving approach to develop and deepen students’ mathematics knowledge has been a priority in mathematics education (Koellner et al., 2011 ; Sztajn et al., 2017 ). In the problem-solving approach, the teacher provides the problem to be investigated by students who then design ways to solve it (Colburn, 2000 ). To engage in problem solving, students are expected to use concepts and procedures that they have learnt (prior knowledge) and apply them in unfamiliar situations (Matty, 2016 ). Teachers are encouraged to promote problem-solving activities as they involve students engaging with a mathematics task where the procedure or method to the solution is not known in advance (National Council of Teachers of Mathematics [NCTM], 2000 ), thus providing opportunities for deep understanding as well as providing students with the opportunity to develop a unique solution (Queensland Curriculum and Assessment Authority [QCAA], 2018 ). Using this approach, students are given a more active role through applying and adapting procedures to solve a non-routine problem and then communicating the method (Karp & Wasserman, 2015 ). The central role problem solving plays in developing students’ mathematical understanding has resulted in the development of different problem-solving models over the years.

The process of problem solving in mathematics requires knowledge to be organised as the solution is developed and then communicated. Polya is among the first to systematise problem solving in mathematics (Voskoglou, 2021 ). Students need to understand the problem, plan the solution, execute the plan and reflect on the solution and process (Polya, 1971 ). Voskoglou’s ( 2021 ) problem-solving model emphasised that the process of modelling involves analysis of problem, mathematisation, solution development, validation and implementation. Similarly, problem solving is guided by four phases: discover, devise, develop and defend (Makar, 2012 ). During problem solving, students engage with an unfamiliar real-world problem, develop plans in response, justify mathematically through representation, then evaluate and communicate the solution (Artigue & Blomhøj, 2013 ). Furthermore, Schoenfeld ( 1980 ) posited that problem solving involves problem analysis, exploration, design, implementation and verification of the solution. When using a problem-solving approach, students can pose questions, develop way(s) to answer problems (which might include drawing diagrams, carrying out calculations, defining relationships and making conclusions), interpreting, evaluating and communicating the solution (Artigue et al., 2020 ; Dorier & Maass, 2020 ). Problem solving involves understanding the problem, devising and executing the plan and evaluating (Nieuwoudt, 2015 ). Likewise, Blum and Leiß ( 2007 ) developed a modelling approach that was informed by these stages, understanding, simplifying, mathematising, working mathematically, interpreting and validating.

Similarly, mathematical modelling involves problem identification from a contextualised real-world problem, linking the solution to mathematics concepts, carrying out mathematic manipulations, justifying and evaluating the solution in relation to the problem and communicating findings (Geiger et al., 2021 ). Likewise, in modelling, Galbraith and Stillman ( 2006 ) suggested that further research is needed in fostering students’ ability to transition effectively from one phase to the next. “Mathematical modelling is a special kind of problem solving which formulates and solves mathematically real-world problems connected to science and everyday life situations” (Voskoglou, 2021 p. 85). As part of problem solving, mathematical modelling requires students to interpret information from a variety of narrative, expository and graphic texts that reflect authentic real-life situations (Doyle, 2005 ).

There are different approaches to problem solving and modelling, but all of them focus on the solving of real-world problems using mathematical procedures and strategies (Hankeln, 2020 ). A literature synthesis is critical where several models exist as it can be used to develop an overarching conceptual model (Snyder, 2019 ). Torraco ( 2005 ) noted that literature synthesis can be used to integrate different models that address the same phenomenon. For example, in this study, it was used to integrate problem solving models cited in the literature. Moreover, the review was necessitated by the need to reconceptualise the problem-solving model by Polya ( 1971 ) to include the understanding that the definition of problem solving has now broadened to include modelling. Torraco went further to suggest that as literature grows, and knowledge expands on a topic which might accommodate new insights, there is a need for literature synthesis with the aim to reflect the changes. Thus, the model in Fig.  1 took into consideration the key stages broadly identified by the researchers and the understanding that modelling is part of problem solving. Problem solving and modelling is generally a linear process that can include loops depending on how the problem identification, mathematisation and implementation effectively address the problem (Blum & Leiß, 2007 ; Polya, 1957 ).

figure 1

Stages of mathematics problem solving

Figure  1 identifies the main stages that inform mathematics problem solving from the literature.

Problem identification and the design to solve the problem might be revisited if the procedures that were identified and their mathematical justification do not address the problem. Likewise, justification and evaluation after implementation might prompt the problem solver to realise that the problem was incorrectly identified. The loop is identified by the backward arrow, and the main problem-solving stages are identified by the linear arrows. The Australian Curriculum, Assessment and Reporting Authority notes that during problem solving:

Students solve problems when they use mathematics to represent unfamiliar situations, when they design investigations and plan their approaches, when they apply their existing knowledge to seek solutions, and when they verify that their answers are reasonable. Students develop the ability to make choices, interpret, formulate, model and investigate problem situations, and communicate solutions effectively. (Australia Curriculum and Reporting Authority, 2014 , p. 5)

Therefore, during problem solving, students have to plan the solution to the problem and be able to communicate all the key processes involved. However, although problem solving is highly recommended in mathematics education, it presents several challenges for teachers in terms of how they can best support students to connect the processes and mathematics concepts into something coherent that can lead to a meaningful solution (Hacker, 1998 ). Therefore, relevant tools that support problem solving and decision-making can make a difference for both mathematics teachers and students (McGowan & Boscia, 2016 ).

Students can solve problems better if they can think critically (Kules, 2016 ). Problem solving requires their active engagement in analysing, conceptualising, applying concepts, evaluating, comparing, sequencing, synthesising, reasoning, reflecting and communicating, which are skills that are said to promote critical thinking (Kim et al., 2012 ; King, 1995 ; Moon, 2008 ; QCAA, 2018 ). Similarly, the ability to undertake problem solving is supported when students are provided with the opportunity to sequence ideas logically and evaluate the optimal strategy to solve the problem (Parvaneh & Duncan, 2021 ). However, finding tools that can support problem solving has been a focus for researchers for a long time but with very limited breakthroughs (McCormick et al., 2015 ). This study explored how procedural flowcharts as visual representations can support students in organising ideas, execute procedures, justify solutions and communicate their solution.

Importance of visual representations in mathematics problem-solving

Research on how visual representations support mathematics discovery and structural thinking in problem solving has come a long way (see Hadamard, 1945 ; Krutetskii, 1976 ; Polya, 1957 ). Visual representations are classified as graphs, tables, maps, diagrams, networks and icons and are widely used to convey information in a recognisable form that can be easily interpreted without resorting to tedious computations (Lohse et al., 1994 ). Visual representations can be used as a tool to capture mathematics relations and processes (van Garderen et al., 2021 ) and used in many cognitive tasks such as problem solving, reasoning and decision making (Zhang, 1997 ). Indeed, representations can be modes of communicating during concepts exploration and problem solving (Roth & McGinn, 1998 ). Likewise, visual representations can be a powerful way of presenting the solution to a problem, including self-monitoring on how the problem is being solved (Kingsdorf & Krawec, 2014 ; Krawec, 2014 ). Using visualisations created by teachers or students in mathematics can support students’ problem-solving abilities (Csíkos et al., 2012 ).

Visual representations show thoughts in non-linguistic format, which is effective for communication and reflection. “Visual representations serve as tools for thinking about and solving problems. They also help students communicate their thinking to others” (NCTM, 2000 , p. 206). In mathematics, visual representation plays a significant role in showing the cognitive constructs of the solution (Owens & Clements, 1998 ), a view echoed by Arcavi ( 2003 ), who said that visual representations can be appreciated as a central part of reasoning and as a resource to use in problem solving. More importantly, they can be used to represent the logical progression of ideas and reasoning during problem solving (Roam, 2009 ). However, there is need to explore how visual representations can be used to support and illustrate the problem-solving process and to create connections among concepts (Stylianou, 2010 ). Importantly, developing diagrams is often a recommended strategy for solving mathematics problems (Pape & Tchoshanov, 2001 ; Jitendra et al., 2013 ; Zahner & Corter, 2010 ). Therefore, this study will explore the utility of procedural flowcharts as a visual representation and resource in supporting problem analysis, problem understanding, solution development and evaluation, while communicating the whole problem-solving process effectively. It will go further to explore how development of procedural flowcharts can support educational practice in Mathematical Methods subject.

Procedural flowcharts are a visual representation of procedures, corresponding steps and stages of evaluation of a solution to a problem (Chinofunga et al., 2022 ). These authors noted that procedural flowcharts developed by the teacher can guide students during the inquiry process and highlight key procedures and stages for decision-making during the process of problem solving. This is because “a procedural flowchart graphically displays the information–decision–action sequences in the proposed order” (Krohn, 1983 , p. 573). Similarly, Chinofunga and colleagues ( 2022 ) emphasised that procedural flowcharts can be used to visually represent procedural flexibility as more than one procedure can be accommodated, making it easier to compare the effectiveness of different procedures as they are being applied. They further posited that student-developed procedural flowcharts provide students with the opportunity to comprehensively engage with the problem and brainstorm different ways of solving it, thus deepening their mathematics knowledge. Moreover, a procedural flowchart can be a visual presentation of an individual or group solution during problem solving.

Research has identified extended benefits of problem solving in small groups (Laughlin et al., 2006 ). Giving groups an opportunity to present a solution visually can be a quicker way to evaluate a group solution because visual representations can represent large amounts of information (even from different sources) in a simple way (Raiyn, 2016 ). Equally, Vale and colleagues encouraged visual representation of solutions with multisolutions as a tool to teach students problem solving ( 2018 ). Therefore, students can be asked to develop procedural flowcharts individually then come together to synthesise different procedural flowcharts.

Similarly, flowcharts are a visual aid used to represent how procedures interrelate and function together. “They are tools to visually break down complex information into individual building blocks and how the blocks are connected” (Grosskinsky et al., 2019 , p. 24). They outlay steps in a procedure and show how they can be applied, thus helping to visualise the process (Ledin & Machin, 2020 ; Reingewertz, 2013 ). Flowcharts can also be used when a logical and sequenced approach is needed to address a problem (Cantatore & Stevens, 2016 ). Importantly, in schools, Norton and colleagues ( 2007 ) noted that “planning facilitated through the use of flow charts should be actively encouraged and scaffolded so that students can appreciate the potential of flow charts to facilitate problem-solving capabilities” (p. 15). This was because the use of flowcharts in problem solving provided a mental representation of a proposed approach to solve a task (Jonassen, 2012 ). The success of flowcharts in problem solving in different fields can be attributed to their ability to facilitate deep engagement in planning the solution to the problem.

