problem solving in one word

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• problem-solving

adjective as in analytic

Strongest matches

analytical , investigative

Weak matches

inquiring , rational , sound , systematic

adjective as in analytical

analytic , cogent , detailed , diagnostic , interpretive , investigative , penetrating , rational , scientific , systematic , thorough

conclusive , discrete , dissecting , explanatory , expository , inquiring , inquisitive , judicious , logical , organized , perceptive , perspicuous , precise , questioning , ratiocinative , reasonably , searching , solid , sound , studious , subtle , testing , valid

adjective as in analytic/analytical

cogent , conclusive , detailed , diagnostic , discrete , dissecting , explanatory , expository , inquiring , inquisitive , interpretive , investigative , judicious , logical , organized , penetrating , perceptive , perspicuous , precise , questioning , ratiocinative , rational , reasonable , scientific , searching , solid , sound , studious , subtle , systematic , testing , thorough , valid , well-grounded

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Example sentences.

“These are problem-solving products but that incorporate technology in a really subtle, unobtrusive way,” she says.

And it is a “problem-solving populism” that marries the twin impulses of populism and progressivism.

“We want a Republican Party that returns to problem-solving mode,” he said.

Problem-solving entails accepting realities, splitting differences, and moving forward.

It teaches female factory workers technical and life skills, such as literacy, communication and problem-solving.

Problem solving with class discussion is absolutely essential, and should occupy at least one third of the entire time.

In teaching by the problem-solving method Professor Lancelot 22 makes use of three types of problems.

Sequential Problem Solving is written for those with a whole brain thinking style.

Thus problem solving involves both the physical world and the interpersonal world.

Sequential Problem Solving begins with the mechanics of learning and the role of memorization in learning.

Related Words

Words related to problem-solving are not direct synonyms, but are associated with the word problem-solving . Browse related words to learn more about word associations.

adjective as in logical

• investigative

adjective as in examining and determining

• explanatory
• inquisitive
• interpretive
• penetrating
• perspicuous
• questioning
• ratiocinative
• well-grounded

adjective as in examining

Viewing 5 / 11 related words

On this page you'll find 87 synonyms, antonyms, and words related to problem-solving, such as: analytical, investigative, inquiring, rational, sound, and systematic.

From Roget's 21st Century Thesaurus, Third Edition Copyright © 2013 by the Philip Lief Group.

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problem-solving

Definition of problem-solving

Examples of problem-solving in a sentence.

These examples are programmatically compiled from various online sources to illustrate current usage of the word 'problem-solving.' Any opinions expressed in the examples do not represent those of Merriam-Webster or its editors. Send us feedback about these examples.

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“Problem-solving.” Merriam-Webster.com Dictionary , Merriam-Webster, https://www.merriam-webster.com/dictionary/problem-solving. Accessed 29 May. 2024.

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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."

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

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

What Is Problem-Solving?

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

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

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

The problem-solving process involves:

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

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

Problem-Solving Mental Processes

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

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

Problem-Solving Strategies

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

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

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

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

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

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

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

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

Trial and Error

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

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

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

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

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

How to Apply Problem-Solving Strategies in Real Life

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

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

Obstacles to Problem-Solving

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

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

How to Improve Your Problem-Solving Skills

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

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

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

Sarathy V. Real world problem-solving .  Front Hum Neurosci . 2018;12:261. doi:10.3389/fnhum.2018.00261

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

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

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

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

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

Chrysikou EG, Motyka K, Nigro C, Yang SI, Thompson-Schill SL. Functional fixedness in creative thinking tasks depends on stimulus modality .  Psychol Aesthet Creat Arts . 2016;10(4):425‐435. doi:10.1037/aca0000050

Huang F, Tang S, Hu Z. Unconditional perseveration of the short-term mental set in chunk decomposition .  Front Psychol . 2018;9:2568. doi:10.3389/fpsyg.2018.02568

National Alliance on Mental Illness. Warning signs and symptoms .

Mayer RE. Thinking, problem solving, cognition, 2nd ed .

Schooler JW, Ohlsson S, Brooks K. Thoughts beyond words: When language overshadows insight. J Experiment Psychol: General . 1993;122:166-183. doi:10.1037/0096-3445.2.166

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

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• Algebraic properties | Lesson
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What are algebraic word problems?

What skills are needed.

• Translating sentences to equations
• Solving linear equations with one variable
• Evaluating algebraic expressions
• Solving problems using Venn diagrams

How do we solve algebraic word problems?

• Define a variable.
• Write an equation using the variable.
• Solve the equation.
• If the variable is not the answer to the word problem, use the variable to calculate the answer.

What's a Venn diagram?

• 7 + 10 − 13 = 4 ‍   brought both food and drinks.
• 7 − 4 = 3 ‍   brought only food.
• 10 − 4 = 6 ‍   brought only drinks.
• Your answer should be
• an integer, like 6 ‍  
• a simplified proper fraction, like 3 / 5 ‍  
• a simplified improper fraction, like 7 / 4 ‍  
• a mixed number, like 1   3 / 4 ‍  
• an exact decimal, like 0.75 ‍  
• a multiple of pi, like 12   pi ‍   or 2 / 3   pi ‍  
• (Choice A)   $ 4 ‍   A $ 4 ‍  
• (Choice B)   $ 5 ‍   B $ 5 ‍  
• (Choice C)   $ 9 ‍   C $ 9 ‍  
• (Choice D)   $ 14 ‍   D $ 14 ‍  
• (Choice E)   $ 20 ‍   E $ 20 ‍  
• (Choice A)   10 ‍   A 10 ‍  
• (Choice B)   12 ‍   B 12 ‍  
• (Choice C)   24 ‍   C 24 ‍  
• (Choice D)   30 ‍   D 30 ‍  
• (Choice E)   32 ‍   E 32 ‍  
• (Choice A)   4 ‍   A 4 ‍  
• (Choice B)   10 ‍   B 10 ‍  
• (Choice C)   14 ‍   C 14 ‍  
• (Choice D)   18 ‍   D 18 ‍  
• (Choice E)   22 ‍   E 22 ‍  

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Definition of problem-solving noun from the Oxford Advanced Learner's Dictionary

problem-solving

• to develop problem-solving skills and strategies

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Nearby words

35 problem-solving techniques and methods for solving complex problems

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All teams and organizations encounter challenges as they grow. There are problems that might occur for teams when it comes to miscommunication or resolving business-critical issues . You may face challenges around growth , design , user engagement, and even team culture and happiness. In short, problem-solving techniques should be part of every team’s skillset.

Problem-solving methods are primarily designed to help a group or team through a process of first identifying problems and challenges , ideating possible solutions , and then evaluating the most suitable .

Finding effective solutions to complex problems isn’t easy, but by using the right process and techniques, you can help your team be more efficient in the process.

So how do you develop strategies that are engaging, and empower your team to solve problems effectively?

In this blog post, we share a series of problem-solving tools you can use in your next workshop or team meeting. You’ll also find some tips for facilitating the process and how to enable others to solve complex problems.

Let’s get started! 

How do you identify problems?

How do you identify the right solution.

• Tips for more effective problem-solving

Complete problem-solving methods

• Problem-solving techniques to identify and analyze problems
• Problem-solving techniques for developing solutions

Problem-solving warm-up activities

Closing activities for a problem-solving process.

Before you can move towards finding the right solution for a given problem, you first need to identify and define the problem you wish to solve. 

Here, you want to clearly articulate what the problem is and allow your group to do the same. Remember that everyone in a group is likely to have differing perspectives and alignment is necessary in order to help the group move forward. 

Identifying a problem accurately also requires that all members of a group are able to contribute their views in an open and safe manner. It can be scary for people to stand up and contribute, especially if the problems or challenges are emotive or personal in nature. Be sure to try and create a psychologically safe space for these kinds of discussions.

Remember that problem analysis and further discussion are also important. Not taking the time to fully analyze and discuss a challenge can result in the development of solutions that are not fit for purpose or do not address the underlying issue.

Successfully identifying and then analyzing a problem means facilitating a group through activities designed to help them clearly and honestly articulate their thoughts and produce usable insight.

With this data, you might then produce a problem statement that clearly describes the problem you wish to be addressed and also state the goal of any process you undertake to tackle this issue.  

Finding solutions is the end goal of any process. Complex organizational challenges can only be solved with an appropriate solution but discovering them requires using the right problem-solving tool.

After you’ve explored a problem and discussed ideas, you need to help a team discuss and choose the right solution. Consensus tools and methods such as those below help a group explore possible solutions before then voting for the best. They’re a great way to tap into the collective intelligence of the group for great results!

Remember that the process is often iterative. Great problem solvers often roadtest a viable solution in a measured way to see what works too. While you might not get the right solution on your first try, the methods below help teams land on the most likely to succeed solution while also holding space for improvement.

Every effective problem solving process begins with an agenda . A well-structured workshop is one of the best methods for successfully guiding a group from exploring a problem to implementing a solution.

In SessionLab, it’s easy to go from an idea to a complete agenda . Start by dragging and dropping your core problem solving activities into place . Add timings, breaks and necessary materials before sharing your agenda with your colleagues.

The resulting agenda will be your guide to an effective and productive problem solving session that will also help you stay organized on the day!

Tips for more effective problem solving

Problem-solving activities are only one part of the puzzle. While a great method can help unlock your team’s ability to solve problems, without a thoughtful approach and strong facilitation the solutions may not be fit for purpose.

Let’s take a look at some problem-solving tips you can apply to any process to help it be a success!

Clearly define the problem

Jumping straight to solutions can be tempting, though without first clearly articulating a problem, the solution might not be the right one. Many of the problem-solving activities below include sections where the problem is explored and clearly defined before moving on.

