fault finding and problem solving

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Professional fault finding: key strategies & techniques, keylinkdiagno.

• February 15, 2024
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In various industries and professions, the ability to diagnose and resolve faults efficiently and effectively is a critical skill set. Whether you work in technology, engineering, automotive, or any other field that involves complex systems, mastering the art of professional fault finding is indispensable. This article explores the essence of fault finding, key strategies, and techniques to enhance your troubleshooting prowess.

Understanding Professional Fault Finding

Professional fault finding is the systematic process of identifying, isolating, and rectifying issues within systems or processes. It requires a combination of technical knowledge, analytical thinking, and practical problem-solving skills. Faults can manifest in various forms, including malfunctions, errors, anomalies, or deviations from expected behaviour.

Key Strategies for Effective Fault Finding

• System Understanding: Develop a comprehensive understanding of the system or process under investigation. Familiarise yourself with its components, functions, and interdependencies.
• Diagnostic Tools: Utilise appropriate diagnostic tools and instruments to aid in fault detection and analysis. These may include software debugging tools, multimeters, oscilloscopes, or specialised testing equipment depending on the nature of the system.
• Structured Approach: Adopt a structured approach to fault finding, starting with gathering information about symptoms, conducting preliminary tests, and narrowing down potential causes through systematic elimination.
• Documentation: Maintain detailed documentation throughout the fault finding process, including observations, test results, and actions taken. Clear documentation aids in tracking progress and facilitates knowledge transfer within teams.
• Collaboration: Collaborate with colleagues, subject matter experts, or online communities to leverage collective knowledge and brainstorm potential solutions. Sometimes, fresh perspectives can uncover insights that lead to breakthroughs in fault resolution.
• Root Cause Analysis: Prioritise identifying the root cause(s) of faults rather than solely addressing symptoms. Root cause analysis helps prevent recurrence and fosters continuous improvement.

Effective Techniques for Professional Fault Finding

• Divide and Conquer: Break down complex systems into smaller subsystems or components to isolate the source of the fault. This approach simplifies the problem-solving process and facilitates targeted troubleshooting.
• Fault Injection: Intentionally introduce controlled faults or stimuli into the system to observe its response. Fault injection techniques help uncover vulnerabilities and weaknesses that may remain undetected under normal operating conditions.
• Comparative Analysis: Compare the behaviour of the faulty system with that of a known working system or reference model. Discrepancies between expected and observed behaviour can provide valuable clues about the nature and location of the fault.
• Regression Testing: Conduct regression testing to verify that recent changes

have not introduced new faults or unintended side effects. Regression testing involves re-running tests on previously validated functionality to ensure ongoing system integrity.

• Pattern Recognition: Develop the ability to recognise recurring patterns or common issues within systems. Familiarity with typical failure modes and patterns can streamline the fault finding process by guiding initial investigation efforts.
• Simulation and Modelling: Use simulation software or mathematical models to simulate system behaviour under different conditions. Simulations enable virtual experimentation and hypothesis testing without risking damage to physical components.
• Data Logging and Analysis: Implement data logging mechanisms to capture real-time data and events within the system. Analyse logged data to identify patterns, trends, or anomalies that may correlate with observed faults.
• Critical Thinking: Cultivate critical thinking skills to question assumptions, challenge conventional wisdom, and explore alternative hypotheses. An open-minded approach to problem solving expands the scope of potential solutions and enhances creativity.

Professional fault finding is both a science and an art, requiring a blend of technical expertise, methodical approach, and creative problem solving. By embracing key strategies and techniques outlined in this article, you can sharpen your fault finding capabilities and become adept at resolving even the most challenging issues. Remember, successful fault finding is not just about fixing problems; it’s about understanding systems deeply and continuously improving processes to prevent future occurrences. With practice and perseverance, you can master the art of professional fault finding and become a valuable asset in any industry or profession.

In summary, professional fault finding is a critical skill in various industries and requires a systematic approach, effective strategies, and practical techniques for optimal problem resolution. By mastering the art of fault finding, individuals can enhance their troubleshooting prowess and contribute to improved system reliability, efficiency, and performance.