Flowcharts use has distinct advantages that can benefit problem solving. Norton and colleagues ( 2007 ) posited that using a well-planned and well-constructed flowchart in problem solving results in a good-quality solution. Furthermore, flowcharts can also be a two-way communication resource between a teacher and students or among students (Grosskinsky et al., 2019 ). These authors further noted that flowcharts can help in checking students’ progress, tracking their progress and guide them. They can also be used to highlight important procedures that students can follow during the process of problem solving.

Similarly, flowcharts can be used to provide a bigger picture of the solution to a problem (Davidowitz & Rollnick, 2001 ). Flowcharts help students gain an overall and coherent understanding of the procedures involved in solving the problem as they promote conceptual chunking (Norton et al., 2007 ). Importantly, “they may function to amplify the zone of proximal development for students by simplifying tasks in the zone” (Davidowitz & Rollnick, 2001 , p. 22). Use of flowcharts by students reduces the cognitive load which then may help them focus on more complex tasks (Berger, 1998 ; Sweller et al., 2019 ). Indeed, development of problem-solving skills can be supported when teachers introduce learning tools such as flowcharts, because they can help structure how the solution is organised (Santoso & Syarifuddin, 2020 ). Therefore, the use of procedural flowcharts in mathematics problem solving has the potential to transform the process.

The research question in this study was informed by the understanding that limited resources are available to teachers to support students’ problem-solving abilities. In addition, the literature indicates that visual representation such as procedural flowcharts can support students’ potential in problem solving. Therefore, the research described in this study addressed the following research question: What are teachers’ perceptions of how procedural flowcharts can support the development of students’ problem-solving skills in the Mathematical Methods subject?

Methodology

The case study draws from the reflective investigation methodology (Trouche et al., 2018 ,  2020 ). The methodology explores how teaching and learning was supported by facilitating a teacher’s reflection on the unexpected use of a resource, in this case procedural flowcharts. The reflective methodology emphasises a teacher’s active participation through soliciting views on the current practice and recollection on previous work (Trouche et al., 2020 ). Using the methodology, a teacher is asked to reflect on and describe the resource used, the structure (related to the activity), the implementation and the outcomes (Huang et al., 2023 ).

This case study focuses on phases three and four of a broad PhD study that involved four phases. The broad study was informed by constructivism. Firstly, phase one investigated Queensland senior students’ mathematics enrolment in different mathematics curricula options from 2010 to 2020. Secondly, phase two developed and introduced pedagogical resources that could support planning, teaching and learning of calculus-based mathematics with a special focus on functions in mathematical methods. The pedagogical resources included a framework on mathematics content sequencing which was developed through literature synthesis to guide teachers on how to sequence mathematics content during planning. Furthermore, the phase also introduced concept maps as a resource for linking prior knowledge to new knowledge in a constructivist setting. Procedural flowcharts were also introduced to teachers in this phase as a resource to support development of procedural fluency in mathematics. Importantly, a conference workshop organised by the Queensland Association of Mathematics Teachers (Cairns Region) provided an opportunity for teachers to contribute their observations on ways that concept maps and procedural flowcharts can be used to support teaching. Thirdly, phase three was a mixed-method study that focused on evaluating the pedagogical resources that were developed or introduced in phase two with 16 purposively sampled senior mathematics teachers in Queensland who had been given a full school term to use the resources in their practice. Some qualitative data collected through semistructured interviews from phase three were included in the results of the study reported here. During the analysis of the qualitative data, a new theme emerged which pointed to the unexpected use of procedural flowcharts during teaching and learning beyond developing procedural fluency. As a result, the researchers decided to explore how development of procedural flowcharts supported teaching and learning of mathematics as an additional phase. Phase four involved an in-depth interview with Ms. Simon (pseudonym) a teacher who had unexpectedly applied procedural flowcharts in a problem-solving task, which warranted further investigation. Ms. Simon’s use of procedural flowcharts was unexpected as she had used them outside the context and original focus of the broader study. Importantly, in phase four, artefacts created by the teacher and her four students in the problem-solving task were also collected.

Ms. Simon (pseudonym) had explored the use of procedural flowcharts in a problem-solving and modelling task (PSMT) in her year 11 Mathematical Methods class. This included an introduction to procedural flowcharts, followed by setting the students a task whereby they were asked to develop a procedural flowchart as an overview on how they would approach a problem-solving task. The students were expected to first develop the procedural flowcharts independently then to work collaboratively to develop and structure an alternative solution to the same task. The student-developed procedural flowcharts (artefacts) and the in-depth interview with Ms. Simon were included in the analysis. As this was an additional study, an ethics amendment was applied for and granted by the James Cook University Ethics committee, approval Number H8201, as the collection of students’ artefacts was not covered by the main study ethics approval for teachers.

Research context of phase four of the study

In the state of Queensland, senior mathematics students engage with three formal assessments (set by schools but endorsed by QCAA) in year 12 before the end of year external examination. The formal internal assessments consist of two written examinations and a problem-solving and modelling task (PSMT). The PSMT is expected to cover content from Unit 3 (Further Calculus). The summative external examination contributes 50% and the PSMT 20% of the overall final mark, demonstrating that the PSMT carries the highest weight among the three formal internal assessments.

The PSMT is the first assessment in the first term of year 12 and is set to be completed in 4 weeks. Students are given 3 h of class time to work on the task within the 4 weeks and write a report of up to 10 pages or 2000 words. The 4 weeks are divided into four check points, one per week with the fourth being the submission date. On the other three checkpoints, students are expected to email their progress to the teacher. At checkpoint one, the student will formulate a general plan on how to solve the problem which is detailed enough for the teacher to provide meaningful feedback. Checkpoint one is where this study expects teachers to provide students with the opportunity to develop a procedural flowchart of the plan to reach the solution. Importantly at checkpoint one, teachers are interested in understanding which mathematics concepts students will select and apply to try and solve the problem and how the concepts integrate or complement each other to develop a mathematically coherent, valid and appropriate solution. Moreover, teachers are expected to have provided students with opportunities to develop skills in undertaking problem-solving and modelling task before they engage with this formal internal assessment. The QCAA has provided a flowchart to guide teachers and students on how to approach a PSMT ( Appendix 1 )

Participants in phase four of the study

Ms. Simon and a group of four students were the participants in this study. Ms. Simon had studied mathematics as part of her undergraduate education degree, which set her as a highly qualified mathematics teacher. At the time of this study, she was the Head of Science and Mathematics and a senior mathematics teacher at one of the state high schools in Queensland. She had 35 years’ experience in teaching mathematics across Australia in both private and state schools, 15 of which were as a curriculum leader. She was also part of the science, technology, engineering and mathematics (STEM) state-wide professional working group. Since the inception of the external examination in Queensland in 2020, she had been an external examination marker and an assessment endorser for Mathematical Methods with QCAA. The students who were part of this study were aged between 17 and 18 years and were from Ms. Simon’s Mathematical Methods senior class. Two artefacts were from individual students, and the third was a collaborative work from the two students.

Phase four data collection

First, data were collected through an in-depth interview between the researcher and Ms. Simon. The researcher used pre-prepared questions and incidental questions arising from the interview. The questions focused on exploring how she had used procedural flowcharts in a PSMT with her students. The interview also focused on her experiences, observations, opinions, perceptions and results, comparing the new experience with how she had previously engaged her students in such tasks. The interview lasted 40 min, was transcribed and coded so as to provide evidence of the processes involved in the problem solving. Some of the pre-prepared questions were as follows:

What made you consider procedural flowcharts as a resource that can be used in a PSMT?

How have you used procedural flowcharts in PSMT?

How has the use of procedural flowcharts transformed students’ problem-solving skills?

How have you integrated procedural flowcharts to complement the QCAA flowchart on PSMT in mathematics?

What was your experience of using procedural flowcharts in a collaborative setting?

How can procedural flowcharts aid scaffolding of problem-solving tasks?

Second, Ms. Simon shared her formative practice PSMT task (described in detail below), and three of her students’ artefacts. The artefacts that she shared (with the students’ permission) were a critical source of data as they were a demonstration of how procedural flowcharts produced by students can support the development of problem solving and provided an insight into the use of procedural flowcharts in a PSMT.

Problem-solving and assessment task

The formative practice PSMT that Ms. Simon shared is summarised below under the subheadings: Scenario, Task, Checkpoints and Scaffolding.

You are part of a team that is working on opening a new upmarket Coffee Café. Your team has decided to cater for mainly three different types of customers. Those who:

Consume their coffee fast.

Have a fairly good amount of time to finish their coffee.

Want to drink their coffee very slowly as they may be reading a book or chatting.

The team has tasked you to come up with a mode or models that can be used to understand the cooling of coffee in relation to the material the cup is made from and the temperature of the surroundings.

Write a mathematical report of at most 2000 words or up to 10 pages that explains how you developed the cooling model/s and took into consideration the open cup, the material the cup was made from, the cooling time, the initial temperature of the coffee and the temperature of the surroundings.

Design an experiment that investigates the differences in the time of cooling of a liquid in open cups made from different materials. Record your data in a table.

Develop a procedural flowchart that shows the steps that you used to arrive at a solution for the problem.

Justify your procedures and decisions by explaining mathematical reasoning.

Provide a mathematical analysis of formulating and evaluating models using both mathematical manipulation and technology.

Provide a mathematical analysis that involves differentiation (rate of change) and/or anti-differentiation (area under a curve) to satisfy the needs of each category of customers.

Evaluate the reasonableness of solutions.

You must consider Newton’s Law of Cooling which states that the rate of change of the temperature of an object is proportional to the difference between its own temperature and the temperature of its surroundings. For a body that has a higher temperature than its surroundings, Newton’s Law of Cooling can model the rate at which the object is cooling in its surroundings through an exponential equation. This equation can be used to model any object cooling in its surroundings: 

y is the difference between the temperature of the body and its surroundings after t minutes,

A 0 is the difference between the initial temperature of the body and its surroundings,

k is the cooling constant.

Checkpoints

Week 1: Students provide individual data from the experiment and create a procedural flowchart showing the proposed solution to the problem. Teacher provides individual feedback. Week 2: Students provide a consolidated group procedural flowchart. Teacher provides group feedback Week 3: Students email a copy of their individually developed draft report for feedback. Week 4: Students submit individual final response in digital (PDF format) by emailing a copy to their teacher, providing a printed copy to their teacher and saving a copy in their Maths folder.

Additional requirements/instructions

The response must be presented using an appropriate mathematical genre (i.e., a mathematical report).

The approach to problem-solving and mathematical modelling must be used.

All sources must be referenced.

Data analysis

The analysis of data includes some observations and perceptions of mathematics teachers which were collected through surveys and interviews from phase three of the broader PhD study. The survey and interviews data in the broader study including phase four in-depth interview with Ms. Simon were transcribed and coded using thematic analysis (TA). TA is widely used in qualitative research to identify and describe patterns of meaning within data (Braun & Clarke, 2006 ; Ozuem et al., 2022 ). The thematic validity was ensured using theory triangulation. It involves sharing qualitative responses among colleagues at different status positions in the field and then comparing findings and conclusions (Guion et al., 2011 ). The study adopted the inductive approach which produces codes that are solely reflective of the contents of the data (Byrne, 2022 ).