This is a vital part of the problem-solving process and taking the time to fully define an issue can save time and effort later. A clear definition helps identify irrelevant information and it also ensures that your team sets off on the right track.

Don’t jump to conclusions

It’s easy for groups to exhibit cognitive bias or have preconceived ideas about both problems and potential solutions. Be sure to back up any problem statements or potential solutions with facts, research, and adequate forethought.

The best techniques ask participants to be methodical and challenge preconceived notions. Make sure you give the group enough time and space to collect relevant information and consider the problem in a new way. By approaching the process with a clear, rational mindset, you’ll often find that better solutions are more forthcoming.  

Try different approaches  

Problems come in all shapes and sizes and so too should the methods you use to solve them. If you find that one approach isn’t yielding results and your team isn’t finding different solutions, try mixing it up. You’ll be surprised at how using a new creative activity can unblock your team and generate great solutions.

Don’t take it personally 

Depending on the nature of your team or organizational problems, it’s easy for conversations to get heated. While it’s good for participants to be engaged in the discussions, ensure that emotions don’t run too high and that blame isn’t thrown around while finding solutions.

You’re all in it together, and even if your team or area is seeing problems, that isn’t necessarily a disparagement of you personally. Using facilitation skills to manage group dynamics is one effective method of helping conversations be more constructive.

Get the right people in the room

Your problem-solving method is often only as effective as the group using it. Getting the right people on the job and managing the number of people present is important too!

If the group is too small, you may not get enough different perspectives to effectively solve a problem. If the group is too large, you can go round and round during the ideation stages.

Creating the right group makeup is also important in ensuring you have the necessary expertise and skillset to both identify and follow up on potential solutions. Carefully consider who to include at each stage to help ensure your problem-solving method is followed and positioned for success.

Document everything

The best solutions can take refinement, iteration, and reflection to come out. Get into a habit of documenting your process in order to keep all the learnings from the session and to allow ideas to mature and develop. Many of the methods below involve the creation of documents or shared resources. Be sure to keep and share these so everyone can benefit from the work done!

Bring a facilitator 

Facilitation is all about making group processes easier. With a subject as potentially emotive and important as problem-solving, having an impartial third party in the form of a facilitator can make all the difference in finding great solutions and keeping the process moving. Consider bringing a facilitator to your problem-solving session to get better results and generate meaningful solutions!

Develop your problem-solving skills

It takes time and practice to be an effective problem solver. While some roles or participants might more naturally gravitate towards problem-solving, it can take development and planning to help everyone create better solutions.

You might develop a training program, run a problem-solving workshop or simply ask your team to practice using the techniques below. Check out our post on problem-solving skills to see how you and your group can develop the right mental process and be more resilient to issues too!

Design a great agenda

Workshops are a great format for solving problems. With the right approach, you can focus a group and help them find the solutions to their own problems. But designing a process can be time-consuming and finding the right activities can be difficult.

Check out our workshop planning guide to level-up your agenda design and start running more effective workshops. Need inspiration? Check out templates designed by expert facilitators to help you kickstart your process!

In this section, we’ll look at in-depth problem-solving methods that provide a complete end-to-end process for developing effective solutions. These will help guide your team from the discovery and definition of a problem through to delivering the right solution.

If you’re looking for an all-encompassing method or problem-solving model, these processes are a great place to start. They’ll ask your team to challenge preconceived ideas and adopt a mindset for solving problems more effectively.

• Six Thinking Hats
• Lightning Decision Jam
• Problem Definition Process
• Discovery & Action Dialogue

Design Sprint 2.0

• Open Space Technology

1. Six Thinking Hats

Individual approaches to solving a problem can be very different based on what team or role an individual holds. It can be easy for existing biases or perspectives to find their way into the mix, or for internal politics to direct a conversation.

Six Thinking Hats is a classic method for identifying the problems that need to be solved and enables your team to consider them from different angles, whether that is by focusing on facts and data, creative solutions, or by considering why a particular solution might not work.

Like all problem-solving frameworks, Six Thinking Hats is effective at helping teams remove roadblocks from a conversation or discussion and come to terms with all the aspects necessary to solve complex problems.

2. Lightning Decision Jam

Featured courtesy of Jonathan Courtney of AJ&Smart Berlin, Lightning Decision Jam is one of those strategies that should be in every facilitation toolbox. Exploring problems and finding solutions is often creative in nature, though as with any creative process, there is the potential to lose focus and get lost.

Unstructured discussions might get you there in the end, but it’s much more effective to use a method that creates a clear process and team focus.

In Lightning Decision Jam, participants are invited to begin by writing challenges, concerns, or mistakes on post-its without discussing them before then being invited by the moderator to present them to the group.

From there, the team vote on which problems to solve and are guided through steps that will allow them to reframe those problems, create solutions and then decide what to execute on. 

By deciding the problems that need to be solved as a team before moving on, this group process is great for ensuring the whole team is aligned and can take ownership over the next stages. 

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

3. Problem Definition Process

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

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

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

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

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

4. The 5 Whys 

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

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

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

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

5. World Cafe

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

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

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

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

6. Discovery & Action Dialogue (DAD)

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

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

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

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

7. Design Sprint 2.0

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

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

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

8. Open space technology

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

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

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

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

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

Techniques to identify and analyze problems

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

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

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

Let’s take a look!

• The Creativity Dice
• Fishbone Analysis
• Problem Tree
• SWOT Analysis
• Agreement-Certainty Matrix
• The Journalistic Six
• LEGO Challenge
• What, So What, Now What?
• Journalists

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

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

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

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

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

10. The Creativity Dice

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

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

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

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

11. Fishbone Analysis

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

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

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

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

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

12. Problem Tree 

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

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

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

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

13. SWOT Analysis

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

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

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

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

14. Agreement-Certainty Matrix

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

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

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

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

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

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

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

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

16. Speed Boat

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

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

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

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

17. The Journalistic Six

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

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

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

18. LEGO Challenge

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

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

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

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

19. What, So What, Now What?

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

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

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

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

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

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

20. Journalists  

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

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

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

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

Problem-solving techniques for developing solutions 

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

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

• Improved Solutions
• Four-Step Sketch
• 15% Solutions
• How-Now-Wow matrix
• Impact Effort Matrix

21. Mindspin  

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

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

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

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

22. Improved Solutions

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

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

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

23. Four Step Sketch

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

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

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

24. 15% Solutions

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

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

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

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

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

25. How-Now-Wow Matrix

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

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

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

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

26. Impact and Effort Matrix

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

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

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

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

27. Dotmocracy

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

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

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

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

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

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

• Check-in/Check-out
• Doodling Together
• Show and Tell
• Constellations
• Draw a Tree

28. Check-in / Check-out

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

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

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

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

29. Doodling Together  

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

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

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

30. Show and Tell

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

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

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

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

31. Constellations

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

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

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

32. Draw a Tree

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

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

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

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

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

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

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

• One Breath Feedback
• Who What When Matrix
• Response Cards

How do I conclude a problem-solving process?

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

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

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

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

33. One Breath Feedback

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

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

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

34. Who What When Matrix 

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

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

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

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

35. Response cards

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

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

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

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

Save time and effort discovering the right solutions

A structured problem solving process is a surefire way of solving tough problems, discovering creative solutions and driving organizational change. But how can you design for successful outcomes?

With SessionLab, it’s easy to design engaging workshops that deliver results. Drag, drop and reorder blocks  to build your agenda. When you make changes or update your agenda, your session  timing   adjusts automatically , saving you time on manual adjustments.

Collaborating with stakeholders or clients? Share your agenda with a single click and collaborate in real-time. No more sending documents back and forth over email.

Explore  how to use SessionLab  to design effective problem solving workshops or  watch this five minute video  to see the planner in action!

Over to you

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

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

thank you very much for these excellent techniques

Certainly wonderful article, very detailed. Shared!

Your list of techniques for problem solving can be helpfully extended by adding TRIZ to the list of techniques. TRIZ has 40 problem solving techniques derived from methods inventros and patent holders used to get new patents. About 10-12 are general approaches. many organization sponsor classes in TRIZ that are used to solve business problems or general organiztational problems. You can take a look at TRIZ and dwonload a free internet booklet to see if you feel it shound be included per your selection process.

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The Problem-Solving Process

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

By the Mind Tools Content Team

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

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

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

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

1. Define the Problem

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

2. Analyze the Problem

Ask yourself, and others, the following questions.

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

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

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

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

3. Generate Potential Solutions

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

4. Select Best Solution

When selecting the best solution, consider:

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

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

5. Take Action

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

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

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

6. Monitor and Review

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

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

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

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

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Algebra Topics  - Introduction to Word Problems

Algebra topics  -, introduction to word problems, algebra topics introduction to word problems.

Algebra Topics: Introduction to Word Problems

Lesson 9: introduction to word problems.

/en/algebra-topics/solving-equations/content/

What are word problems?

A word problem is a math problem written out as a short story or scenario. Basically, it describes a realistic problem and asks you to imagine how you would solve it using math. If you've ever taken a math class, you've probably solved a word problem. For instance, does this sound familiar?

Johnny has 12 apples. If he gives four to Susie, how many will he have left?

You could solve this problem by looking at the numbers and figuring out what the problem is asking you to do. In this case, you're supposed to find out how many apples Johnny has left at the end of the problem. By reading the problem, you know Johnny starts out with 12 apples. By the end, he has 4 less because he gave them away. You could write this as:

12 - 4 = 8 , so you know Johnny has 8 apples left.

Word problems in algebra

If you were able to solve this problem, you should also be able to solve algebra word problems. Yes, they involve more complicated math, but they use the same basic problem-solving skills as simpler word problems.