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7 Powerful Problem-Solving Root Cause Analysis Tools

The first step to solving a problem is to define the problem precisely. It is the heart of problem-solving.

Root cause analysis is the second important element of problem-solving in quality management. The reason is if you don't know what the problem is, you can never solve the exact problem that is hurting the quality.

Manufacturers have a variety of problem-solving tools at hand. However, they need to know when to use which tool in a manner that is appropriate for the situation. In this article, we discuss 7 tools including:

• The Ishikawa Fishbone Diagram (IFD)
• Pareto Chart
• Failure Mode and Effects Analysis (FMEA)
• Scatter Diagram
• Affinity Diagram
• Fault Tree Analysis (FTA)

1. The Ishikawa Fishbone Diagram IFD

The model introduced by Ishikawa (also known as the fishbone diagram) is considered one of the most robust methods for conducting root cause analysis. This model uses the assessment of the 6Ms as a methodology for identifying the true or most probable root cause to determine corrective and preventive actions. The 6Ms include:

• Measurement,
• Mother Nature- i.e., Environment

Related Training: Fishbone Diagramming

2. Pareto Chart

The Pareto Chart is a series of bars whose heights reflect the frequency or impact of problems. On the Chart, bars are arranged in descending order of height from left to right, which means the categories represented by the tall bars on the left are relatively more frequent than those on the right.

Related Training: EFFECTIVE INVESTIGATIONS AND CORRECTIVE ACTIONS (CAPA) Establishing and resolving the root causes of deviations, problems and failures

This model uses the 5 Why by asking why 5 times to find the root cause of the problem. It generally takes five iterations of the questioning process to arrive at the root cause of the problem and that's why this model got its name as 5 Whys. But it is perfectly fine for a facilitator to ask less or more questions depending on the needs.

Related training: Accident/Incident Investigation and Root Cause Analysis

4. Failure Mode and Effects Analysis (FMEA)

FMEA is a technique used to identify process and product problems before they occur. It focuses on how and when a system will fail, not if it will fail. In this model, each failure mode is assessed for:

• Severity (S)
• Occurrence (O)
• Detection (D)

A combination of the three scores produces a risk priority number (RPN). The RPN is then provided a ranking system to prioritize which problem must gain more attention first.

Related Training: Failure Mode Effects Analysis

5. Scatter Diagram

A scatter diagram also known as a scatter plot is a graph in which the values of two variables are plotted along two axes, the pattern of the resulting points revealing any correlation present.

To use scatter plots in root cause analysis, an independent variable or suspected cause is plotted on the x-axis and the dependent variable (the effect) is plotted on the y-axis. If the pattern reflects a clear curve or line, it means they are correlated. If required, more sophisticated correlation analyses can be continued.

Related Training: Excel Charting Basics - Produce Professional-Looking Excel Charts

6. Affinity Diagram

Also known as KJ Diagram, this model is used to represent the structure of big and complex factors that impact a problem or a situation. It divides these factors into small classifications according to their similarity to assist in identifying the major causes of the problem.

7. Fault Tree Analysis (FTA)

The Fault Tree Analysis uses Boolean logic to arrive at the cause of a problem. It begins with a defined problem and works backward to identify what factors contributed to the problem using a graphical representation called the Fault Tree. It takes a top-down approach starting with the problem and evaluating the factors that caused the problem.

Finding the root cause isn't an easy because there is not always one root cause. You may have to repeat your experiment several times to arrive at it to eliminate the encountered problem. Using a scientific approach to solving problem works. So, its important to learn the several problem-solving tools and techniques at your fingertips so you can use the ones appropriate for different situations.

ComplianceOnline Trainings on Root Cause Analysis

P&PC, SPC/6Sigma, Failure Investigation, Root Cause Analysis, PDCA, DMAIC, A3 This webinar will define what are the US FDA's expectation for Production and Process Control / Product Realization, the use of statistical tehniques, 6 sigma, SPC, for establishing, controlling , and verifying the acceptability of process capability and product characteristics, product acceptance or validation and other studies. Non-conformance, OOS, deviations Failure Investigations, and Root Cause Analysis, PDCA, DMAIC, and similar project drivers to improvement, A# and similar dash boards.