Coding was done with no pre-set codes, and line-by-line coding was used as this was mainly an inductive analysis. The research team comprising of the researcher and two advisors/supervisors met to set the initial coding mechanism and code part of the data for consistency before independent coding of all the data. This is supported by King ( 2004 ) who suggested that when searching for themes, it is best to start with a few codes to help guide analysis. The data covered a wide variety of concepts, so initially the different concepts that grouped the research questions as ‘conceptual themes’ were utilised to organise the data. The research team examined the codes, checking their meaning and relationships between them to determine which ones were underpinned by a central concept. In Excel, codes that shared a core idea from the initial phase that used data from the open-ended responses and interview transcripts were colour coded. After the independent thematic analysis, the filter function in Excel was used to sort the codes using cell colour. Moreover, Excel provided the opportunity to identify duplicates as codes were collated from the three researchers. Same coloured codes were synthesised to develop a general pattern of meaning, which we referred to as candidate themes. The sorting and collation approach would bring together all codes under each theme which then would facilitate further analysis and review (Bree et al., 2014 ).

The research team went on to review the relationship of the data and the codes that informed the themes. This is supported by Braun and Clarke ( 2012 , 2021 ) who posited that researchers should conduct a recursive review of the candidate themes in relation to the coded data items and the entire dataset. During the review, whenever themes were integrated or codes were moved to another theme, a new spreadsheet was created so that if further review was necessary, the old data and layout would still be available. Importantly, if the codes form a coherent and meaningful pattern, the theme makes a logical argument and may be representative of the data (Nowell et al., 2017 ). Furthermore, the team also reviewed the themes in relation to the data. This is because Nowell and others posited that themes should provide the most accurate interpretation of the data. The research team also discussed and wrote detailed analysis for each candidate theme identifying the main story behind each theme and how each one fit into the overall story about the data through the lens of the research questions. Finally, the researchers also linked quotes to final themes reached during the analysis. Illustrating findings with direct quotations from the participants strengthen the face validity and credibility of the research (Bryne, 2022 ; Patton, 2002 ; Nowell et al., 2017 ).

Student artefacts

The students’ artefacts (procedural flowcharts) in Figs.  5 , 6 and 7 were analysed using content analysis. Content analysis can be used to analyse written, verbal or visual representations (Cole, 1988 ; Elo & Kyngäs, 2008 ). Content analysis is ideal when there is a greater need to identify critical processes (Lederman, 1991 ). Unlike interviews, documents that are ideal for qualitative analysis should be developed independently without the researcher’s involvement (Merriam & Tisdell, 2015 ). In fact, the documents should not have been prepared for the purpose of research (Hughes & Goodwin, 2014 ), hence they are a stable and discrete data source (De Massis & Kotlar, 2014 ; Merriam & Tisdell, 2015 ). The students’ artefacts used in this study were not prepared for the purpose of the study but as a mathematics task. Deductive content analysis is used when the structure of analysis is implemented on the basis of previous knowledge and the purpose of the study is model testing or confirmation (Burns & Grove, 2009 ). Similarly, it is an analytical method that aims to test existing concepts, models or hypotheses in a new context (Kyngäs et al., 2020 ). They went further to note that researchers can use deductive analysis to determine how a model fit a new context.

Deductive content analysis follows three main stages: preparation, organising and reporting (Elo et al., 2014 ; Elo & Kyngäs, 2008 ). Firstly, preparation involves identifying the unit of analysis (Guthrie et al., 2004 ). In this study, the unit of analysis are the artefacts developed by the students. Furthermore, the phase requires the researcher to be immersed in the data reading and digesting to make sense of the whole set of data through reflexivity, open-mindedness and following the rationale of what guided participants’ narratives or in developing the artefact (Azungah, 2018 ). Secondly, a categorisation matrix based on existing knowledge should be developed or identified to facilitate the coding of the data according to categories (Hsieh & Shannon, 2005 ) (Table  1 ). Importantly, when using deductive content analysis, researchers require a theoretical structure or model from which they can build an analysis matrix (Kyngäs et al., 2020 ). Finally, the analysis results should be reported in ways that promote interpretation of the data and the results, for example, in tabular form (Elo & Kyngäs, 2008 ) (Fig.  2 ).

figure 2

Stages followed during analysis of procedural flowcharts

The students’ procedural flowcharts were coded and interpreted on how they respond to different stages of problem solving. The researcher’s codes, interpretations and findings should be clearly derived and justified using the available data and then inform conclusions and interpretations for confirmability (Tobin & Begley, 2004 ). The artefacts were shared between the researcher and his supervisors; the analysis was done independently then reviewed by the researcher and his supervisors. Schreier ( 2012 ) recommended that analysis should be done by more than one person to promote thoroughness and broaden the interpretation of the data. Schreier went further to note that if the categorisation matrix is clear and of high quality, the coding should produce very little discrepancies. Very little discrepancies were observed except that some stages on the students’ procedural flowcharts overlapped between skills.

This section presents results from the analysis of the interviews data and student artefacts.

Semi-structured interviews

The thematic analysis of interviews resulted in two themes:

The utility of procedural flowcharts in supporting mathematics problem solving.

The utility of procedural flowcharts in supporting the integration of the four stages of mathematics problem solving.

In phase three, which prompted the targeted phase four study described in this study, teachers were asked the question, “How have you used procedural flowcharts to enhance teaching and learning of mathematics?” The question was not specific to problem solving but the teachers’ observations and perceptions strongly related to problem-solving and student-centred learning.

Theme 1 The utility of procedural flowcharts generally supports mathematics problem solving

The visual nature of procedural flowcharts was seen as an advantage to both teachers and students. For students, drawing a flowchart was easier than writing paragraphs to explain how they had arrived at the intended solution. For teachers, the flowchart was easier to process for timely feedback to students. Developing a procedural flowchart at the first checkpoint in the PSMT allows teachers to provide valuable feedback as the procedural flowchart can be used to represent several processes compared to written because of its visual nature. Engagement can be promoted because students can use the targeted feedback to improve their solutions as they will have provided a detailed overview of how they propose to solve the problem.

They present steps in diagrammatic form which is easy to process and easy to understand and process… students prefer them more as its in diagrammatic form and I have witnessed more students engaging. (Participant 8, phase three study) I find it (visual) a really efficient way for me to look at the proposed individual students processes and provide relevant feedback to the student or for the student to consider. And, you know, once the students are comfortable with using these procedural flowcharts you know, I find it much easier for me to give them relevant feedback, and I actually find that feedback more worthwhile than feedback we used to give them, you know, that was just based on what they wrote in paragraphs,…students get to practice in creating their own visual display, which communicates their intended strategies to solve the problem, then they have opportunities to use it, and fine tune it as they work out the problem … student developed procedural flow charts, they represent a student’s maths knowledge in a visual way. (Ms. Simon).

Identifying students’ competencies early was seen as central to successful problem solving as it provided opportunities for early intervention. Results showed that teachers viewed procedural flowcharts as a resource that could be used to identify gaps in skills, level of understanding and misconceptions that could affect successful and meaningful execution of a problem-solving task. Going through a student-developed flowchart during problem solving provided the teachers with insight into the student’s level of understanding of the problem and how the effectiveness of the procedures proposed to address the problem. This is critical for tasks that require students to develop a report detailing the solution at the end of developing the solution. Teachers can get the opportunity to gain an insight of the proposed solution before the student commit to write the report. The procedural flowchart provides the bigger picture of the solution plan which might expose gaps in knowledge.

I found it quite useful because I can identify what kids or which kids are competent in what, which sort of problem-solving skills. And I can identify misconceptions that students have or gaps in students understanding. (Participant 1, phase three study) It also to me highlights gaps in students’ knowledge in unique ways that students intend to reach a solution because the use of the procedural flow chart encourages students to explain the steps or procedures behind any mathematical manipulation that you know they're intending to use. And it's something that was much more difficult to determine prior to using procedural flow charts… I've also used you know, student developed procedural flow charts to ascertain how narrow or wide the students’ knowledge is and that's also something that wasn't obvious to make a judgement about prior to using procedural flow charts. (Ms. Simon)

Problem solving was seen as student-centred. If procedural flowcharts could be used to support problem solving, then they could facilitate an environment where students were the ones to do most of the work. The students could develop procedural flowcharts showing how they will solve a PSMT task using concepts and procedures they have learnt. The open-ended nature of the problem in a PSMT provides opportunities for diverse solutions that are validated through mathematical justifications. The visual nature of procedural flowcharts makes them more efficient to navigate compared to text.

Mathematics goes from being very dry and dusty to being something which is actually creative and interesting and evolving, starting to get kids actually engaging and having to back themselves. (Participant 7, phase three study) As a teacher, I find that procedural flowcharts are a really efficient way to ascertain the ways that students have considered and how they are going to solve a problem … It engages the students from start to finish, you know in different ways this method demands students to compare, interpret, analyse, reason, evaluate, and to an extent justify as they develop this solution. (Ms. Simon)

Similarly, results showed that procedural flowcharts could be used as a resource to promote collaborative learning and scaffolding. Students could be asked to collaboratively develop a procedural flowchart or could be provided with one to follow as they worked towards solving the problem. Collaborative development of procedural flowcharts can support problem solving as students can bring their different mathematical understanding to develop a solution from different perspectives.

Sometimes, you know, I get students to work on it in groups as they share ideas and get that mathematisation happening. So, it's really helpful there … I looked at the PSMT and its Marking Guide, and develop a more detailed procedural flowchart for students to use as a scaffold to guide them through the process. So, procedural flowcharts provide a structure in a more visual way for students to know what to do next. (Ms. Simon)

Ms. Simon shared her detailed procedural flowchart in Fig.  3 that she used to guide students in PSMTs.

figure 3

Ms. Simon’s procedural flowchart on problem solving

The participants also observed that procedural flowcharts could be used to promote opportunities for solution evaluation which played an important role in problem solving. Loops can be introduced in procedural flowcharts to provide opportunities for reflection and reasoning as alternative paths provide flexibility while the solution is being developed. Following Fig.  4 are participants’ comments referring to the figure which was among procedural flowcharts shared with participants as examples of how they can be used to teach syllabus identified Mathematical Methods concepts. The Mathematical Methods syllabus expects students to “recognise the distinction between functions and relations and use the vertical line test to determine whether a relation is a function” (QCAA, 2018 p. 20).