You can tackle any word problem by following these five steps:

• Read through the problem carefully, and figure out what it's about.
• Represent unknown numbers with variables.
• Translate the rest of the problem into a mathematical expression.
• Solve the problem.
• Check your work.

We'll work through an algebra word problem using these steps. Here's a typical problem:

The rate to rent a small moving van is $30 per day, plus $0.50 per mile. Jada rented a van to drive to her new home. It took two days, and the van cost $360. How many miles did she drive?

It might seem complicated at first glance, but we already have all of the information we need to solve it. Let's go through it step by step.

Step 1: Read through the problem carefully.

With any problem, start by reading through the problem. As you're reading, consider:

• What question is the problem asking?
• What information do you already have?

Let's take a look at our problem again. What question is the problem asking? In other words, what are you trying to find out?

The rate to rent a small moving van is $30 per day, plus $0.50 per mile. Jada rented a van to drive to her new home. It took 2 days, and the van cost $360. How many miles did she drive?

There's only one question here. We're trying to find out how many miles Jada drove . Now we need to locate any information that will help us answer this question.

There are a few important things we know that will help us figure out the total mileage Jada drove:

• The van cost $30 per day.
• In addition to paying a daily charge, Jada paid $0.50 per mile.
• Jada had the van for 2 days.
• The total cost was $360 .

Step 2: Represent unknown numbers with variables.

In algebra, you represent unknown numbers with letters called variables . (To learn more about variables, see our lesson on reading algebraic expressions .) You can use a variable in the place of any amount you don't know. Looking at our problem, do you see a quantity we should represent with a variable? It's often the number we're trying to find out.

Since we're trying to find the total number of miles Jada drove, we'll represent that amount with a variable—at least until we know it. We'll use the variable m for miles . Of course, we could use any variable, but m should be easy to remember.

Step 3: Translate the rest of the problem.

Let's take another look at the problem, with the facts we'll use to solve it highlighted.

The rate to rent a small moving van is $30 per day , plus $0.50 per mile . Jada rented a van to drive to her new home. It took 2 days , and the van cost $360 . How many miles did she drive?

We know the total cost of the van, and we know that it includes a fee for the number of days, plus another fee for the number of miles. It's $30 per day, and $0.50 per mile. A simpler way to say this would be:

$30 per day plus $0.50 per mile is $360.

If you look at this sentence and the original problem, you can see that they basically say the same thing: It cost Jada $30 per day and $0.50 per mile, and her total cost was $360 . The shorter version will be easier to translate into a mathematical expression.

Let's start by translating $30 per day . To calculate the cost of something that costs a certain amount per day, you'd multiply the per-day cost by the number of days—in other words, 30 per day could be written as 30 ⋅ days, or 30 times the number of days . (Not sure why you'd translate it this way? Check out our lesson on writing algebraic expressions .)

$30 per day and $.50 per mile is $360

$30 ⋅ day + $.50 ⋅ mile = $360

As you can see, there were a few other words we could translate into operators, so and $.50 became + $.50 , $.50 per mile became $.50 ⋅ mile , and is became = .

Next, we'll add in the numbers and variables we already know. We already know the number of days Jada drove, 2 , so we can replace that. We've also already said we'll use m to represent the number of miles, so we can replace that too. We should also take the dollar signs off of the money amounts to make them consistent with the other numbers.

30 ⋅ 2 + .5 ⋅ m = 360

Now we have our expression. All that's left to do is solve it.

Step 4: Solve the problem.

This problem will take a few steps to solve. (If you're not sure how to do the math in this section, you might want to review our lesson on simplifying expressions .) First, let's simplify the expression as much as possible. We can multiply 30 and 2, so let's go ahead and do that. We can also write .5 ⋅ m as 0.5 m .

60 + .5m = 360

Next, we need to do what we can to get the m alone on the left side of the equals sign. Once we do that, we'll know what m is equal to—in other words, it will let us know the number of miles in our word problem.

We can start by getting rid of the 60 on the left side by subtracting it from both sides .

The only thing left to get rid of is .5 . Since it's being multiplied with m , we'll do the reverse and divide both sides of the equation with it.

.5 m / .5 is m and 300 / 0.50 is 600 , so m = 600 . In other words, the answer to our problem is 600 —we now know Jada drove 600 miles.

Step 5: Check the problem.

To make sure we solved the problem correctly, we should check our work. To do this, we can use the answer we just got— 600 —and calculate backward to find another of the quantities in our problem. In other words, if our answer for Jada's distance is correct, we should be able to use it to work backward and find another value, like the total cost. Let's take another look at the problem.

According to the problem, the van costs $30 per day and $0.50 per mile. If Jada really did drive 600 miles in 2 days, she could calculate the cost like this:

$30 per day and $0.50 per mile

30 ⋅ day + .5 ⋅ mile

30 ⋅ 2 + .5 ⋅ 600

According to our math, the van would cost $360, which is exactly what the problem says. This means our solution was correct. We're done!

While some word problems will be more complicated than others, you can use these basic steps to approach any word problem. On the next page, you can try it for yourself.

Let's practice with a couple more problems. You can solve these problems the same way we solved the first one—just follow the problem-solving steps we covered earlier. For your reference, these steps are:

If you get stuck, you might want to review the problem on page 1. You can also take a look at our lesson on writing algebraic expressions for some tips on translating written words into math.

Try completing this problem on your own. When you're done, move on to the next page to check your answer and see an explanation of the steps.

A single ticket to the fair costs $8. A family pass costs $25 more than half of that. How much does a family pass cost?

Here's another problem to do on your own. As with the last problem, you can find the answer and explanation to this one on the next page.

Flor and Mo both donated money to the same charity. Flor gave three times as much as Mo. Between the two of them, they donated $280. How much money did Mo give?

Problem 1 Answer

Here's Problem 1:

A single ticket to the fair costs $8. A family pass costs $25 more than half that. How much does a family pass cost?

Answer: $29

Let's solve this problem step by step. We'll solve it the same way we solved the problem on page 1.

Step 1: Read through the problem carefully

The first in solving any word problem is to find out what question the problem is asking you to solve and identify the information that will help you solve it . Let's look at the problem again. The question is right there in plain sight:

So is the information we'll need to answer the question:

• A single ticket costs $8 .
• The family pass costs $25 more than half the price of the single ticket.

Step 2: Represent the unknown numbers with variables

The unknown number in this problem is the cost of the family pass . We'll represent it with the variable f .

Step 3: Translate the rest of the problem

Let's look at the problem again. This time, the important facts are highlighted.

A single ticket to the fair costs $8 . A family pass costs $25 more than half that . How much does a family pass cost?

In other words, we could say that the cost of a family pass equals half of $8, plus $25 . To turn this into a problem we can solve, we'll have to translate it into math. Here's how:

• First, replace the cost of a family pass with our variable f .

f equals half of $8 plus $25

• Next, take out the dollar signs and replace words like plus and equals with operators.

f = half of 8 + 25

• Finally, translate the rest of the problem. Half of can be written as 1/2 times , or 1/2 ⋅ :

f = 1/2 ⋅ 8 + 25

Step 4: Solve the problem

Now all we have to do is solve our problem. Like with any problem, we can solve this one by following the order of operations.

• f is already alone on the left side of the equation, so all we have to do is calculate the right side.
• First, multiply 1/2 by 8 . 1/2 ⋅ 8 is 4 .
• Next, add 4 and 25. 4 + 25 equals 29 .

That's it! f is equal to 29. In other words, the cost of a family pass is $29 .

Step 5: Check your work

Finally, let's check our work by working backward from our answer. In this case, we should be able to correctly calculate the cost of a single ticket by using the cost we calculated for the family pass. Let's look at the original problem again.

We calculated that a family pass costs $29. Our problem says the pass costs $25 more than half the cost of a single ticket. In other words, half the cost of a single ticket will be $25 less than $29.

• We could translate this into this equation, with s standing for the cost of a single ticket.

1/2s = 29 - 25

• Let's work on the right side first. 29 - 25 is 4 .
• To find the value of s , we have to get it alone on the left side of the equation. This means getting rid of 1/2 . To do this, we'll multiply each side by the inverse of 1/2: 2 .

According to our math, s = 8 . In other words, if the family pass costs $29, the single ticket will cost $8. Looking at our original problem, that's correct!

So now we're sure about the answer to our problem: The cost of a family pass is $29 .

Problem 2 Answer

Here's Problem 2:

Answer: $70

Let's go through this problem one step at a time.

Start by asking what question the problem is asking you to solve and identifying the information that will help you solve it . What's the question here?

To solve the problem, you'll have to find out how much money Mo gave to charity. All the important information you need is in the problem:

• The amount Flor donated is three times as much the amount Mo donated
• Flor and Mo's donations add up to $280 total

The unknown number we're trying to identify in this problem is Mo's donation . We'll represent it with the variable m .

Here's the problem again. This time, the important facts are highlighted.

Flor and Mo both donated money to the same charity. Flor gave three times as much as Mo . Between the two of them, they donated $280 . How much money did Mo give?

The important facts of the problem could also be expressed this way:

Mo's donation plus Flor's donation equals $280

Because we know that Flor's donation is three times as much as Mo's donation, we could go even further and say:

Mo's donation plus three times Mo's donation equals $280

We can translate this into a math problem in only a few steps. Here's how:

• Because we've already said we'll represent the amount of Mo's donation with the variable m , let's start by replacing Mo's donation with m .

m plus three times m equals $280

• Next, we can put in mathematical operators in place of certain words. We'll also take out the dollar sign.

m + three times m = 280

• Finally, let's write three times mathematically. Three times m can also be written as 3 ⋅ m , or just 3 m .

m + 3m = 280

It will only take a few steps to solve this problem.