Accident/Incident Investigation and Root Cause Analysis If a major workplace injury or illness occurred, what would you do? How would you properly investigate it? What could be done to prevent it from happening again? A properly executed accident/incident investigation drives to the root causes of the workplace accident to prevent a repeat occurrence. A good accident/incident investigation process includes identifying the investigation team, establishing/reviewing written procedures, identifying root causes and tracking of all safety hazards found to completion.

Root Cause Analysis - The Heart of Corrective Action This presentation will explain the importance of root cause analysis and how it fits into an effective corrective and preventive action system. It will cover where else in your quality management system root cause analysis can be used and will give examples of some of the techniques for doing an effective root cause analysis. Attendees will learn how root cause analysis can be used in process control.

Addressing Non-Conformances using Root Cause Analysis (RCA) RCA assumes that systems and events are interrelated. An action in one area triggers an action in another, and another, and so on. By tracing back these actions, you can discover where the issue started and how it grew into the problem you're now facing.

Introduction to Root Cause Investigation for CAPA If you have reoccurring problems showing up in your quality systems, your CAPA system is not effective and you have not performed an in-depth root cause analysis to be able to detect through proper problem solving tools and quality data sources, the true root cause of your problem. Unless you can get to the true root cause of a failure, nonconformity, defect or other undesirable situation, your CAPA system will not be successful.

Root Cause Analysis and CAPA Controls for a Compliant Quality System In this CAPA webinar, learn various regulations governing Corrective and Preventive Actions (CAPA) and how organization should collect information, analyze information, identify, investigate product and quality problems, and take appropriate and effective corrective and/or preventive action to prevent their recurrence.

Root Cause Analysis for CAPA Management (Shutting Down the Alligator Farm) Emphasis will be placed on realizing system interactions and cultural environment that often lies at the root of the problem and prevents true root cause analysis. This webinar will benefit any organization that wants to improve the effectiveness of their CAPA and failure investigation processes.

Root Cause Analysis for Corrective and Preventive Action (CAPA) The Quality Systems Regulation (21 CFR 820) and the Quality Management Standard for Medical Devices (ISO 13485:2003), require medical device companies to establish and maintain procedures for implementing corrective and preventive action (CAPA) as an integral part of the quality system.

Strategies for an Effective Root Cause Analysis and CAPA Program This webinar will provide valuable assistance to all regulated companies, a CAPA program is a requirement across the Medical Device, Diagnostic, Pharmaceutical, and Biologics fields. This session will discuss the importance, requirements, and elements of a root cause-based CAPA program, as well as detailing the most effective ways to determine root cause and describing the uses of CAPA data.

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Techniques for Fault Finding in Mechanical Engineering

• Mechanical Engineering

In mechanical engineering, it’s really important to quickly find and fix problems in machines and systems. This keeps everything running smoothly and safely. Fault finding, also known as diagnostic engineering, uses different methods to spot issues.

Starting with a visual check can reveal clear problems like damage or cracks. Listening for unusual noises or checking for weird vibrations can point out hidden troubles. Using thermal cameras helps us see hot spots caused by too much friction or electrical issues without taking the machine apart.

Plus, computers now help engineers by watching for problems and analyzing data in real-time. By combining these methods, engineers have a strong set of tools for finding faults, which helps the industry grow and stay strong.

Visual Inspection Methods

Visual inspection is a key tool for engineers to spot problems on the surfaces of machines and parts. By looking closely at the equipment, they can find issues like rust, parts that don’t line up, wear and tear, and changes in shape. To do this well, they use precise measuring tools like micrometers and vernier calipers to check sizes and see how they match up with the design plans.

They also use high-tech cameras, like borescopes, which make it possible to see inside areas that are usually hidden. It’s really important to be careful and detailed when doing visual inspections. This careful checking is a vital way to stop failures before they happen and to keep machines running well.