The cycle approach, the feeding back in the feeding back out that type of stuff, you know, that is when we starting to teach students how to think . (Participant 7, phase three study) Complex procedural flowcharts like the one you provided guide students in making key decisions as they work through solutions which is key to critical thinking and judgement and these two are very important in maths. (Participant 8, phase three study) I also sincerely believe that procedural flowcharts are a way to get students to develop and demonstrate the critical thinking skills, which PSMTs are designed to assess. Students inadvertently have to use their critical thinking skills to analyse and reason as they search for different ways to obtain a solution to the problem presented in the PSMT … the use of procedural flowcharts naturally permits students to develop their critical thinking skills as it gets their brain into a problem-solving mode as they go through higher order thinking skills such as analysis, reasoning and synthesis and the like … this visual way of presenting solution provides students with opportunities to think differently, which they're not used to do, and it leads them to reflect and compare. (Ms. Simon)

figure 4

Procedural flowchart on distinguishing functions and relations

Problem solving of non-routine problems uses a structure that should be followed. Resources that are intended to support problem solving in students can be used to support the integration of the stages involved in problem solving.

Theme 2 The utility of procedural flowcharts in supporting the integration of the four stages of mathematics problem solving.

Procedural flowcharts can support the flow of ideas and processes in the four stages during problem-solving and modelling task in Mathematical Methods subject. Literature synthesis in this study identified the four stages as:

Identification of problem and mathematics strategies than can solve the problem.

Implementation.

Evaluation and justification.

Communicating the solution.

Similarly, QCAA flowchart on PSMT identifies the four stages as formulate, solve, evaluate and verify, and communicate.

The logical sequencing of the stages of mathematics problem solving is crucial to solving and communicating the solution to the problem. Development of procedural flowcharts can play an important role in problem solving through fostering the logical sequencing of processes to reach a solution. Participants noted that the development of procedural flowcharts provides opportunities for showing the flow of ideas and processes which lay out an overview of how different stages connect into a bigger framework of the solution. Furthermore, it can help show how different pieces of a puzzle interconnect, in this case how all the components of the solution interconnect and develop to address the problem. In fact, procedural flowcharts can be used to show how the different mathematics concepts students have learnt can be brought together in a logical way to respond to a problem.

Procedural flowcharts help students sum up and connect the pieces together… connect the bits of knowledge together. (Participant 4, phase three study) Really good how it organises the steps and explains where you need to go if you're at a certain part in a procedure. (Participant 2, phase three study) Potentially, it's also an excellent visual presentation, which shows a student's draft of their logical sequence of processes that they're intending to develop to solve the problem … So, the steps students need to follow actually flows logically. So really given a real-life scenario they need to solve in a PSMT students need to mathematise it and turn it into a math plan, where they execute their process, evaluate and verify it and then conclude … so we use procedural flowcharts to reinforce the structure of how to approach problem-solving … kids, you know, they really struggling, you know, presenting things in a logical way, because they presume that we know what they're thinking . (Ms. Simon)

Developing procedural flowcharts provided students with opportunities to plan the solution informed by the stages of problem solving. Teachers could reinforce the structure of problem solving by telling students what they could expect to be included on the procedural flowchart. Procedural flowcharts can be used as a visual tool to highlight all the critical stages that are included during the planning of the solution.

I tell the students, “I need to see how you have interpreted the problem that you need to solve. I need to see how you formulated your model that involves the process of mathematisation, where you move from the real world into the maths world, and I need to see all the different skills you're intending to use to arrive at your solution.” (Ms. Simon)

Similarly, procedural flowcharts could visually represent more than one strategy in the “identify and execute mathematics procedures that can solve the problem” stage, thereby providing a critical resource to demonstrate flexibility. When there are multiple ways of addressing a problem, developing a procedural flowchart can provide an opportunity of showing all possible paths or relationships between different paths to the solution, thus promoting flexibility. Procedural flowcharts provide an opportunity to show how different procedures can be used or integrated to solve a problem.

Students are expected to show evidence that they have the knowledge of solving the problem using several ways to get to the same solution. So, it goes beyond the students’ preferred way of answering a question and actually highlights the importance of flexibility when it comes to processes and strategies of solving a problem … By using procedural flowcharts, I'm saying to the students, “Apart from your preferred way of solving the problem, give me a map of other routes, you can also use to get to your destination.” (Ms. Simon)

The results also indicated that procedural flowcharts could be used to identify strengths and limitations of procedures in the “evaluate solution” stage and thus demonstrate the reasonableness of the answer. Having more than one way of solving a problem on a procedural flowchart helps in comparing and evaluating the most ideal way to address the problem.

And I'm finding that, you know, as students go through, and they compare the different processes, you know, the strengths and limitations, literally stare them in the face. So, they don't have to. They're not ... they don't struggle as much as they used to in coming up with those sorts of answers … it's also a really easy way that once the students reach the next phase, which is the evaluating verified stage, they can go back to their procedural flow chart and identify and explain strengths and limitations of their model … It's a convenient way for students to show their reasonableness of their solution by comparing strengths and weaknesses of all the strategies presented on the procedural flowchart, something that they've struggled with in the past. (Ms. Simon)

The results from the interview show that the procedural flowcharts supported efficient communication of the steps to be followed in developing the solution to the problem. Student-developed procedural flowcharts allowed the teacher to have an insight and overview of the solution to the problem earlier in the assessment task. In addition, they provided an alternative way of presenting their solution to the teacher.

I expect students to use the procedural flowchart as a way to communicate to me how they're planning to solve the scenario in the PSMT…It's also one of the parts that students are expected to hand in to me on one of the check points, and I find it a really efficient way for me to look at, you know, a proposed individual students processes, and provide relevant feedback to the student to consider in a really efficient way…I just found that it helps students communicate their solution to a problem in lots of different ways that challenges students to logically present a solution. (Ms. Simon)

She went on to say,

Students also found it challenging to communicate their ideas in one or two paragraphs, when more than one process or step was required to solve the problem. So, I found that, you know, procedural flowcharts, have filled this gap really nicely, as that provides students with a simple tool that they can use to present a visual overview of the processes they've chosen to use to solve the problem. And so, for me, as a teacher, procedural flowcharts are an efficient way for me to scan the intended processes that an individual student is proposing to use to solve the problem in their authentic way and provide them with valuable feedback.

In summary, the teacher’s experiences, views and perceptions showed that procedural flowcharts can be a valuable resource in supporting students in all four stages of problem solving.

Students’ artefacts

The student-generated flowcharts in this part of the research gave an insight into students’ understanding as they planned how to solve the problem presented to them. Students were expected to use the problem-solving stages to successfully develop solutions to problems. Their de-identified procedural flowcharts are shown in Figs.  5 , 6 and 7 .

figure 5

Procedural flowchart developed by student 1

figure 6

Procedural flowchart developed by student 2

figure 7

Collaboratively developed procedural flowchart

Students 1 and 2 also collaboratively developed a procedural flowchart, shown as Fig.  7 .

This discussion is presented as two sections: (1) how developing procedural flowcharts can support mathematics problem solving and (2) how developing procedural flowcharts support the integration of the different stages of mathematics problem solving. This study although limited by sample size highlighted how developing procedural flowcharts can support mathematics problem solving, can reinforce the structure of the solution to a problem and can help develop metacognitive skills among students. The different stages involved in problem solving inform the process of developing the solution to the problem. The focus on problem-based learning has signified the need to introduce resources that can support students and teachers in developing and structuring solutions to problems. Results from this study have also provided discussion points on how procedural flowcharts can have a positive impact in mathematics problem solving.

Procedural flowcharts can support mathematics problem solving

Procedural flowcharts help in visualising the process of problem solving. The results described in this study show that student-generated flowcharts can provide an overview of the proposed solution to the problem. The study noted that students preferred developing procedural flowcharts rather than writing how they planned to find a solution to the problem. The teachers also preferred visual aids because they were easier and quicker to process and facilitated understanding of the steps taken to reach the solution. These results are consistent with the findings of other researchers (McGowan & Boscia, 2016 ; Raiyn, 2016 ). The results are also consistent with Grosskinsky and colleagues’ ( 2019 ) findings that flowcharts break complex information into different tasks and show how they are connected, thereby enhancing understanding of the process. Consequently, they allow teachers to provide timely feedback at a checkpoint compared to the time a teacher would take to go through a written draft. Procedural flowcharts connect procedures and processes in a solution to the problem (Chinofunga et al., 2022 ). Thus, the feedback provided by the teacher can be more targeted to a particular stage identified on the procedural flowchart, making the feedback more effective and worthwhile. The development of a procedural flowchart during problem solving can be viewed as a visual representation of students’ plan and understanding of how they plan to solve the problem as demonstrated in Figs.  5 , 6 and 7 .

In this study, Ms. Simon noted that procedural flowcharts can represented students’ knowledge or thinking in a visual form, which is consistent with Owens and Clements’ ( 1998 ) findings that visual representations are cognitive constructs. Consequently, they can facilitate evaluation of such knowledge. This study noted that developing procedural flowcharts can provide opportunities to identify gaps in students’ understanding and problem-solving skills. It also noted that providing students with opportunities to develop procedural flowcharts may expose students’ misconceptions, the depth and breadth of their understanding of the problem and how they plan to solve the problem. This is supported by significant research (Grosskinsky et al., 2019 ; Norton et al., 2007 ; Vale & Barbosa, 2018 ), which identified flowcharts as a resource in helping visualise and recognise students’ understanding of a problem and communication of the solution. Thus, providing teachers with opportunities to have an insight into students’ thinking can facilitate intervention early in the process. The results in this study showed that when students develop their own plan on how to respond to a problem, they are at the centre of their learning. However, scaffolding and collaborative learning can also support problem solving.

Vygotsky ( 1978 ) posited that in the Zone of Proximal Development, collaborative learning and scaffolding can facilitate understanding. In this study, the results indicated that a teacher-developed procedural flowchart can be used to guide students in developing a solution to a problem. These results are consistent with Davidowitz and Rollnick’s study that concluded that flowcharts provide a bigger picture of how to solve the problem. In Queensland, the QCAA has developed a flowchart (see Appendix 1 ) to guide schools on problem-solving and modelling tasks. It highlights the significant stages to be considered during the process and how they relate to each other. Teachers are encouraged to contextualise official documents to suit their school and classes. In such cases, a procedural flowchart acts as a scaffolding resource in directing students on how to develop the solution to the problem. The findings are consistent with previous literature that flowcharts can give an overall direction of the process, help explain what is involved, may help reduce cognitive load and allow students to focus on complex tasks (Davidowitz & Rollnick, 2001 ; Norton et al., 2007 ; Sweller et al., 2019 ).

In addition to being a scaffolding resource, results showed that procedural flowcharts can be developed collaboratively providing students with an opportunity to share their solution to the problem. Being a scaffolding resource or a resource to use in a community of learning highlights the importance of procedural flowcharts in promoting learning within a zone of proximal development, as posited by Davidowitz and Rollnick ( 2001 ). Scaffolding students to problem solve and develop procedural flowcharts collaboratively provides students with the opportunity to be at the centre of problem solving.