• To get the correct answer, we'll have to get m alone on one side of the equation.
• To start, let's add m and 3 m . That's 4 m .
• We can get rid of the 4 next to the m by dividing both sides by 4. 4 m / 4 is m , and 280 / 4 is 70 .

We've got our answer: m = 70 . In other words, Mo donated $70 .

The answer to our problem is $70 , but we should check just to be sure. Let's look at our problem again.

If our answer is correct, $70 and three times $70 should add up to $280 .

• We can write our new equation like this:

70 + 3 ⋅ 70 = 280

• The order of operations calls for us to multiply first. 3 ⋅ 70 is 210.

70 + 210 = 280

• The last step is to add 70 and 210. 70 plus 210 equals 280 .

280 is the combined cost of the tickets in our original problem. Our answer is correct : Mo gave $70 to charity.

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Module 10: Linear Equations

Apply a problem-solving strategy to word problems, learning outcomes.

• Approach word problems with a positive attitude
• Use a problem solving strategy for word problems
• Translate more complex word problems into algebraic expressions and equations

 Approach Word Problems with a Positive Attitude

The world is full of word problems. How much money do I need to fill the car with gas? How much should I tip the server at a restaurant? How many socks should I pack for vacation? How big a turkey do I need to buy for Thanksgiving dinner, and what time do I need to put it in the oven? If my sister and I buy our mother a present, how much will each of us pay?

Now that we can solve equations, we are ready to apply our new skills to word problems. Do you know anyone who has had negative experiences in the past with word problems? Have you ever had thoughts like the student in the cartoon below?

Negative thoughts about word problems can be barriers to success.

When we feel we have no control, and continue repeating negative thoughts, we set up barriers to success. We need to calm our fears and change our negative feelings.

Start with a fresh slate and begin to think positive thoughts, like the student in the cartoon below. Read the positive thoughts and say them out loud.

When it comes to word problems, a positive attitude is a big step toward success.

If we take control and believe we can be successful, we will be able to master word problems.

Think of something that you can do now but couldn’t do three years ago. Whether it’s driving a car, snowboarding, cooking a gourmet meal, or speaking a new language, you have been able to learn and master a new skill. Word problems are no different. Even if you have struggled with word problems in the past, you have acquired many new math skills that will help you succeed now!

Use a Problem-Solving Strategy for Word Problems

In earlier chapters, you translated word phrases into algebraic expressions, using some basic mathematical vocabulary and symbols. Since then, you’ve increased your math vocabulary as you learned about more algebraic procedures, and you’ve had more practice translating from words into algebra.

You have also translated word sentences into algebraic equations and solved some word problems. The word problems applied math to everyday situations. You had to restate the situation in one sentence, assign a variable, and then write an equation to solve. This method works as long as the situation is familiar to you and the math is not too complicated.

Now we’ll develop a strategy you can use to solve any word problem. This strategy will help you become successful with word problems. We’ll demonstrate the strategy as we solve the following problem.

Pete bought a shirt on sale for $[latex]18[/latex], which is one-half the original price. What was the original price of the shirt?

Solution: Step 1. Read the problem. Make sure you understand all the words and ideas. You may need to read the problem two or more times. If there are words you don’t understand, look them up in a dictionary or on the Internet.

• In this problem, do you understand what is being discussed? Do you understand every word?

Step 2. Identify what you are looking for. It’s hard to find something if you are not sure what it is! Read the problem again and look for words that tell you what you are looking for!

• In this problem, the words “what was the original price of the shirt” tell you what you are looking for: the original price of the shirt.

Step 3. Name what you are looking for. Choose a variable to represent that quantity. You can use any letter for the variable, but it may help to choose one that helps you remember what it represents.

• Let [latex]p=[/latex] the original price of the shirt

Step 4. Translate into an equation. It may help to first restate the problem in one sentence, with all the important information. Then translate the sentence into an equation.

Step 6. Check the answer in the problem and make sure it makes sense.

• We found that [latex]p=36[/latex], which means the original price was [latex]\text{\$36}[/latex]. Does [latex]\text{\$36}[/latex] make sense in the problem? Yes, because [latex]18[/latex] is one-half of [latex]36[/latex], and the shirt was on sale at half the original price.

Step 7. Answer the question with a complete sentence.

• The problem asked “What was the original price of the shirt?” The answer to the question is: “The original price of the shirt was [latex]\text{\$36}[/latex].”

If this were a homework exercise, our work might look like this:

https://ohm.lumenlearning.com/multiembedq.php?id=142694&theme=oea&iframe_resize_id=mom1

We list the steps we took to solve the previous example.

Problem-Solving Strategy

• Read the word problem. Make sure you understand all the words and ideas. You may need to read the problem two or more times. If there are words you don’t understand, look them up in a dictionary or on the internet.
• Identify what you are looking for.  Determine the constants and variables in the problem.  A constant is a number in the problem that is not going to change.  A variable is a number that you don’t yet know its value.
• Name what you are looking for. Choose a letter to represent that quantity.
• Translate words into algebraic expressions and equations.  Write an equation to represent the problem. It may be helpful to first restate the problem in one sentence before translating.
• Solve the equation using good algebra techniques.
• Check the answer in the problem. Make sure it makes sense.
• Answer the question with a complete sentence.

Translate word problems into expressions

One of the first steps to solving word problems is converting an English sentence into a mathematical sentence. In the table below, words or phrases commonly associated with mathematical operators are categorized. Word problems often contain these or similar words, so it’s good to see what mathematical operators are associated with them.

Some examples follow:

• “[latex]x\text{ is }5[/latex]” becomes [latex]x=5[/latex]
• “Three more than a number” becomes [latex]x+3[/latex]
• “Four less than a number” becomes [latex]x-4[/latex]
• “Double the cost” becomes [latex]2\cdot\text{ cost }[/latex]
• “Groceries and gas together for the week cost $250” means [latex]\text{ groceries }+\text{ gas }=250[/latex]
• “The difference of [latex]9[/latex] and a number” becomes [latex]9-x[/latex]. Notice how [latex]9[/latex] is first in the sentence and the expression.

Let’s practice translating a few more English phrases into algebraic expressions.

Translate the table into algebraic expressions:

In this example video, we show how to translate more words into mathematical expressions.

For another review of how to translate algebraic statements into words, watch the following video.

The power of algebra is how it can help you model real situations in order to answer questions about them.  Let’s use this approach with another example.

Yash brought apples and bananas to a picnic. The number of apples was three more than twice the number of bananas. Yash brought [latex]11[/latex] apples to the picnic. How many bananas did he bring?

https://ohm.lumenlearning.com/multiembedq.php?id=142722&theme=oea&iframe_resize_id=mom2

Twenty-eight less than five times a certain number is [latex]232[/latex]. What is the number?

Following the steps provided:

• Read and understand: we are looking for a number.
• Constants and variables:  [latex]28[/latex] and [latex]232[/latex] are constants, “a certain number” is our variable, because we don’t know its value, and we are asked to find it. We will call it [latex]x[/latex].
• Translate:  five times a certain number translates to [latex]5x[/latex] Twenty-eight less than five times a certain number translates to [latex]5x-28[/latex], because subtraction is built backward. “is 232” translates to “[latex]=232″[/latex] since “is” is associated with equals.
• Write an equation:  [latex]5x-28=232[/latex]

[latex]\begin{array}{r}5x-28=232\\5x=260\\x=52\,\,\,\end{array}[/latex]

[latex]\begin{array}{r}5\left(52\right)-28=232\\5\left(52\right)=260\\260=260\end{array}[/latex]

In the video that follows, we show another example of how to translate a sentence into a mathematical expression using a problem solving method.

In the next example, we will apply our Problem-Solving Strategy to applications of percent.

Nga’s car insurance premium increased by [latex]\text{\$60}[/latex], which was [latex]\text{8%}[/latex] of the original cost. What was the original cost of the premium?

https://ohm.lumenlearning.com/multiembedq.php?id=142735&theme=oea&iframe_resize_id=mom3

https://ohm.lumenlearning.com/multiembedq.php?id=142761&theme=oea&iframe_resize_id=mom4

• Write Algebraic Expressions from Statements: Form ax+b and a(x+b). Authored by : James Sousa (Mathispower4u.com) for Lumen Learning. Located at : https://youtu.be/Hub7ku7UHT4 . License : CC BY: Attribution
• Question ID 142694, 142722, 142735, 142761. Authored by : Lumen Learning. License : CC BY: Attribution . License Terms : IMathAS Community License, CC-BY + GPL
• Prealgebra. Provided by : OpenStax. License : CC BY: Attribution . License Terms : Download for free at http://cnx.org/contents/[email protected]

Problem Solving or Problem-Solving?

The term problem-solving with a hyphen is an adjective that describes nouns in a sentence. E.g., “The problem-solving abilities of this program are excellent.” Furthermore, the term problem solving without a hyphen is a noun. E.g., “He is excellent at problem solving.”

The term problem solving can appear as two different word types, a noun or a compound adjective.

When problem-solving has a hyphen, it is an adjective describing a noun .

For example, in this sentence, problem-solving describes capabilities , which is a noun. Therefore, you need to include a hyphen.

• Her problem-solving capabilities are outstanding.

However, when you use problem solving as a noun , the term is usually not hyphenated because it doesn’t modify anything.

• She is an expert at all types of problem solving .

Furthermore, the rule of using a hyphen for the adjective but not for the noun is correct grammar according to AP Style and the Chicago Manual of Style .

Sometimes in English, the rules concerning punctuation, such as hyphens, are vague. For example, in the Cambridge and Oxford dictionaries, the noun problem-solving appears with a hyphen.