For example, imagine an engineer using a vernier caliper to measure the width of a machine part. If they find that it’s not as wide as it should be, this could be a sign that the part is wearing out and might break soon. By catching this early, the company can replace the part before it causes the machine to fail, saving time and money.

This is why visual inspection is such an important step in maintaining mechanical systems.

Vibration Analysis Techniques

Mechanical engineers often use vibration analysis to spot problems in machines. They look at how often, how strong, and what kind of shaking (vibration) is happening. This is key to figuring out what might go wrong before it actually does, and to find out what’s already wrong. They compare the shaking they measure with what’s considered normal, using high-tech tools like accelerometers and data collectors. If something doesn’t match up, it could mean there’s a problem, like parts not lining up right, wear and tear, or even damage to the structure.

They do a detailed check of the vibration frequencies, using a technique called Fast Fourier Transform (FFT). FFT breaks down the complex shaking signals into simple parts. This is important because it helps understand the condition of important machine parts like bearings, gears, and spinning parts (rotors). Engineers look carefully at the vibration patterns to figure out what’s wrong. For example, a special method called envelope signal processing is used to find bearing problems with great accuracy.

To help provide context through specific examples, imagine an engineer noticing a consistent, unusual whirring sound in a machine. They might use FFT to find out that the noise is caused by a specific frequency that shouldn’t be there. This could suggest a bearing is starting to fail. By catching this early, they can replace the bearing before it causes a bigger problem or a complete machine breakdown.

Acoustic Monitoring Procedures

After looking at vibration analysis, let’s talk about a different method to spot problems in machines called acoustic monitoring. This process is like using your ears to figure out what’s wrong with a machine by catching unusual noises that shouldn’t be there. Engineers use special tools that can hear very high-pitched sounds, which our ears can’t usually pick up. These sounds might tell us about small issues like parts rubbing the wrong way, hitting each other, or even tiny leaks.

To make sense of these high-pitched noises, engineers break them down using computer software that analyzes sound patterns. This way, they can figure out exactly what’s going wrong inside the machine. Regularly checking the sounds that machines make helps find problems before they get big, which means the machines can be fixed before they break down and cause unexpected work stoppages. This kind of maintenance planning is a smart way to keep machines running smoothly for a long time.

Thermal Imaging Applications

Thermal imaging is a key tool for finding problems in mechanical engineering. It uses infrared cameras to show heat differences in machines, which helps spot issues like parts that are too hot, not lined up right, or not oiled enough. These heat patterns can show where a machine might fail before it actually breaks down.

When technicians use thermal imaging, they can see even tiny temperature changes that could cause big problems later. This helps them fix things before they get worse, which makes machines last longer and work better. By using thermal imaging regularly, maintenance teams can keep machines running smoothly and avoid unexpected downtime.

In short, thermal imaging is like giving a machine a health check-up. It finds hidden problems by looking at heat, which can save time and money by preventing breakdowns. It’s a smart way to keep an eye on machines and make sure they’re in good working order.

Computer-Aided Diagnostic Tools

Computer-aided diagnostic tools give us a detailed look into machinery health by using data and smart programs to spot issues. They collect information from sensors and use complex math to find signs of trouble that could lead to breakdowns. These systems use methods like checking vibrations, listening to sounds, and testing oil to match what they see with past data and common problems. This helps them find problems accurately and guess what might go wrong before it happens, which means machines can be fixed before they break down.

As these tools learn from the data over time, they get even better at noticing faults. This is crucial because it helps prevent costly stops in work and makes machines last longer.

For instance, a tool like the Fluke 3563 Analysis Vibration Sensor can catch tiny shifts in equipment vibrations, warning you about issues before they turn into big problems. This kind of technology is key in keeping factories running smoothly and avoiding sudden machine failures that can disrupt production and cost a lot of money to fix.

To sum up, using different methods to find and fix problems in mechanical engineering is very important. When you look at something carefully, listen to its sounds, use special cameras to see heat, and have computer programs help you, you can spot and solve issues more accurately and quickly. These techniques are key because they help machines last longer, mean less time when they’re not working, and make things safer for everyone. This all leads to mechanical systems that we can rely on and that are good for the long term.