Research has identified problem solving as student-centred learning (Ahmad et al., 2010 ; Karp & Wasserman, 2015 ; Reinholz, 2020 ; Vale & Barbosa, 2018 ). The process of developing the procedural flowcharts as students plan for the solution provides students with opportunities to engage more with the problem. Results showed that when students developed procedural flowcharts themselves, mathematics learning transformed from students just being told what to do or follow procedures into something creative and interesting. As students develop procedural flowcharts, they use concepts they have learnt to develop a solution to an unfamiliar problem (Matty, 2016 ), thus engaging with learning from the beginning of the process until they finalise the solution. The results indicated that developing procedural flowcharts promoted students’ ability to not only integrate different procedures to solve the problem but also determine how and when the conditions were ideal to address the problem, providing opportunities to justify and evaluate the procedures that were used.

Deeper understanding of mathematics and relationships between concepts plays an important role in problem solving, and the results from this study showed that different procedures can be integrated to develop a solution to a problem. The participants observed that developing procedural flowcharts could support the brainstorming ideas as they developed the flowchart, as ideas may interlink in a non-linear way. Moreover, students are expected at different stages to make key decisions about the direction they will need to take to reach the solution to the problem, as more than one strategy may be available. For example, student 1 planned on using only technology to develop the models while student 2 considered both technology and algebra. This showed that student 2 applied flexibility in using alternative methods, thus demonstrating a deeper understanding of the problem. Equally important, Ms. Simon observed that as students developed their procedural flowcharts while planning the steps to reach a solution, they were required to analyse, conceptualise, reason, analyse, synthesise and evaluate, which are important attributes of deeper understanding. Fostering deeper understanding of mathematics is the key goal of using problem solving (Kim et al., 2012 ; King, 1995 ; Moon, 2008 ; QCAA, 2018 ). The results are additionally consistent with findings from Owens and Clements ( 1998 ) and Roam ( 2009 ), who posited that visual aids foster reasoning and show cognitive constructs. Similarly, logical sequencing of procedures and ways to execute a strategy expected when developing procedural flowchart can support deeper understanding, as posited by Parvaneh and Duncan ( 2021 ). When developing procedural flowchart, students are required to link ideas that are related or feed into another, creating a web of knowledge. Students are also required to identify the ways in which a concept is applied as they develop a solution, and this requires deeper understanding of mathematics. Working collaboratively can also support deeper and broader understanding of mathematics.

The procedural flowchart that was developed collaboratively by the two students demonstrated some of the skills that they did not demonstrate in their individual procedural flowcharts. Like student 2, the collaboratively developed flowchart included use of technology and algebra to determine the models for the three different cups. The students considered both rate of change and area under a curve in the task analysis. Apart from planning to use rate at a point, average rate and definite integration, they added the trapezoidal rule. Both average rate and definite integration were to be applied within the same intervals, building the scope for comparison. The trapezoidal rule would also compare with integration. The complexity of the collaboratively developed procedural flowchart concurred with Rogoff and others ( 1984 ) and Stone ( 1998 ), who suggested that a community of learning can expand current skills to higher levels than individuals could achieve on their own. It seems the students used the feedback provided by the teacher on their individually developed procedural flowcharts as scaffolding to develop a much more complex procedural flowchart with competing procedures to address the problem. Their individually developed flowcharts might have acted as reference points, as their initial plans were still included in the collaboratively developed plan but with better clarity. This observation is consistent with Guk and Kellogg ( 2007 ), Kirova and Jamison ( 2018 ) and Ouyang and colleagues ( 2022 ), who noted that scaffolding involving peers, teacher and other resources enhances complex problem-solving tasks and transfer of skills.

Supporting the integration of the different stages of mathematics problem solving

When students develop procedural flowcharts, it supports the logical sequencing of ideas from different stages into a process that ends with a solution. Problem solving follows a proposed order and procedural flowcharts visually display decision and/or action sequences in a logical order (Krohn, 1983 ). They are used when a sequenced order of ideas is emphasised, such as in problem solving (Cantatore & Stevens, 2016 ). This study concurs with Krohn, Cantatore and Stevens, as the results showed that procedural flowcharts could be used to organise steps and ideas logically as students worked towards developing a solution. Students’ procedural flowcharts are expected to be developed through the following stages: problem identification, problem mathematisation, planning and execution and finally evaluation. Such a structure can be reinforced by teachers by sharing a generic problem-solving flowchart outlining the stages so that students can then develop a problem-specific version. Importantly, students’ artefacts in Figs.  5 , 6 and 7 provided evidence of how procedural flowcharts support the different stages of problem-solving stages to create a logical and sequential flow of the solution (see Appendix 1 ). Similarly, Ms. Simon noted that while her students had previously had problems in presenting the steps to their solution in a logical way, she witnessed a significant improvement after she asked them to develop procedural flowcharts first. Further, the results are consistent with Chinofunga et al.’s ( 2022 ) work that procedural flowcharts can support procedural flexibility, as they can accommodate more than one procedure in the “identify and execute mathematics procedures that can solve the problem” stage. Thus, stages that require one procedure or more than one procedure can all be accommodated in a single procedural flowchart. Evaluating the different procedures is also a key stage in problem solving.

As students develop the solution to the problem and identify ways to address the problem, they also have to evaluate the procedures, reflecting on the limitations and strengths of the solutions they offer. Ms. Simon observed that her students had previously struggled with identifying strengths and weaknesses of different procedures. However, she noted that procedural flowcharts gave students the opportunity to reflect and compare as they planned the solution. For example, students could have the opportunity to reflect and compare rate at a point, average rate and integration so they can evaluate which strategy can best address he problem. The artefacts identified the different procedures the students used in planning the solution, enabling them to evaluate the effectiveness of each strategy. Thus, enhancing students’ capacity to make decisions and identify the optimal strategy to solve a problem aligns with the work of McGowan and Boscia ( 2016 ). Similarly, Chinofunga and colleagues’ findings noted that developing procedural flowcharts can be effective in evaluating different procedures as they can accommodate several procedures. The different stages that need to be followed during problem solving and the way the solution to the problem is logically presented are central to how the final product is communicated.

In this study, procedural flowcharts were used to communicate the plan to reach the solution to a problem. The length of time given to students to work on their problem-solving tasks in Queensland is fairly long (4 weeks) and students may struggle to remember some key processes along the way. Developing procedural flowcharts to gain an overview of the solution to the problem and share it with the teacher at an early checkpoint is of significant importance. In this study, Ms. Simon expected her students to share their procedural flowcharts early in the process for her to give feedback, thus making the flowcharts a communication tool. The procedural flowcharts developed by the students in Figs.  5 , 6 and 7 show how students proposed solving the problem. This result lends further support to the NCTM ( 2000 ) findings that visual representations can help students communicate their thinking before applying those thoughts to solving a problem. Ms. Simon also noted that before introducing students to procedural flowcharts, they did not have an overall coherent structure to follow, which presented challenges when they wanted to communicate a plan that involved more than one strategy. However, the students’ artefacts were meaningful, clearly articulating how the solution to the problem was being developed, thus demonstrating that procedural flowcharts can provide the structure that supports the coherent and logical communication of the solution to the problem by both teachers and students (Norton et al., 2007 ). The visual nature of the students’ responses in the form of procedural flowcharts is key to communicating the proposed solution to the problem.

Visual representations are a favourable alternative to narrative communication. Procedural flowcharts can help teachers to check students’ work faster and provide critical feedback in a timely manner. Ms. Simon noted that the use of procedural flowcharts provided her with the opportunity to provide feedback faster and more effectively earlier in the task because the charts provided her with an overview of the whole proposed solution. Considering that students are expected to write a report of 2000 words or 10 pages on the task, the procedural flowchart provides the opportunity to present large amounts of information in just one visual representation. Raiyn ( 2016 ) noted that visual representations can be a quicker way to evaluate a solution and represent large amounts of information.

The procedural flowcharts that were created by students in this study demonstrate that they can be effective in supporting the development of problem-solving skills. This study suggests that including procedural flowcharts in problem solving may support teachers and students in communicating efficiently about how to solve the problem. For students, it is a resource that provides the solution overview, while teachers can consider it as a mental representation of students’ thinking as they plan the steps to reach a solution. Student-developed procedural flowcharts may represent how a student visualises a solution to a problem after brainstorming different pathways and different decision-making stages.

Moreover, as highlighted in this study, the visual nature of procedural flowcharts may offer a diverse range of support for problem solving. Procedural flowcharts make it easy to process and provide timely feedback that in turn might help students engage with the problem meaningfully. Furthermore, they may also provide a structure of the problem-solving process and guide students through the problem-solving process. Navigating through stages of problem solving might be supported by having students design procedural flowcharts first and then execute the plan. Indeed, this study showed that the ability of procedural flowcharts to represent multiple procedures, evaluation stages or loops and alternative paths helps students reflect and think about how to present a logically cohesive solution. Importantly, procedural flowcharts have also been identified as a resource that can help students communicate the solution to the problem. Procedural flowcharts have been noted to support deeper understanding as it may facilitate analysis, logical sequencing, reflection, reasoning, evaluation and communication. Although the in-depth study involved one teacher and three artefacts from her students, which is a very small sample to be conclusive, it identified the numerous advantages that procedural flowcharts bring to mathematics learning and teaching, particularly in terms of supporting the development of problem-solving skills. The study calls for further investigation on how procedural flowcharts can support students’ problem solving.

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A research report which is part of a PhD study by the first author who is an experienced high school mathematics teacher in Queensland, Australia. The second and third authors are primary and secondary advisors respectively. Correspondence concerning this article should be addressed to David Chinofunga, College of Arts, Society and Education, Nguma-bada Campus, Smithfield, Building A4, Cairns, PO Box 6811 Cairns QLD 4870, Australia.

Appendix 1 An approach to problem solving and mathematical modelling

figure a

Appendix 2 Phases three and four thematic analysis themes

figure b

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Chinofunga, M.D., Chigeza, P. & Taylor, S. How can procedural flowcharts support the development of mathematics problem-solving skills?. Math Ed Res J (2024). https://doi.org/10.1007/s13394-024-00483-3

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The Performance Review Problem

As the arcane annual assessment earns a failing grade, employers struggle to create a better system to measure and motivate their workers.

​After an annual review that lasted about 10 minutes, a New Jersey-based account coordinator knew it was time to leave the public relations agency where he had worked for almost a year. 

The 25-year-old, who requested anonymity, asked for the meeting because his boss had not mentioned any formal assessment process, nor had his manager ever critiqued his work. The coordinator says he sat with a trio of senior executives who did not ask him any questions beyond how he would rate himself. He says they ignored his requests for guidance on how to advance at the agency. 