Essentially, you should always use a hyphen for the term problem-solving as an adjective. However, for problem solving as a noun, unless you follow a specific style guide like AP that does not use a hyphen, you can choose whether to hyphenate the noun. Just make sure that you are consistent with your choice.

In addition, Google Ngram shows that problem solving without a hyphen is slightly more popular in the US than with a hyphen. However, in the UK , the hyphenated version is slightly more frequent.

Now that you have learned the basics concerning the term problem solving, please keep reading the rest of the article to learn more about using the two variations of problem solving .

Problem Solving

The term problem solving as two words without a hyphen is the noun form.

In terms of use, it relates to resolving problems, which can relate to problems in a specific discipline or more general problems.

In the following examples, the term problem solving refers to the act of solving problems. Therefore, we do not need a hyphen.

• Her inability to perform problem solving on any task means that she loses her temper quickly.
• You should include problem solving as a skill on your resume.
• In team projects, effective problem solving can lead to innovative solutions and successful outcomes.
• Problem solving is not just about finding immediate answers but understanding the root cause of the issue.
• Her approach to problem solving often involves breaking down complex tasks into manageable steps.

Furthermore, you should use the above rule when following both AP Style or the Chicago Manual of Style.

Problem-Solving

The term problem-solving as one word with a hyphen is a compound word that appears before a noun. Hence, it modifies the noun .

For example, in the following sentence, the word problem-solving modifies the noun skills.

• His problem-solving skills are the best in the company.
• Her problem-solving approach is both methodical and creative, making her a valuable asset to the team.
• The workshop focuses on problem-solving techniques to address everyday challenges.
• Many employers prioritize candidates with strong problem-solving abilities in dynamic work environments.
• The game challenges children to use their problem-solving instincts to navigate various puzzles.

Furthermore, you will come across some sentences in which the noun problem solving has a hyphen.

As shown in these examples:

• You need to work on your problem-solving if you want to become an engineer.
• Improving your problem-solving is essential for success in mathematics.
• Mastering problem-solving will greatly benefit you in software development.

This is often a stylistic choice . However, in writing that follows AP Style , you should not use a hyphen with the noun form of problem solving.

Problemsolving

The word problemsolving as a single word with no hyphen or space is incorrect , and you shouldn’t use it in this format.

There are two ways you can use the term problem solving .

The first is as a noun, in which case there is no hyphen, but there is a space.

• Correct: He is excellent at problem solving because he never gives up. (noun)
• Incorrect: He is excellent at problemsolving because he never gives up. (noun)
• Correct : She has a knack for problem solving , especially in high-pressure situations. (noun)
• Incorrect : She has a knack for problemsolving , especially in high-pressure situations. (noun)

Also, you can write problem-solving as an adjective, in which case you need a hyphen.

• Correct: He is excellent at problem solving because he never gives up. (adjective)
• Incorrect: He is excellent at problemsolving because he never gives up. (adjective)
• Correct : They often turn to her for advice on problem solving in challenging situations. (adjective)
• Incorrect : They often turn to her for advice on problemsolving in challenging situations. (adjective)

That’s all you need to know about the grammar rules concerning the words problem solving , problem-solving , and problemsolving . Rest assured that your sentences will be correct if you follow these!

• Half Day or Half-Day?
• Well Deserved or Well-Deserved?
• Well Written or Well-Written?
• World Class or World-Class?

We are a team of dedicated English teachers.

Our mission is to help you create a professional impression toward colleagues, clients, and executives.

© EnglishRecap

Solving Word Questions

With LOTS of examples!

In Algebra we often have word questions like:

Example: Sam and Alex play tennis.

On the weekend Sam played 4 more games than Alex did, and together they played 12 games.

How many games did Alex play?

How do we solve them?

The trick is to break the solution into two parts:

Turn the English into Algebra.

Then use Algebra to solve.

Turning English into Algebra

To turn the English into Algebra it helps to:

• Read the whole thing first
• Do a sketch if possible
• Assign letters for the values
• Find or work out formulas

You should also write down what is actually being asked for , so you know where you are going and when you have arrived!

Also look for key words:

Thinking Clearly

Some wording can be tricky, making it hard to think "the right way around", such as:

Example: Sam has 2 dollars less than Alex. How do we write this as an equation?

• Let S = dollars Sam has
• Let A = dollars Alex has

Now ... is that: S − 2 = A

or should it be: S = A − 2

or should it be: S = 2 − A

The correct answer is S = A − 2

( S − 2 = A is a common mistake, as the question is written "Sam ... 2 less ... Alex")

Example: on our street there are twice as many dogs as cats. How do we write this as an equation?

• Let D = number of dogs
• Let C = number of cats

Now ... is that: 2D = C

or should it be: D = 2C

Think carefully now!

The correct answer is D = 2C

( 2D = C is a common mistake, as the question is written "twice ... dogs ... cats")

Let's start with a really simple example so we see how it's done:

Example: A rectangular garden is 12m by 5m, what is its area ?

Turn the English into Algebra:

• Use w for width of rectangle: w = 12m
• Use h for height of rectangle: h = 5m

Formula for Area of a Rectangle : A = w × h

We are being asked for the Area.

A = w × h = 12 × 5 = 60 m 2

The area is 60 square meters .

Now let's try the example from the top of the page:

Example: Sam and Alex play Tennis. On the weekend Sam played 4 more games than Alex did, and together they played 12 games. How many games did Alex play?

• Use S for how many games Sam played
• Use A for how many games Alex played

We know that Sam played 4 more games than Alex, so: S = A + 4

And we know that together they played 12 games: S + A = 12

We are being asked for how many games Alex played: A

Which means that Alex played 4 games of tennis.

Check: Sam played 4 more games than Alex, so Sam played 8 games. Together they played 8 + 4 = 12 games. Yes!

A slightly harder example:

Example: Alex and Sam also build tables. Together they make 10 tables in 12 days. Alex working alone can make 10 in 30 days. How long would it take Sam working alone to make 10 tables?

• Use a for Alex's work rate
• Use s for Sam's work rate

12 days of Alex and Sam is 10 tables, so: 12a + 12s = 10

30 days of Alex alone is also 10 tables: 30a = 10

We are being asked how long it would take Sam to make 10 tables.

30a = 10 , so Alex's rate (tables per day) is: a = 10/30 = 1/3

Which means that Sam's rate is half a table a day (faster than Alex!)

So 10 tables would take Sam just 20 days.

Should Sam be paid more I wonder?

And another "substitution" example:

Example: Jenna is training hard to qualify for the National Games. She has a regular weekly routine, training for five hours a day on some days and 3 hours a day on the other days. She trains altogether 27 hours in a seven day week. On how many days does she train for five hours?

• The number of "5 hour" days: d
• The number of "3 hour" days: e

We know there are seven days in the week, so: d + e = 7

And she trains 27 hours in a week, with d 5 hour days and e 3 hour days: 5d + 3e = 27

We are being asked for how many days she trains for 5 hours: d

The number of "5 hour" days is 3

Check : She trains for 5 hours on 3 days a week, so she must train for 3 hours a day on the other 4 days of the week.

3 × 5 hours = 15 hours, plus 4 × 3 hours = 12 hours gives a total of 27 hours

Some examples from Geometry:

Example: A circle has an area of 12 mm 2 , what is its radius?

• Use A for Area: A = 12 mm 2
• Use r for radius

And the formula for Area is: A = π r 2

We are being asked for the radius.

We need to rearrange the formula to find the area

Example: A cube has a volume of 125 mm 3 , what is its surface area?

Make a quick sketch:

• Use V for Volume
• Use A for Area
• Use s for side length of cube
• Volume of a cube: V = s 3
• Surface area of a cube: A = 6s 2

We are being asked for the surface area.

First work out s using the volume formula:

Now we can calculate surface area:

An example about Money:

Example: Joel works at the local pizza parlor. When he works overtime he earns 1¼ times the normal rate. One week Joel worked for 40 hours at the normal rate of pay and also worked 12 hours overtime. If Joel earned $660 altogether in that week, what is his normal rate of pay?

• Joel's normal rate of pay: $N per hour
• Joel works for 40 hours at $N per hour = $40N
• When Joel does overtime he earns 1¼ times the normal rate = $1.25N per hour
• Joel works for 12 hours at $1.25N per hour = $(12 × 1¼N) = $15N
• And together he earned $660, so:

$40N + $(12 × 1¼N) = $660

We are being asked for Joel's normal rate of pay $N.

So Joel’s normal rate of pay is $12 per hour

Joel’s normal rate of pay is $12 per hour, so his overtime rate is 1¼ × $12 per hour = $15 per hour. So his normal pay of 40 × $12 = $480, plus his overtime pay of 12 × $15 = $180 gives us a total of $660

More about Money, with these two examples involving Compound Interest

Example: Alex puts $2000 in the bank at an annual compound interest of 11%. How much will it be worth in 3 years?

This is the compound interest formula:

So we will use these letters:

• Present Value PV = $2,000
• Interest Rate (as a decimal): r = 0.11
• Number of Periods: n = 3
• Future Value (the value we want): FV

We are being asked for the Future Value: FV

Example: Roger deposited $1,000 into a savings account. The money earned interest compounded annually at the same rate. After nine years Roger's deposit has grown to $1,551.33 What was the annual rate of interest for the savings account?

The compound interest formula:

• Present Value PV = $1,000
• Interest Rate (the value we want): r
• Number of Periods: n = 9
• Future Value: FV = $1,551.33

We are being asked for the Interest Rate: r

So the annual rate of interest is 5%

Check : $1,000 × (1.05) 9 = $1,000 × 1.55133 = $1,551.33

And an example of a Ratio question:

Example: At the start of the year the ratio of boys to girls in a class is 2 : 1 But now, half a year later, four boys have left the class and there are two new girls. The ratio of boys to girls is now 4 : 3 How many students are there altogether now?