Let’s take a closer look at why this matters. For example, vibration analysis can pick up tiny changes in how a machine moves, which might mean there’s a problem starting. By catching this early, a mechanic can fix the machine before it breaks down, saving time and money. Or, thermal imaging can reveal hot spots in equipment that are invisible to the naked eye, pointing out areas that need cooling or where the insulation might be failing. This not only prevents accidents but also helps in maintaining the equipment better.

Using these tools together is like having a team of detectives, each with a special skill that, when combined, solves the puzzle of what’s going wrong with the machinery. This approach keeps things running smoothly and safely, which is exactly what we want in mechanical engineering.

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Introduction to Failure Analysis and Prevention

• Technical Article---Peer-Reviewed
• Published: 20 February 2022
• Volume 22 , pages 9–41, ( 2022 )

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• Roch J. Shipley 1 ,
• Brett A. Miller 2 &
• Ronald J. Parrington 3  

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This article briefly introduces the concepts of failure analysis, including root-cause analysis (RCA), and the role of failure analysis as a general engineering tool for enhancing product quality and failure prevention. It initially provides definitions of failure on several different levels, followed by a discussion on the role of failure analysis and the appreciation of quality assurance and user expectations. Systematic analysis of equipment failures reveals physical root causes that fall into one of four fundamental categories: design, manufacturing/installation, service, and material, which are discussed in the following sections along with examples. The tools available for failure analysis are then covered. Further, the article describes the categories of mode of failure: distortion or undesired deformation, fracture, corrosion, and wear. It provides information on the processes involved in RCA and the charting methods that may be useful in RCA and ends with a description of various factors associated with failure prevention.

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The Failure Analysis Process—An Overview

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Engineering Analysis of Failure: A Determination of Cause Method

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Failure Analysis: Case Studies

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Acknowledgments

This article was revised from J.J. Scutti and W.J. McBrine, “Introduction to Failure Analysis and Prevention,” Failure Analysis and Prevention , Volume 11, ASM Handbook , ASM International, 2002, p 3–23. The authors gratefully acknowledge the contribution of Mr. Joe Epperson, FASM, National Transportation Safety Board, Retired, to the section “Failure Definitions” in this article.

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© 2021 ASM International. This article is reprinted with permission from Failure Analysis and Prevention, Vol 11, 2021 ed., ASM Handbook , Brett A. Miller, Roch J. Shipley, Ronald J. Parrington, and Daniel P. Dennies, editors, ASM International, 2021, p 3–24, https://doi.org/10.31399/asm.hb.v11.a0006753 .

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Shipley, R.J., Miller, B.A. & Parrington, R.J. Introduction to Failure Analysis and Prevention. J Fail. Anal. and Preven. 22 , 9–41 (2022). https://doi.org/10.1007/s11668-021-01324-2

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• Professional commitment - For Incorporated and Chartered Engineers: ‘Demonstrate a personal commitment to professional standards, recognising obligations to society, the profession and the environment’

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• CPD Hours: 14
• UK-Spec: B, C, E

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Engineering projects come in all shapes and sizes and require a variety of skills to your projects on track and within budget, often whilst managing multiple projects at the same time.

6 hour course

Mechanical testing techniques

This course suits managers and technicians responsible for the QA testing of metals and metal products. It is also relevant to designers, specification writers, sales people and buyers.

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Principles of commissioning

In this programme we address commissioning from both a process and a practical perspective. We draw on the real-life experience of the course tutor and on established good working practice. The programme explores the fundamental principles of commissioning.

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Fault finding techniques: Introduction

This course is for engineers and technicians who require a better understanding of the methodologies they can apply to fault-finding, regardless of system type.

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This programme is suitable for engineers at all levels.