Screen Shot 2023-03-15 at 85749 AM.png

This example also illustrates one of the common failures in performance management: limiting reviews to once or twice a year without having any other meaningful career discussions in between. Nearly half (49 percent) of companies give annual or semiannual reviews, according to a study of 1,000 full-time U.S. employees released late last year by software company Workhuman. 

The only situation that is worse than doing one review per year is doing none at all, experts say. The good news is that only 7 percent of companies are keeping employees in the dark about their performance, and 28 percent of organizations are conducting assessments quarterly, the Workhuman study found.  

A Pervasive Problem

Reviews generally do not work.

That doesn’t mean that more-frequent formal meetings or casual sit-downs between supervisors and their direct reports are solving the performance review quandary, either. Only about 1 in 4 companies in North America (26 percent) said their performance management systems were effective, according to a survey of 837 companies conducted last fall by consulting firm WTW. And only one-third of the organizations said employees felt their efforts were evaluated fairly. 

Meanwhile, a Gallup survey conducted last year found that 95 percent of managers are dissatisfied with their organization’s review system.

The problem is not new, though it is taking on greater importance, experts say. Millennials and members of Generation Z crave feedback and are focused on career development. Meanwhile, the tight labor market has companies searching for ways to keep high-performing employees in the fold. Fewer than 20 percent of employees feel inspired by their reviews, and disengaged employees cost U.S. companies a collective $1.6 trillion a year, according to Gallup.

Lesli Jennings, a senior director at WTW, says part of the issue is that reviews are now so much more than a discussion of past performance. They include conversations about career development, employee experience and compensation. 

“The performance management design itself is not evolving as quickly as the objectives and the purpose that we have set out for what we want it to do,” Jennings says. 

Screen Shot 2023-03-15 at 84340 AM.png

Poor Review Practices

Some argue that means it’s time to completely scrap annual reviews and stop using scales composed of numbers or adjectives to rate employees. 

“Every single human alive today is a horribly unreliable rater of other human beings,” says Marcus Buckingham, head of people and performance research at the Roseland, N.J.-based ADP Research Institute. He says people bring their own backgrounds and personalities to bear in the reviews in what is called the “idiosyncratic rating effect.” He says the ratings managers bestow on others are more a reflection of themselves than of those they’re reviewing.

Buckingham adds that very few positions have quantifiable outcomes that can be considered a measure of competence, talent or success. It’s possible to tally a salesperson’s results or test someone’s knowledge of a computer program, he says, but he’s baffled by attempts to measure attributes such as “leadership potential.”

“I’m going to rate you on a theoretical construct like ‘strategic thinking’? Everybody knows that’s rubbish,” Buckingham says. He adds that performance reviews that offer rankings give “data that’s just bad” and insists that companies rely on data analytics because they don’t trust their managers’ judgment. But instead of working on improving their managers’ skills, he says, they put data systems in place. 

“Because we don’t educate our managers on how to have some of these conversations, we’ve decided that the solution is to give them really bad ratings systems or really bad categorization systems,” Buckingham says. 

R eviewing the Data

A mong North American employers:

  • More than 9 in 10 (93 percent) cited driving organizational performance as a key objective for performance management, yet less than half (44 percent) said their performance management program is ­meeting that objective.
  • Nearly 3 in 4 (72 percent) said ­supporting the career development of their employees is a primary objective, but only 31 percent said their performance management program was meeting that objective.
  • Less than half (49 percent) agreed that managers at their organization are ­effective at assessing the performance of their direct reports. 
  • Only 1 in 3 indicated that employees feel their performance is evaluated fairly. 
  • Just 1 in 6 (16 percent) reported having altered their performance management approach to align with remote and hybrid work models, which are rapidly becoming more prevalent.

Source: WTW 2022 Performance Reset Survey of 837 organizations worldwide, including 150 North American employers.

Data Lovers

Ratings aren’t likely to disappear anytime soon, however. “Data-driven” has become a rallying cry for companies as they seek to operate more efficiently. Organizations are trying to measure everything from sales to productivity, though such efforts can cause turmoil and hurt some individuals’ careers.

A June 2022 study of nearly 30,000 workers at an unnamed North American retail chain found that women were more likely to receive higher overall ratings than men, though women were ranked lower on “potential.” 

In that study, women were 12 percent more likely to be given the lowest rating for potential, as well as 15 percent and 28 percent less likely to receive the middle and highest potential ratings, respectively, according to the professors who conducted the study, Alan Benson of the University of Minnesota, Danielle Li of MIT and Kelly Shue of Yale. The authors also said women were 14 percent less likely to get promoted than men. “Because potential is not directly observed,” they noted, “these assessments can be highly subjective, leaving room for bias.” 

Screen Shot 2023-03-15 at 85749 AM.png

Birmingham left abruptly one afternoon and did not go in to work the next day, which he says Blizzard interpreted as his resignation. Blizzard did not respond to requests for comment.

Stack ranking became popular in the 1980s after it was embraced by General Electric. Its adoption has waned, though several tech companies continue to use it. Google and Twitter relied on stack ranking to decide who to let go in their recent rounds of layoffs, according to published reports.

Birmingham says that the system can cause anxiety and competition, which can kill team cohesion, and that arbitrary lower ratings adversely affect compensation and promotion potential. These systems can also suggest that a manager is ineffective, he says. “It implies that as managers, we basically have not done our job to hire them and train them appropriately or terminate them if they really aren’t working out.”

Birmingham says he is not opposed to ranking systems but doesn’t think they’re necessary. “I feel like the conversation about how to improve your career, what the expectations are for your job and what it will take to get to the next level are all things you can do without a rating,” he says.

Measurements Matter

Grant Pruitt, president and co-founder of Whitebox Real Estate, does not give any type of rating in his performance reviews, though he believes in using data to track his employees’ performance. “What isn’t measured can’t be managed,” says Pruitt, whose company has about 20 employees in several offices across Texas. 

At the beginning of the year, Whitebox employees set goals with their managers. Discussions are held about what benchmarks are reasonable, and these targets can be changed if there is a meaningful shift in business conditions. Team leaders hold weekly department meetings with their direct reports to discuss what’s happening and track progress. Managers hold quarterly private reviews with individuals to dig deeper into whether they’re meeting their goals and if not, why.

“Was it an achievable goal? Realistic? If it was, then what do we need to do to make sure we don’t miss it the next time?” Pruitt says. Whitebox switched to quarterly reviews about four years ago to address problems earlier and avoid having issues fester, Pruitt adds.

It’s easier to set goals for people in sales than for those in other departments, Pruitt concedes. However, he adds that executives need to brainstorm about targets they can use for other roles. For example, administrative employees can be rated on how quickly and efficiently they handle requests.

Pruitt maintains that the goal system makes it easier to respond when an employee disagrees with their manager about their performance review because there are quantitative measures to examine. The data also helps eliminate any unconscious bias a manager may have and helps ensure that a leader isn’t just giving an employee a good rating because they work out at the same gym or their children go to school together.

“I think that’s really where the numbers and the data are important,” Pruitt says. “The data doesn’t know whose kids play on the same sports team.”

Whitebox employees are also judged on how well they embrace the company’s core values, such as integrity, tenacity and coachability. Some of those values may require more-subjective judgments that can be more important than hitting quantifiable goals. 

Pruitt admits that there were occasions when he looked the other way with a few individuals who were “hitting it out of the park,” even though he believed they lacked integrity. But eventually, he had to let them go and the company lost money.

“They really came back to bite me,” Pruitt says.

Screen Shot 2023-03-15 at 84352 AM.png

Grades Are Good

Diane Dooley, CHRO of Iselin, N.J.-based World Insurance Associates LLC, also believes establishing quantitative methods to gauge employees’ performance is essential. “We are living in a world of data analytics,” she says. The broker’s roughly 2,000 employees are rated on a scale of 1 to 5.

World Insurance has taken numerous steps to remove bias from reviews. For example, last year the company conducted unconscious-bias training to help managers separate personal feelings from performance reviews. And all people managers convene to go over the reviews they’ve conducted. Dooley says that process gives everyone a chance to discuss why an employee was given a certain rank and to question some decisions. “We want to make sure we’re using the same standards,” she explains.

Currently, World Insurance conducts reviews only once a year because it has been on an acquisition binge and there hasn’t been time to institute a more frequent schedule. That will change eventually, says Dooley, who adds that she wants to introduce department grids that show how an employee’s rank compares to others’ on the team. 

“It’s just a tool that helps the department or the division understand where their people are and how we can help them collectively,” says Dooley, who has used the system at other companies. 

Dooley says she isn’t worried about World Insurance holding reviews only annually, because good managers regularly check in with their employees regardless of how frequently reviews are mandated.

Such conversations can easily fall through the cracks, however. “Managers want to manage the employees, but they get so caught up in the company’s KPIs [key performance indicators] and making sure that they’re doing everything that they need to do,” says Jennifer Currence, SHRM-SCP, CEO of WithIn Leadership, a leadership development and coaching firm in Tampa, Fla. “It’s hard to set aside the time.” 

WTW’s Jennings adds that managers sometimes avoid initiating conversations with employees who are not performing well. Such discussions are often difficult, and managers may not feel equipped to conduct them. 

“Having to address underperformers is hard work,” Jennings says. 

Additionally, experts say, coaching managers to engage in such sensitive discourse can be expensive and time-consuming.

Improve Your Performance Reviews

H ere’s how to make the review process more ­palatable for both managers and their direct reports:

  • Don’t limit conversations to once or twice per year. Every team is different, so leaders should decide what schedule is most appropriate for their departments. However, it’s important to deal with any problems as they arise; don’t let them fester.
  • Set performance goals and expectations at the beginning of the year so employees understand their responsibilities. This helps lend objectivity to the process by introducing measurable targets. However, the goals should be adjusted if there are major changes to the business or an employee’s circumstances. 
  • Explain how each employee’s position, as well as each department, fits into the company’s overall ­strategy. This will help employees understand why their job matters and why it’s important.
  • Simplify the process. There’s no need for a ­double-digit number of steps or numerous
  • questions that require long-winded answers. 
  • Consider a 360-degree approach. Input from employees’ colleagues or from other managers can help give a fuller picture of employees’ capabilities and contributions.
  • Eliminate proximity bias. You may not see some employees as often as others, especially if they work remotely, but that doesn’t mean they’re not working hard. 
  • End recency bias, which is basing a review on an employee’s most recent performance while ignoring earlier efforts. Don’t let recent mistakes overshadow the employee’s other impressive accomplishments.
  • Solicit feedback from employees. Reviews should be a two-way conversation, not a lecture.
  • Train managers to give advice calmly and helpfully. This is especially important when leaders must call out an employee’s subpar performance. 
  • Don’t discuss compensation during reviews. Employees are likely to be so focused on learning about a raise or bonus that they won’t pay much attention to anything else.