• Number of boys now: b
• Number of girls now: g

The current ratio is 4 : 3

Which can be rearranged to 3b = 4g

At the start of the year there was (b + 4) boys and (g − 2) girls, and the ratio was 2 : 1

b + 4 g − 2 = 2 1

Which can be rearranged to b + 4 = 2(g − 2)

We are being asked for how many students there are altogether now: b + g

There are 12 girls !

And 3b = 4g , so b = 4g/3 = 4 × 12 / 3 = 16 , so there are 16 boys

So there are now 12 girls and 16 boys in the class, making 28 students altogether .

There are now 16 boys and 12 girls, so the ratio of boys to girls is 16 : 12 = 4 : 3 At the start of the year there were 20 boys and 10 girls, so the ratio was 20 : 10 = 2 : 1

And now for some Quadratic Equations :

Example: The product of two consecutive even integers is 168. What are the integers?

Consecutive means one after the other. And they are even , so they could be 2 and 4, or 4 and 6, etc.

We will call the smaller integer n , and so the larger integer must be n+2

And we are told the product (what we get after multiplying) is 168, so we know:

n(n + 2) = 168

We are being asked for the integers

That is a Quadratic Equation , and there are many ways to solve it. Using the Quadratic Equation Solver we get −14 and 12.

Check −14: −14(−14 + 2) = (−14)×(−12) = 168 YES

Check 12: 12(12 + 2) = 12×14 = 168 YES

So there are two solutions: −14 and −12 is one, 12 and 14 is the other.

Note: we could have also tried "guess and check":

• We could try, say, n=10: 10(12) = 120 NO (too small)
• Next we could try n=12: 12(14) = 168 YES

But unless we remember that multiplying two negatives make a positive we might overlook the other solution of (−14)×(−12).

Example: You are an Architect. Your client wants a room twice as long as it is wide. They also want a 3m wide veranda along the long side. Your client has 56 square meters of beautiful marble tiles to cover the whole area. What should the length of the room be?

Let's first make a sketch so we get things right!:

• the length of the room: L
• the width of the room: W
• the total Area including veranda: A
• the width of the room is half its length: W = ½L
• the total area is the (room width + 3) times the length: A = (W+3) × L = 56

We are being asked for the length of the room: L

This is a quadratic equation , there are many ways to solve it, this time let's use factoring :

And so L = 8 or −14

There are two solutions to the quadratic equation, but only one of them is possible since the length of the room cannot be negative!

So the length of the room is 8 m

L = 8, so W = ½L = 4

So the area of the rectangle = (W+3) × L = 7 × 8 = 56

There we are ...

... I hope these examples will help you get the idea of how to handle word questions. Now how about some practice?

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A Better Framework for Solving Tough Problems

Start with trust and end with speed.

• Apple Podcasts

When it comes to solving complicated problems, the default for many organizational leaders is to take their time to work through the issues at hand. Unfortunately, that often leads to patchwork solutions or problems not truly getting resolved.

But Anne Morriss offers a different framework. In this episode, she outlines a five-step process for solving any problem and explains why starting with trust and ending with speed is so important for effective change leadership. As she says, “Let’s get into dialogue with the people who are also impacted by the problem before we start running down the path of solving it.”

Morriss is an entrepreneur and leadership coach. She’s also the coauthor of the book, Move Fast and Fix Things: The Trusted Leader’s Guide to Solving Hard Problems .

Key episode topics include: strategy, decision making and problem solving, strategy execution, managing people, collaboration and teams, trustworthiness, organizational culture, change leadership, problem solving, leadership.

HBR On Strategy curates the best case studies and conversations with the world’s top business and management experts, to help you unlock new ways of doing business. New episodes every week.

• Listen to the full HBR IdeaCast episode: How to Solve Tough Problems Better and Faster (2023)
• Find more episodes of HBR IdeaCast
• Discover 100 years of Harvard Business Review articles, case studies, podcasts, and more at HBR.org .

HANNAH BATES: Welcome to HBR On Strategy , case studies and conversations with the world’s top business and management experts, hand-selected to help you unlock new ways of doing business.

When it comes to solving complicated problems, many leaders only focus on the most apparent issues. Unfortunately that often leads to patchwork or partial solutions. But Anne Morriss offers a different framework that aims to truly tackle big problems by first leaning into trust and then focusing on speed.

Morriss is an entrepreneur and leadership coach. She’s also the co-author of the book, Move Fast and Fix Things: The Trusted Leader’s Guide to Solving Hard Problems . In this episode, she outlines a five-step process for solving any problem. Some, she says, can be solved in a week, while others take much longer. She also explains why starting with trust and ending with speed is so important for effective change leadership.

This episode originally aired on HBR IdeaCast in October 2023. Here it is.

CURT NICKISCH: Welcome to the HBR IdeaCast from Harvard Business Review. I’m Curt Nickisch.

Problems can be intimidating. Sure, some problems are fun to dig into. You roll up your sleeves, you just take care of them; but others, well, they’re complicated. Sometimes it’s hard to wrap your brain around a problem, much less fix it.

And that’s especially true for leaders in organizations where problems are often layered and complex. They sometimes demand technical, financial, or interpersonal knowledge to fix. And whether it’s avoidance on the leaders’ part or just the perception that a problem is systemic or even intractable, problems find a way to endure, to keep going, to keep being a problem that everyone tries to work around or just puts up with.

But today’s guest says that just compounds it and makes the problem harder to fix. Instead, she says, speed and momentum are key to overcoming a problem.

Anne Morriss is an entrepreneur, leadership coach and founder of the Leadership Consortium and with Harvard Business School Professor Francis Frei, she wrote the new book, Move Fast and Fix Things: The Trusted Leaders Guide to Solving Hard Problems . Anne, welcome back to the show.

ANNE MORRISS: Curt, thank you so much for having me.

CURT NICKISCH: So, to generate momentum at an organization, you say that you really need speed and trust. We’ll get into those essential ingredients some more, but why are those two essential?

ANNE MORRISS: Yeah. Well, the essential pattern that we observed was that the most effective change leaders out there were building trust and speed, and it didn’t seem to be a well-known observation. We all know the phrase, “Move fast and break things,” but the people who were really getting it right were moving fast and fixing things, and that was really our jumping off point. So when we dug into the pattern, what we observed was they were building trust first and then speed. This foundation of trust was what allowed them to fix more things and break fewer.

CURT NICKISCH: Trust sounds like a slow thing, right? If you talk about building trust, that is something that takes interactions, it takes communication, it takes experiences. Does that run counter to the speed idea?

ANNE MORRISS: Yeah. Well, this issue of trust is something we’ve been looking at for over a decade. One of the headlines in our research is it’s actually something we’re building and rebuilding and breaking all the time. And so instead of being this precious, almost farbege egg, it’s this thing that is constantly in motion and this thing that we can really impact when we’re deliberate about our choices and have some self-awareness around where it’s breaking down and how it’s breaking down.

CURT NICKISCH: You said break trust in there, which is intriguing, right? That you may have to break trust to build trust. Can you explain that a little?

ANNE MORRISS:  Yeah, well, I’ll clarify. It’s not that you have to break it in order to build it. It’s just that we all do it some of the time. Most of us are trusted most of the time. Most of your listeners I imagine are trusted most of the time, but all of us have a pattern where we break trust or where we don’t build as much as could be possible.

CURT NICKISCH: I want to talk about speed, this other essential ingredient that’s so intriguing, right? Because you think about solving hard problems as something that just takes a lot of time and thinking and coordination and planning and designing. Explain what you mean by it? And also, just  how we maybe approach problems wrong by taking them on too slowly?

ANNE MORRISS: Well, Curt, no one has ever said to us, “I wish I had taken longer and done less.” We hear the opposite all the time, by the way. So what we really set out to do was to create a playbook that anyone can use to take less time to do more of the things that are going to make your teams and organizations stronger.

And the way we set up the book is okay, it’s really a five step process. Speed is the last step. It’s the payoff for the hard work you’re going to do to figure out your problem, build or rebuild trust, expand the team in thoughtful and strategic ways, and then tell a real and compelling story about the change you’re leading.

Only then do you get to go fast, but that’s an essential part of the process, and we find that either people under emphasize it or speed has gotten a bad name in this world of moving fast and breaking things. And part of our mission for sure was to rehabilitate speed’s reputation because it is an essential part of the change leader’s equation. It can be the difference between good intentions and getting anything done at all.

CURT NICKISCH: You know, the fact that nobody ever tells you, “I wish we had done less and taken more time.” I think we all feel that, right? Sometimes we do something and then realize, “Oh, that wasn’t that hard and why did it take me so long to do it? And I wish I’d done this a long time ago.” Is it ever possible to solve a problem too quickly?

ANNE MORRISS: Absolutely. And we see that all the time too. What we push people to do in those scenarios is really take a look at the underlying issue because in most cases, the solution is not to take your foot off the accelerator per se and slow down. The solution is to get into the underlying problem. So if it’s burnout or a strategic disconnect between what you’re building and the marketplace you’re serving, what we find is the anxiety that people attach to speed or the frustration people attach to speed is often misplaced.

CURT NICKISCH: What is a good timeline to think about solving a problem then? Because if we by default take too long or else jump ahead and we don’t fix it right, what’s a good target time to have in your mind for how long solving a problem should take?