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Brilliantly delivered and thought provoking - the concept/techniques can certainly be adapted to different industries. Chiew Seng Chung BP

Mapped against UK- SPEC competencies: B , C and E

• Design and development of processes, systems, services and products - For Chartered Engineers: ‘Apply appropriate theoretical and practical methods to the analysis and solution of mechanical engineering problems’ For Incorporated Engineers ‘Apply appropriate theoretical and practical methods to design, develop, manufacture, construct commission, operate, maintain, decommission and re-cycle mechanical engineering processes, systems, services and products’
• Responsibility, management or leadership - For Incorporated and Chartered Engineers: 'Provide Technical and commercial leadership’
• Professional commitment - For Incorporated and Chartered Engineers: ‘Demonstrate a personal commitment to professional standards, recognising obligations to society, the profession and the environment’

In-house and bespoke training

Tell us your team's CPD needs and we'll come to you with a specialised training programme, customised for your engineering sector. Contact our advisors if you need help finding the most appropriate training for your team.

• [email protected]
• + 44 (0)20 7304 6907
• Enquire Now

At a glance

• Duration: 2 days
• CPD Hours: 14
• UK-Spec: B, C, E

Need some help?

Contact us if you have any questions about our training courses.

• +44 (0)20 7304 6907

Terms & conditions of booking IMechE training

Offers and bundles

A range of options to help you maximise your training budget.

Related courses

Qualification

Managing engineering projects

Engineering projects come in all shapes and sizes and require a variety of skills to your projects on track and within budget, often whilst managing multiple projects at the same time.

6 hour course

Mechanical testing techniques

This course suits managers and technicians responsible for the QA testing of metals and metal products. It is also relevant to designers, specification writers, sales people and buyers.

1 day course

Principles of commissioning

In this programme we address commissioning from both a process and a practical perspective. We draw on the real-life experience of the course tutor and on established good working practice. The programme explores the fundamental principles of commissioning.

Train your team

Tell us your team’s development needs and we’ll come to you with a specialised training programme, customised for your organisation.

What options are available?

• Off the shelf – we can deliver any of our training courses at your chosen location, providing you with a cost-effective and efficient solution
• Tailored courses – our personalised programmes can help you work through issues specific to your team or sector and equip you with the practical tools you need to move forward
• Blended programmes – we use a range of delivery methods, development subjects and performance resources to ensure your team have the knowledge and skills they need to help your business thrive

More about in-house and tailored training .

Request a Training catalogue

Discover the most extensive series of professional development courses for engineers who are committed to shaping the future of our sector.

Some of the companies we've worked with

Our training acumen

• Over 30 years of experience delivering training
• More than 200 courses designed for engineers
• Over 10,000 engineers trained each year
• Trusted by over 800 companies
• Business solutions delivered in 48 countries

Average customer rating: 4.75 out of 5

Get in touch

Get in touch if you need help finding the right course, or qualification, for you or your team.

• Request a brochure

~ Thame and Harwell Electrician 07887575700

Fault Finding and Problem Solving

Faults may occur due to decaying wiring, damage from stress, DIY activity, external influences such as water or heat – either way tracing a problem can be tricky and complex, and once found it needs to be rectified and re-tested – Not something to attempt yourself as more problems might be introduced. We have the test equipment and experience to help.

TEST MEASURING FUNCTIONS / REQUIREMENTS

• Automatic loop evaluation: built-in loop impedance tables allow automatic evaluation of the loop resistance compared to the regulations
• Tip commander: unit comes complete with a tip-commander for continuity and insulation testing.
• Online voltage monitoring: monitors all 3 voltages in real-time.
• Upgradeable: if changes occur to the regulations, changes can be made to the firmware to keep the unit up to date.
• Polarity swap: automatic polarity reversal on continuity test.
• Insulation range: wide range of insulation test voltages from 100 V to 1000 V, reading up to 1000 MΩ.
• TripLock function: Zs (RCD) function performs a loop test without tripping the RCD/RCBO.
• Multi-system testing: tests on TT,  TN, IT and 110 V systems.
• RCD auto: automated RCD testing reduces circuit test time.
• Phase sequence test: required by BS7671:2008 17th Edition.