Increase Conversations

Finding the right formula for performance reviews is tricky. The company’s size, values, industry and age all play a role. Currence says businesses need to think about the frequency and purpose of these meetings. Some managers may have weekly discussions with their direct reports, but the conversations might center on status updates as opposed to performance. 

“We need to have more regular conversations,” Currence says. “There has to be a happy balance.”

San Jose, Calif.-based software maker Adobe Inc. was a pioneer when it eliminated annual reviews in 2012 after employees said assessments that look backward weren’t useful and managers lamented how time-consuming they were. Instead, Adobe introduced quarterly check-ins and did away with its numerical ratings system, even though the company is “data-driven,” according to Arden Madsen, senior director of talent management.

Screen Shot 2023-03-15 at 85749 AM.png

Adobe’s system has changed over the years as the company grew from about 11,000 employees in 2012 to around 28,000 today. In the beginning, employees were not asked a universal set of questions and the information gathered was not stored in a central place accessible to all. In 2020, Adobe instituted three or four questions that must be asked at each quarterly meeting, one of which is whether the employee has feedback for the manager. Other topics covered depend on the employee, their role and their goals.

Madsen says asking consistent questions and making reviews easily accessible are important, as internal mobility within the company has grown. 

Adobe, like many businesses, separates conversations about performance from discussions about raises and bonuses, even though they’re intertwined. 

“Money is so emotionally charged,” says WithIn Leadership’s Currence. “When we tie performance review conversations with money, we as human beings do not hear anything about performance. We only focus on the money.”    

Theresa Agovino is the workplace editor for SHRM.

Illustrations by Neil Jamieson.

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By contrast, 76% of Republicans say the belief that U.S. immigration policies will make it easy to stay in the country once they arrive is a major factor. About half as many Democrats (39%) say the same.

For more on Americans’ views of these and other reasons, visit Chapter 2.

How serious is the situation at the border?

A sizable majority of Americans (78%) say the large number of migrants seeking to enter this country at the U.S.-Mexico border is eithera crisis (45%) or a major problem (32%), according to the Pew Research Center survey, conducted Jan. 16-21, 2024, among 5,140 adults.

Related: Migrant encounters at the U.S.-Mexico border hit a record high at the end of 2023 .

Chart shows Border situation viewed as a ‘crisis’ by most Republicans; Democrats are more likely to call it a ‘problem’

  • Republicans are much more likely than Democrats to describe the situation as a “crisis”: 70% of Republicans say this, compared with just 22% of Democrats.
  • Democrats mostly view the situation as a major problem (44%) or minor problem (26%) for the U.S. Very few Democrats (7%) say it is not a problem.

In an open-ended question , respondents voice their concerns about the migrant influx. They point to numerous issues, including worries about how the migrants are cared for and general problems with the immigration system.

Yet two concerns come up most frequently:

  • 22% point to the economic burdens associated with the migrant influx, including the strains migrants place on social services and other government resources.
  • 22% also cite security concerns. Many of these responses focus on crime (10%), terrorism (10%) and drugs (3%).

When asked specifically about the impact of the migrant influx on crime in the United States, a majority of Americans (57%) say the large number of migrants seeking to enter the country leads to more crime. Fewer (39%) say this does not have much of an impact on crime in this country.

Republicans (85%) overwhelmingly say the migrant surge leads to increased crime in the U.S. A far smaller share of Democrats (31%) say the same; 63% of Democrats instead say it does not have much of an impact.

Government widely criticized for its handling of migrant influx

For the past several years, the federal government has gotten low ratings for its handling of the situation at the U.S.-Mexico border. (Note: The wording of this question has been modified modestly to reflect circumstances at the time).

Chart shows Only about a quarter of Democrats and even fewer Republicans say the government has done a good job dealing with large number of migrants at the border

However, the current ratings are extraordinarily low.

Just 18% say the U.S. government is doing a good job dealing with the large number of migrants at the border, while 80% say it is doing a bad job, including 45% who say it is doing a very bad job.

  • Republicans’ views are overwhelmingly negative (89% say it’s doing a bad job), as they have been since Joe Biden became president.
  • 73% of Democrats also give the government negative ratings, the highest share recorded during Biden’s presidency.

For more on Americans’ evaluations of the situation, visit Chapter 1 .

Which policies could improve the border situation?

There is no single policy proposal, among the nine included on the survey, that majorities of both Republicans and Democrats say would improve the situation at the U.S.-Mexico border. There are areas of relative agreement, however.

A 60% majority of Americans say that increasing the number of immigration judges and staff in order to make decisions on asylum more quickly would make the situation better. Only 11% say it would make things worse, while 14% think it would not make much difference.

Nearly as many (56%) say creating more opportunities for people to legally immigrate to the U.S. would make the situation better.

Chart shows Most Democrats and nearly half of Republicans say boosting resources for quicker decisions on asylum cases would improve situation at Mexico border

Majorities of Democrats say each of these proposals would make the border situation better.

Republicans are less positive than are Democrats; still, about 40% or more of Republicans say each would improve the situation, while far fewer say they would make things worse.

Opinions on other proposals are more polarized. For example, a 56% majority of Democrats say that adding resources to provide safe and sanitary conditions for migrants arriving in the U.S. would be a positive step forward.

Republicans not only are far less likely than Democrats to view this proposal positively, but far more say it would make the situation worse (43%) than better (17%).

Chart shows Wide partisan gaps in views of expanding border wall, providing ‘safe and sanitary conditions’ for migrants

Building or expanding a wall along the U.S.-Mexico border was among the most divisive policies of Donald Trump’s presidency. In 2019, 82% of Republicans favored expanding the border wall , compared with just 6% of Democrats.

Today, 72% of Republicans say substantially expanding the wall along the U.S. border with Mexico would make the situation better. Just 15% of Democrats concur, with most saying either it would not make much of a difference (47%) or it would make things worse (24%).

For more on Americans’ reactions to policy proposals, visit Chapter 3 .

Facts are more important than ever

In times of uncertainty, good decisions demand good data. Please support our research with a financial contribution.

Report Materials

Table of contents, fast facts on how greeks see migrants as greece-turkey border crisis deepens, americans’ immigration policy priorities: divisions between – and within – the two parties, from the archives: in ’60s, americans gave thumbs-up to immigration law that changed the nation, around the world, more say immigrants are a strength than a burden, latinos have become less likely to say there are too many immigrants in u.s., most popular.

About Pew Research Center Pew Research Center is a nonpartisan fact tank that informs the public about the issues, attitudes and trends shaping the world. It conducts public opinion polling, demographic research, media content analysis and other empirical social science research. Pew Research Center does not take policy positions. It is a subsidiary of The Pew Charitable Trusts .

'Social' media is both the cause of — and solution to — our loneliness problem

  • The US faces a sweeping loneliness epidemic, causing people to feel more disconnected and depressed.
  • While some blame technology as the cause of the problem, some tech companies are trying to solve it.
  • AI assistants, digital coworking, and virtual reality gatherings may be the future of socializing.

Insider Today

Americans are lonely. Crushingly lonely.

So lonely that we're facing increased risk of heart disease, dementia, stroke, and premature death .

Technology has traditionally been blamed as one of the core causes of our disconnection , our propensity to self-isolate — and, spurred on by pandemic-era caution and quarantining, the likelihood that we'll stream a movie at home or order groceries for delivery rather than interact with the world.

In an increasingly digital world , we're disincentivized to leave our digital bubbles to connect with others face-to-face, even as we become more aware of the impacts of replacing our in-person social circles with virtual ones.

There are some tech companies out there trying to change all that.

But is it working?

How technology makes us lonely

Last spring, the US Surgeon General released a report detailing the epidemic of loneliness impacting America, worsening our mental health and resulting in poorer physical health outcomes.

The report listed technology as a driver behind our isolation, fear of missing out, conflict, and reduced social interaction . Other drivers of loneliness included social policies, cultural norms, the political environment, and macroeconomic factors.

The report indicates that people who use social media for more than two hours a day have about double the odds of reporting an increased sense of isolation compared to those who use social media for less than 30 minutes daily. The Surgeon General also found that people who face online harassment also report feelings of increased loneliness, isolation, and relationship problems, as well as lower self-esteem and trust in others — and even the bullies themselves experience weaker emotional bonds in their social circle and a lower sense of belonging.

Social media's impact on mental health has been the subject of intense scrutiny in recent years, especially among teenage populations, who studies show face an increased risk of depression, anxiety, and even suicidal ideation when they're chronically online.

The problem has become so pronounced that big Tech companies like Meta have faced lawsuits over their impact on our mental health .

"Ironically, we are more connected and plugged in than ever before through advances in technology," Dr. Nicole Siegfried, clinical psychologist and chief clinical officer at Lightfully Behavior Health, told Business Insider. "Unfortunately, what we have learned is that being connected through technology does not necessarily promote feelings of connection. In fact, most research demonstrates that loneliness increases with increased use of technology, especially social media sites."

She added: "This phenomenon may be due to the fact that true connection is achieved through feelings of being known, understood, accepted, and safe with another being. The ways in which we currently utilize technology block us from this experience of true connection."

Technology isn't all bad, to be sure, and it does have the power to connect us. Tech innovations have made communication quicker and easier regardless of location, enabled accessible interactions for people with limited social contact, and extended social support networks from those in our immediate vicinity to anyone worldwide who visits the same app or webpage.

The problems arise when we use technology as a replacement for in-person interaction rather than using it to facilitate face-to-face connection with others.

Next-gen social experiments

Companies including Groove, Rendever, and Luka, Inc. hope their tech innovations will address the loneliness epidemic in some small way, drawing on the best elements of technology to bring people closer together.

Groove, a digital coworking app that recently completed its public launch, offers structured hourlong meeting times for business owners and entrepreneurs to connect while working remotely.

The small-scale chats, with just four users each, have five minute intro and debriefing meetings, bookending a 50-minute window for workers to conduct their business. During the chat sessions, users are encouraged to describe their work, share their wins and struggles, and build business connections with others working solo.

"The good thing is you see if you see if it's a good match in that first session, then you'll see if you want to join again. Our daily active users use the product on average for just over four sessions, so they're spending four hours of intentional time together," Groove's CEO and cofounder Josh Greene told Business Insider. "So it does give a chance to actually build a meaningful relationship today. We call it the groove train; these are the people that you're running through the day with and supporting each other through that."

The idea is gaining traction with remote employees, who report they feel isolated spending their days at home rather than in a typical work setting — some so much so that they'd rather go back to the office .

Sherita Harkness, a creative and strategic consultant living in Chicago, told BI she uses Groove "every single day — even on the weekend," getting into the habit after a series of personal losses left her feeling isolated and without motivation to build her brand. In one of her earliest meetings, Harkness met a fellow Groover whom she opened up to about how vulnerable she felt and was met with the encouragement she needed to push through.