ANNE MORRISS: Yeah. Well, we’re playful in the book and talking about the idea that many problems can be solved in a week. We set the book up five chapters. They’re titled Monday, Tuesday, Wednesday, Thursday, Friday, and we’re definitely having fun with that. And yet, if you count the hours in a week, there are a lot of them. Many of our problems, if you were to spend a focused 40 hours of effort on a problem, you’re going to get pretty far.

But our main message is, listen, of course it’s going to depend on the nature of the problem, and you’re going to take weeks and maybe even some cases months to get to the other side. What we don’t want you to do is take years, which tends to be our default timeline for solving hard problems.

CURT NICKISCH: So you say to start with identifying the problem that’s holding you back, seems kind of obvious. But where do companies go right and wrong with this first step of just identifying the problem that’s holding you back?

ANNE MORRISS: And our goal is that all of these are going to feel obvious in retrospect. The problem is we skip over a lot of these steps and this is why we wanted to underline them. So this one is really rooted in our observation and I think the pattern of our species that we tend to be overconfident in the quality of our thoughts, particularly when it comes to diagnosing problems.

And so we want to invite you to start in a very humble and curious place, which tends not to be our default mode when we’re showing up for work. We convince ourselves that we’re being paid for our judgment. That’s exactly what gets reinforced everywhere. And so we tend to counterintuitively, given what we just talked about, we tend to move too quickly through the diagnostic phase.

CURT NICKISCH: “I know what to do, that’s why you hired me.”

ANNE MORRISS: Exactly. “I know what to do. That’s why you hired me. I’ve seen this before. I have a plan. Follow me.” We get rewarded for the expression of confidence and clarity. And so what we’re inviting people to do here is actually pause and really lean into what are the root causes of the problem you’re seeing? What are some alternative explanations? Let’s get into dialogue with the people who are also impacted by the problem before we start running down the path of solving it.

CURT NICKISCH: So what do you recommend for this step, for getting to the root of the problem? What are questions you should ask? What’s the right thought process? What do you do on Monday of the week?

ANNE MORRISS: In our experience of doing this work, people tend to undervalue the power of conversation, particularly with other people in the organization. So we will often advocate putting together a team of problem solvers, make it a temporary team, really pull in people who have a particular perspective on the problem and create the space, make it as psychologically safe as you can for people to really, as Chris Argyris so beautifully articulated, discuss the undiscussable.

And so the conditions for that are going to look different in every organization depending on the problem, but if you can get a space where smart people who have direct experience of a problem are in a room and talking honestly with each other, you can make an extraordinary amount of progress, certainly in a day.

CURT NICKISCH: Yeah, that gets back to the trust piece.

ANNE MORRISS: Definitely.

CURT NICKISCH: How do you like to start that meeting, or how do you like to talk about it? I’m just curious what somebody on that team might hear in that meeting, just to get the sense that it’s psychologically safe, you can discuss the undiscussable and you’re also focusing on the identification part. What’s key to communicate there?

ANNE MORRISS: Yeah. Well, we sometimes encourage people to do a little bit of data gathering before those conversations. So the power of a quick anonymous survey around whatever problem you’re solving, but also be really thoughtful about the questions you’re going to ask in the moment. So a little bit of preparation can go a long way and a little bit of thoughtfulness about the power dynamic. So who’s going to walk in there with license to speak and who’s going to hold back? So being thoughtful about the agenda, about the questions you’re asking about the room, about the facilitation, and then courage is a very infectious emotion.

So if you can early on create the conditions for people to show up bravely in that conversation, then the chance that you’re going to get good information and that you’re going to walk out of that room with new insight in the problem that you didn’t have when you walked in is extraordinarily high.

CURT NICKISCH: Now, in those discussions, you may have people who have different perspectives on what the problem really is. They also bear different costs of addressing the problem or solving it. You talked about the power dynamic, but there’s also an unfairness dynamic of who’s going to actually have to do the work to take care of it, and I wonder how you create a culture in that meeting where it’s the most productive?

ANNE MORRISS: For sure, the burden of work is not going to be equitably distributed around the room. But I would say, Curt, the dynamic that we see most often is that people are deeply relieved that hard problems are being addressed. So it really can create, and more often than not in our experience, it does create this beautiful flywheel of action, creativity, optimism. Often when problems haven’t been addressed, there is a fair amount of anxiety in the organization, frustration, stagnation. And so credible movement towards action and progress is often the best antidote. So even if the plan isn’t super clear yet, if it’s credible, given who’s in the room and their decision rights and mandate, if there’s real momentum coming out of that to make progress, then that tends to be deeply energizing to people.

CURT NICKISCH: I wonder if there’s an organization that you’ve worked with that you could talk about how this rolled out and how this took shape?

ANNE MORRISS: When we started working with Uber, that was wrestling with some very public issues of culture and trust with a range of stakeholders internally, the organization, also external, that work really started with a campaign of listening and really trying to understand where trust was breaking down from the perspective of these stakeholders?

So whether it was female employees or regulators or riders who had safety concerns getting into the car with a stranger. This work, it starts with an honest internal dialogue, but often the problem has threads that go external. And so bringing that same commitment to curiosity and humility and dialogue to anyone who’s impacted by the problem is the fastest way to surface what’s really going on.

CURT NICKISCH: There’s a step in this process that you lay out and that’s communicating powerfully as a leader. So we’ve heard about listening and trust building, but now you’re talking about powerful communication. How do you do this and why is it maybe this step in the process rather than the first thing you do or the last thing you do?

ANNE MORRISS: So in our process, again, it’s the days of the week. On Monday you figured out the problem. Tuesday you really got into the sandbox in figuring out what a good enough plan is for building trust. Wednesday, step three, you made it better. You created an even better plan, bringing in new perspectives. Thursday, this fourth step is the day we’re saying you got to go get buy-in. You got to bring other people along. And again, this is a step where we see people often underinvest in the power and payoff of really executing it well.

CURT NICKISCH: How does that go wrong?

ANNE MORRISS: Yeah, people don’t know the why. Human behavior and the change in human behavior really depends on a strong why. It’s not just a selfish, “What’s in it for me?” Although that’s helpful, but where are we going? I may be invested in a status quo and I need to understand, okay, if you’re going to ask me to change, if you’re going to invite me into this uncomfortable place of doing things differently, why am I here? Help me understand it and articulate the way forward and language that not only I can understand, but also that’s going to be motivating to me.

CURT NICKISCH: And who on my team was part of this process and all that kind of stuff?

ANNE MORRISS: Oh, yeah. I may have some really important questions that may be in the way of my buy-in and commitment to this plan. So certainly creating a space where those questions can be addressed is essential. But what we found is that there is an architecture of a great change story, and it starts with honoring the past, honoring the starting place. Sometimes we’re so excited about the change and animated about the change that what has happened before or what is even happening in the present tense is low on our list of priorities.

Or we want to label it bad, because that’s the way we’ve thought about the change, but really pausing and honoring what came before you and all the reasonable decisions that led up to it, I think can be really helpful to getting people emotionally where you want them to be willing to be guided by you. Going back to Uber, when Dara Khosrowshahi came in.

CURT NICKISCH: This is the new CEO.

ANNE MORRISS: The new CEO.

CURT NICKISCH: Replaced Travis Kalanick, the founder and first CEO, yeah.

ANNE MORRISS: Yeah, and had his first all-hands meeting. One of his key messages, and this is a quote, was that he was going to retain the edge that had made Uber, “A force of nature.” And in that meeting, the crowd went wild because this is also a company that had been beaten up publicly for months and months and months, and it was a really powerful choice. And his predecessor, Travis was in the room, and he also honored Travis’ incredible work and investment in bringing the company to the place where it was.

And I would use words like grace to also describe those choices, but there’s also an incredible strategic value to naming the starting place for everybody in the room because in most cases, most people in that room played a role in getting to that starting place, and you’re acknowledging that.

CURT NICKISCH: You can call it grace. Somebody else might call it diplomatic or strategic. But yeah, I guess like it or not, it’s helpful to call out and honor the complexity of the way things have been done and also the change that’s happening.

ANNE MORRISS: Yeah, and the value. Sometimes honoring the past is also owning what didn’t work or what wasn’t working for stakeholders or segments of the employee team, and we see that around culture change. Sometimes you’ve got to acknowledge that it was not an equitable environment, but whatever the worker, everyone in that room is bringing that pass with them. So again, making it discussable and using it as the jumping off place is where we advise people to start.

Then you’ve earned the right to talk about the change mandate, which we suggest using clear and compelling language about the why. “This is what happened, this is where we are, this is the good and the bad of it, and here’s the case for change.”

And then the last part, which is to describe a rigorous and optimistic way forward. It’s a simple past, present, future arc, which will be familiar to human beings. We love stories as human beings. It’s among the most powerful currency we have to make sense of the world.

CURT NICKISCH: Yeah. Chronological is a pretty powerful order.

ANNE MORRISS: Right. But again, the change leaders we see really get it right, are investing an incredible amount of time into the storytelling part of their job. Ursula Burns, the Head of Xerox is famous for the months and years she spent on the road just telling the story of Xerox’s change, its pivot into services to everyone who would listen, and that was a huge part of her success.

CURT NICKISCH: So Friday or your fifth step, you end with empowering teams and removing roadblocks. That seems obvious, but it’s critical. Can you dig into that a little bit?

ANNE MORRISS: Yeah. Friday is the fun day. Friday’s the release of energy into the system. Again, you’ve now earned the right to go fast. You have a plan, you’re pretty confident it’s going to work. You’ve told the story of change the organization, and now you get to sprint. So this is about really executing with urgency, and it’s about a lot of the tactics of speed is where we focus in the book. So the tactics of empowerment, making tough strategic trade-offs so that your priorities are clear and clearly communicated, creating mechanisms to fast-track progress. At Etsy, CEO Josh Silverman, he labeled these projects ambulances. It’s an unfortunate metaphor, but it’s super memorable. These are the products that get to speed out in front of the other ones because the stakes are high and the clock is sticking.

CURT NICKISCH: You pull over and let it go by.

ANNE MORRISS: Yeah, exactly. And so we have to agree as an organization on how to do something like that. And so we see lots of great examples both in young organizations and big complex biotech companies with lots of regulatory guardrails have still found ways to do this gracefully.

And I think we end with this idea of conflict debt, which is a term we really love. Leanne Davey, who’s a team scholar and researcher, and anyone in a tech company will recognize the idea of tech debt, which is this weight the organization drags around until they resolve it. Conflict debt is a beautiful metaphor because it is this weight that we drag around and slows us down until we decide to clean it up and fix it. The organizations that are really getting speed right have figured out either formally or informally, how to create an environment where conflict and disagreements can be gracefully resolved.

CURT NICKISCH: Well, let’s talk about this speed more, right? Because I think this is one of those places that maybe people go wrong or take too long, and then you lose the awareness of the problem, you lose that urgency. And then that also just makes it less effective, right? It’s not just about getting the problem solved as quickly as possible. It’s also just speed in some ways helps solve the problem.

ANNE MORRISS: Oh, yeah. It really is the difference between imagining the change you want to lead and really being able to bring it to life. Speed is the thing that unlocks your ability to lead change. It needs a foundation, and that’s what Monday through Thursday is all about, steps one through four, but the finish line is executing with urgency, and it’s that urgency that releases the system’s energy, that communicates your priorities, that creates the conditions for your team to make progress.

CURT NICKISCH: Moving fast is something that entrepreneurs and tech companies certainly understand, but there’s also this awareness that with big companies, the bigger the organization, the harder it is to turn the aircraft carrier around, right? Is speed relative when you get at those levels, or do you think this is something that any company should be able to apply equally?

ANNE MORRISS: We think this applies to any company. The culture really lives at the level of team. So we believe you can make a tremendous amount of progress even within your circle of control as a team leader. I want to bring some humility to this and careful of words like universal, but we do think there’s some universal truths here around the value of speed, and then some of the byproducts like keeping fantastic people. Your best people want to solve problems, they want to execute, they want to make progress and speed, and the ability to do that is going to be a variable in their own equation of whether they stay or they go somewhere else where they can have an impact.

CURT NICKISCH: Right. They want to accomplish something before they go or before they retire or finish something out. And if you’re able to just bring more things on the horizon and have it not feel like it’s going to be another two years to do something meaningful.

ANNE MORRISS: People – I mean, they want to make stuff happen and they want to be around the energy and the vitality of making things happen, which again, is also a super infectious phenomenon. One of the most important jobs of a leader, we believe, is to set the metabolic pace of their teams and organizations. And so what we really dig into on Friday is, well, what does that look like to speed something up? What are the tactics of that?

CURT NICKISCH: I wonder if that universal truth, that a body in motion stays in motion applies to organizations, right? If an organization in motion stays in motion, there is something to that.

ANNE MORRISS: Absolutely.

CURT NICKISCH: Do you have a favorite client story to share, just where you saw speed just become a bit of a flywheel or just a positive reinforcement loop for more positive change at the organization?

ANNE MORRISS: Yeah. We work with a fair number of organizations that are on fire. We do a fair amount of firefighting, but we also less dramatically do a lot of fire prevention. So we’re brought into organizations that are working well and want to get better, looking out on the horizon. That work is super gratifying, and there is always a component of, well, how do we speed this up?

What I love about that work is there’s often already a high foundation of trust, and so it’s, well, how do we maintain that foundation but move this flywheel, as you said, even faster? And it’s really energizing because often there’s a lot of pent-up energy that… There’s a lot of loyalty to the organization, but often it’s also frustration and pent-up energy. And so when that gets released, when good people get the opportunity to sprint for the first time in a little while, it’s incredibly energizing, not just for us, but for the whole organization.

CURT NICKISCH: Anne, this is great. I think finding a way to solve problems better but also faster is going to be really helpful. So thanks for coming on the show to talk about it.

ANNE MORRISS:  Oh, Curt, it was such a pleasure. This is my favorite conversation. I’m delighted to have it anytime.

HANNAH BATES: That was entrepreneur, leadership coach, and author Anne Morriss – in conversation with Curt Nickisch on HBR IdeaCast.

We’ll be back next Wednesday with another hand-picked conversation about business strategy from Harvard Business Review. If you found this episode helpful, share it with your friends and colleagues, and follow our show on Apple Podcasts, Spotify, or wherever you get your podcasts. While you’re there, be sure to leave us a review.

When you’re ready for more podcasts, articles, case studies, books, and videos with the world’s top business and management experts, you’ll find it all at HBR.org.

This episode was produced by Mary Dooe, Anne Saini, and me, Hannah Bates. Ian Fox is our editor. Special thanks to Rob Eckhardt, Maureen Hoch, Erica Truxler, Ramsey Khabbaz, Nicole Smith, Anne Bartholomew, and you – our listener. See you next week.

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• \mathrm{Kira\:went\:for\:a\:drive\:in\:her\:new\:car.\:She\:drove\:for\:142.5\:miles\:at\:a\:speed\:of\:57\:mph.\:For\:how\:many\:hours\:did\:she\:drive?}
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“Problem-Solving” Or “Problem Solving”? Learn If It Is Hyphenated

Is it problem-solving or problem solving? Hyphenation rules seem to be a little confusing when you’re first picking up a language. Don’t worry, though. They’re not nearly as complicated as the language may have led you to believe!

Problem-Solving Or Problem Solving – Hyphenated Or Not?

When we discuss the problem-solving hyphen rule, we learn that problem-solving is hyphenated when used to modify a noun or object in a sentence. We keep the two words separated when using them as their own noun and not modifying anything else in the sentence.

Examples Of When To Use “Problem-Solving”

Now that we’re into the whole debate of problem-solving vs problem solving, let’s look through some examples of how we can use “problem-solving” with a hyphen. As stated above, we use “problem-solving” when modifying a noun or object in a sentence. It’s the most common way to write “problem-solving.” Even the spelling without a hyphen is slowly being pushed out of common language use!

• This is a problem-solving class.
• I hold a problem-solving position at my workplace.
• My manager put me in charge of the problem-solving accounts.
• They say I have a problem-solving mind.
• We’re known as problem-solving children.

Examples Of When To Use “Problem Solving”

Though much less common to be seen written as a phrase noun, it is still worth mentioning. It’s grammatically correct to use “problem solving” at the end of a sentence or clause without a hyphen. However, as we stated above, many people are beginning to prefer the ease of sticking to the hyphenated spelling, meaning that it’s slowly phasing out of existence even in this form.

• I’m good at problem solving.
• This requires a lot of problem solving.
• We are all trained in problem solving.
• My job asks for problem solving.
• Did you say you were good at problem solving?

Is Problem-Solving Hyphenated AP Style?

Have you had a look through the rules in the AP stylebook before? Even if you haven’t, there’s a good explanation for hyphens there. As we stated above, we use hyphens when linking close words that modify a noun or object in a sentence. They’re used to help a reader better understand what is going on through the modification of the clause.

Should I Capitalize “Solving” In The Word “Problem-Solving”?

The question of “is problem-solving hyphenated” was answered, but now we’ve got a new question. What happens to capitalization rules when we add a hyphen to a title. It depends on your own title choices, so let’s look a little further into the three potential options. The first option capitalizes only the first word and any proper nouns in a title. In this case, neither word in “problem-solving” is capitalized.

The second option capitalizes all words except for short conjunctions, short prepositions, and articles. In this case, you will always capitalize “problem” but always leave “solving” uncapitalized. The final option capitalizes every single word in a title. No matter what, you’ll capitalize both words in “problem-solving” when using this style to write your titles.

Does The Rule Also Apply To “Problem Solver” Vs “Problem-Solver”?

The same rule does apply when we use “problem solver” instead of “problem solving.” However, it’s not often that we’ll see a “problem-solver” modifying a noun or object (unless it’s a problem-solver robot or something). So, it’s most likely you’ll write “problem solver.”

Alternatives To “Problem-Solving”

If you’re still struggling with the hyphen rule of whether it’s problem solving or problem-solving, there’s one last thing we can help you with. We can give you some alternatives that have the same meanings but don’t require a hyphen. This way, you can be safe in your own knowledge without having to worry about getting the rules wrong.

• interpretive

Quiz – Problem-Solving Or Problem Solving?

We’ll finish with a quiz to see how much you’ve learned from this article. The answers are all multiple choice, so you should have a blast with them! We’ll include the answers at the end to reference as well.

• I’ve been told that I’m good at (A. problem-solving / B. problem solving).
• I hold my (A. problem-solving / B. problem solving) skills close to my heart.
• We aren’t great at (A. problem-solving / B. problem solving).
• These are all the best (A. problem-solving / B. problem solving) subjects.
• Can we have a go at a (A. problem-solving / B. problem solving) puzzle?

Quiz Answers

Martin holds a Master’s degree in Finance and International Business. He has six years of experience in professional communication with clients, executives, and colleagues. Furthermore, he has teaching experience from Aarhus University. Martin has been featured as an expert in communication and teaching on Forbes and Shopify. Read more about Martin here .

• Full time or Full-time? Learn if “Full time” is hyphenated
• “Well written” or “Well-written”? Learn If “Well written” Is Hyphenated
• “On-Time” Or “On Time”? Learn If “On Time” Is Hyphenated
• Year round or Year-round? (Hyphen Rule Explained)