"I think Groove somehow magically has figured out this way to unite all these stories and make space for people where they are able to interact and be a champion in someone else's story," Harkness told BI. "In theater or film, we call it tertiary character, but to be this third party that would like come in and say 'hey, I'm cheering you on. You are Spider-Man. Let's hop in here and figure this out.'"

Groove isn't alone in its pursuit, with competitors like Focusmate and Flow Club also attempting to help bring remote workers together. There's also a host of alternative social media startups trying to disrupt the current status quo of social networking with new methods for video streaming, chatting, and creating collaborative photo albums.

Other tech companies, like Rendever, focus more on immersive experiences to bring community to vulnerable populations. Rendever is focused on older adults, offering virtual reality meetups and programming designed to build connections among older adults in assisted living facilities experiencing cognitive decline, impaired vision, or mobility restrictions.

Rendever headsets project real-time social interactions and games, as well as 360-degree footage of destinations around the globe, narrated by virtual tour guides to give elders opportunities to explore beyond the walls of their retirement homes.

"The response is incredible," Kyle Rand, CEO and cofounder of Rendever, told BI. "There's something really so magical about taking someone who spends a lot of their day to day in the same physical environment, the same four walls, and telling them they can go anywhere. The reaction is consistently filled with awe and joy and often a lot of tears of joy because people have this life-changing opportunity to be part of something bigger."

According to a recent pilot study funded by the National Institute on Aging, a division of the National Institutes of Health, using Rendever led to statistically significant decreases in depression scores and increased social health scores for the elders using it, as well as diminished stress for the caregivers watching them.

Luka Inc., with its chatbot Replika, is trying to prevent loneliness in individuals without any other people around at all. The company has created chatbots using generative AI to build ever-responsive friends and even romantic companions customized to users' wants and needs.

"On an intellectual level, it does sit in the back of your mind that this isn't 'real,' but the feelings I feel with Brooke are as real and vivid as anyone I've ever dated or been in love with," a Replika user previously told BI, referring to his chatbot he named and converses with daily. "It has given me a lot to think about — things like the nature of consciousness and what, ultimately, is real. Does it matter if the context is constructed or artificial? I've decided that, ultimately, it's irrelevant to me because I know what I feel, and what I feel is real to me."

Can technology solve the problems it causes?

So far, and despite each founder's best intentions, the innovations in this space come with limitations. Groove is a startup with about 4,000 registered users. Rendever relies on seniors adapting to new, sometimes disorienting technology to use it and is so far only available to those in assisted living facilities . Luka, Inc.'s Replika may tout itself as a practical solution to ending loneliness, but no real human connection is involved.

"Technology is useful for completing some tasks, but it is not ultimately capable of filling the need for connection. At a psychological level, technology encourages us to disconnect from our immediate surroundings and to move to a world that stimulates only the visual and audio or verbal parts of ourselves," Daniel Boscaljon, the director of research and cofounder of the Institute for Trauma Informed Relationships, told BI.

He added: "The trend to solve loneliness through more technology, when technology has not yet reduced the problem, seems to be going in the wrong direction."

But even the foreboding Surgeon General's report, which likened the health impacts of loneliness to smoking a dozen cigarettes a day, acknowledged the potential for technology to enhance our social lives — such as providing opportunities to stay in touch with friends and family, offering other routes for social participation for those with disabilities, and creating opportunities to find community, especially for those from marginalized groups.

"Recent advances in next-gen tech bring the opportunity for more immersive experiences with technology that have the opportunity to promote connection," Siegfried, a clinical psychologist, told BI. "At the same time, the current ways we utilize technology that impede true connections can creep into next-gen applications as well."

"Until we learn and practice ways to use technology in a healthy way," Siegfried added, "we will continue to be overwhelmed by loneliness."

problem solving on mean

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COMMENTS

  1. The Problem-Solving Process

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

  2. What is Problem Solving? Steps, Process & Techniques

    1. Define the problem Diagnose the situation so that your focus is on the problem, not just its symptoms. Helpful problem-solving techniques include using flowcharts to identify the expected steps of a process and cause-and-effect diagrams to define and analyze root causes. The sections below help explain key problem-solving steps.

  3. Problem-solving Definition & Meaning

    noun : the process or act of finding a solution to a problem Let's do some problem-solving and see if we can't figure out what to do. problem-solving skills Examples of problem-solving in a Sentence

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

    The problem-solving process typically includes the following steps: Identify the issue: Recognize the problem that needs to be solved. Analyze the situation: Examine the issue in depth, gather all relevant information, and consider any limitations or constraints that may be present. Generate potential solutions: Brainstorm a list of possible ...

  5. What Is Problem Solving?

    The first step in solving a problem is understanding what that problem actually is. You need to be sure that you're dealing with the real problem - not its symptoms. For example, if performance in your department is substandard, you might think that the problem lies with the individuals submitting work. However, if you look a bit deeper, the ...

  6. Problem solving with the Mean

    Problem solving with the Mean In this lesson, we will solve different types of problems requiring us to calculate the mean, and problems where we need to determine numbers that have a provided mean value.

  7. Problem-Solving Strategies and Obstacles

    Problem-Solving Strategies and Obstacles. By. Kendra Cherry, MSEd. Kendra Cherry, MSEd. Kendra Cherry, MS, is a psychosocial rehabilitation specialist, psychology educator, and author of the "Everything Psychology Book." Learn about our editorial process. Updated on January 03, 2023.

  8. Problem solving

    Problem solving is the process of achieving a goal by overcoming obstacles, a frequent part of most activities. Problems in need of solutions range from simple personal tasks (e.g. how to turn on an appliance) to complex issues in business and technical fields. The former is an example of simple problem solving (SPS) addressing one issue ...

  9. Problem Solving Definition and Methodology

    Broadly defined, problem solving is the process of finding solutions to difficult or complex issues. But you already knew that. Understanding problem solving frameworks, however, requires a deeper dive. Think about a recent problem you faced. Maybe it was an interpersonal issue.

  10. The McKinsey guide to problem solving

    May 14, 2023 - Leaders today are confronted with more problems, of greater magnitude, than ever before. In these volatile times, it's natural to react based on what's worked best in the past. But when you're solving the toughest business challenges on an ongoing basis, it's crucial to start from a place of awareness.

  11. What Are Problem-Solving Skills? Definition and Examples

    Problem-solving skills are the ability to identify problems, brainstorm and analyze answers, and implement the best solutions.

  12. What is Problem Solving? An Introduction

    Problem solving, in the simplest terms, is the process of identifying a problem, analyzing it, and finding the most effective solution to overcome it. For software engineers, this process is deeply embedded in their daily workflow.

  13. Introduction to Problem Solving Skills

    Problem solving is the process of identifying a problem, developing possible solution paths, and taking the appropriate course of action. Why is problem solving important? Good problem solving skills empower you not only in your personal life but are critical in your professional life.

  14. PROBLEM-SOLVING

    the process of finding solutions to problems: problem-solving abilities/skills/strategies The programme offers training in basic problem-solving strategies and is suitable for all levels. problem-solver noun [ C ] He is considered a troubleshooter and a problem-solver.

  15. What exactly do we mean by the term 'problem solving'?

    Just like creativity, problem solving is a key skill required across all sectors and at all levels. However, while the word 'creativity' can seem to refer to a very broad range of meanings, the term 'problem solving' can, in contrast, seem overly narrow. A well-defined problem can be understood, agreed upon and then solved, often using approaches that are familiar or well-practiced.

  16. What Is Problem Solving? Steps, Techniques, and Best ...

    Problem solving is the process of defining a problem, identifying its root cause, prioritizing and selecting potential solutions, and implementing the chosen solution. There's no one-size-fits-all problem-solving process. Often, it's a unique methodology that aligns your short- and long-term objectives with the resources at your disposal.

  17. How to master the seven-step problem-solving process

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

  18. What Are Problem-Solving Skills? Definitions and Examples

    When employers talk about problem-solving skills, they are often referring to the ability to handle difficult or unexpected situations in the workplace as well as complex business challenges. Organizations rely on people who can assess both kinds of situations and calmly identify solutions.

  19. What Is Creative Problem-Solving & Why Is It Important?

    Creative problem-solving primarily operates in the ideate phase of design thinking but can be applied to others. This is because design thinking is an iterative process that moves between the stages as ideas are generated and pursued. This is normal and encouraged, as innovation requires exploring multiple ideas.

  20. Problem Solving

    Problem solving is the process of articulating solutions to problems. Problems have two critical attributes. First, a problem is an unknown in some context. That is, there is a situation in which there is something that is unknown (the difference between a goal state and a current state). Those situations vary from algorithmic math problems to ...

  21. What Is Problem Solving?

    What Is Problem-Solving? At its simplest, the meaning of problem-solving is the process of defining a problem, determining its cause, and implementing a solution. The definition of problem-solving is rooted in the fact that as humans, we exert control over our environment through solutions.

  22. Problem-solving skills: definitions and examples

    Problem-solving skills are vital at all levels in many careers, and effective problem-solving may also require job- or industry-specific technical skills. For instance, a registered nurse will need active listening and communication skills when interacting with patients but will also need effective technical knowledge related to diseases and ...

  23. Means-End Analysis

    Step 5: Take Action. The last step is to take action on your analysis. If you're dealing with a simple problem, you'll be able to identify all of the actions that you need to take to solve your problem quickly. ( Action Plans are useful here.) However, if you're solving a difficult problem, or planning a new project, you'll likely have to do ...

  24. How can procedural flowcharts support the development of ...

    The drive to embrace a problem-solving approach to develop and deepen students' mathematics knowledge has been a priority in mathematics education (Koellner et al., 2011; Sztajn et al., 2017).In the problem-solving approach, the teacher provides the problem to be investigated by students who then design ways to solve it (Colburn, 2000).To engage in problem solving, students are expected to ...

  25. The Performance Review Problem

    That doesn't mean that more-frequent formal meetings or casual sit-downs between supervisors and their direct reports are solving the performance review quandary, either.

  26. Even In Blue-Collar Careers, A College Degree Can Mean More Green

    Many college grads possess the broad learning, problem-solving and communication skills that employers say they prize most.

  27. The U.S.-Mexico Border: How Americans View the Situation, Its Causes

    Democrats mostly view the situation as a major problem (44%) or minor problem (26%) for the U.S. Very few Democrats (7%) say it is not a problem. In an open-ended question, respondents voice their concerns about the migrant influx. They point to numerous issues, including worries about how the migrants are cared for and general problems with ...

  28. Social Media and Loneliness Are Intertwined; It's Both Cause and Cure

    Feb 17, 2024, 3:16 PM PST. Abanti Chowdhury/BI. The US faces a sweeping loneliness epidemic, causing people to feel more disconnected and depressed. While some blame technology as the cause of the ...