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Article • 9 min read

Stop Playing the "Blame Game"

Finding solutions, not fault.

By the Mind Tools Content Team

Imagine you're heading up an important project. The deadline is looming, but the work is going to be delayed and your boss wants to know why.

You and your team are asked to explain yourselves and, before you know it, the "blame game" begins. The discussion goes round in circles as you try to figure out who's at fault, and why.

Wasting time pointing fingers, rather than looking for solutions, is a common occurrence but it's far from constructive.

In this article, we explore what the blame game is, how to stop it once it's started, and how you can avoid it in the first place.

What Is the Blame Game?

When something goes wrong and we feel threatened, it's natural to want to defend ourselves against any repercussions. We might find ourselves scapegoating or trying to shift the blame elsewhere.

We may try to distance ourselves from a problem, fearing that taking responsibility for errors or mistakes could harm our careers or make us look bad.

But this approach doesn't solve anything. Shifting the blame won't help you to meet that deadline, and it doesn't fix the problem that caused the delay.

Sometimes it's all too obvious when a team is playing a blame game. But it can happen in more subtle ways, too.

Here are some warning signs to watch out for:

• Exclusion : one or two people in the team are regularly excluded or marginalized. They may be "weaker" than the others (either in character or position), or absent from the discussion.
• "Finger pointing" : team members find fault within the group. For example, "Jack was supposed to check those figures before the presentation."
• Denial : people deny responsibility or come up with excuses. They may make comments such as, "That's nothing to do with me, no one showed that information to me!"
• Negativity : no solution is identified to fix the issue at hand. Instead, people become fixated on finding fault. They struggle to move forward and only focus on the negative.

The Impact of Blame

Blaming others can have a detrimental effect on morale and performance. Team members may feel belittled or humiliated if they're pinpointed for blame – especially if it's not their fault. (Our article, Dealing With Unfair Criticism , offers advice on how to respond if you're singled out in this way.)

A culture of blame may also lead to individuals or teams being scapegoated when the real problem may lie elsewhere, or have a number of causes. It's easier to blame someone in another department or building than it is to point the finger at someone you sit with every day.

Over time, this type of scapegoating may even perpetuate bias or prejudice, or lead to accusations of discrimination . Also, it can damage the integrity of other team members who witness it, especially if they do nothing to stop it.

"Passing the buck" can deplete trust with customers and suppliers, and give your organization a bad name. Conversations along the lines of, "Well, that's the finance team's fault, not ours, so I can't help you" can make the whole company seem incompetent.

Blame can also stunt creativity and innovation within your organization – if people are afraid to try new things in case they don't work out, this can reduce team and company performance in the longer term.

Finally, some individuals may be prone to accepting blame where it is not warranted. A protective manager, for example, may "take the rap" for someone else's mistake. Or, an individual who's highly self-critical may view everything as their fault, even when it isn't.

Avoiding the blame game doesn't mean "letting things slide" or hoping that a situation will resolve itself. For example, if problems are caused by an individual's sloppy work , lack of effort, or insufficient attention to detail , it's important to address them in the appropriate way. Read our article, Dealing With Poor Performance , to learn more about this.

Failure to tackle issues like these could cause resentment in the rest of the team, allow the same problem to occur again, or mean that other people have to compensate for their colleague's shortcomings.

How to Avoid the Blame Game

Pointing the finger of blame doesn't solve anything. Work together to find a solution instead.

To prevent a culture of blame, it's important to set clear expectations and boundaries for your team.

The following actions can help you to avoid the situation arising in the first place:

• Establish clear responsibilities and accountability . When people know exactly what their responsibilities are, it's harder to blame others when things go awry, and it's less likely to go wrong in the first place. By encouraging personal accountability , and not micromanaging, your team members will retain a sense of ownership over their tasks. You could even consider drawing up a team charter that sets out everyone's expectations and objectives in writing.
• Foster openness . An open and collaborative team will be better equipped to deal with potential problems before they get out of hand. Ask for regular input from your team at meetings (or individually, for people who are less comfortable speaking up in groups). Watch out for groupthink , where people become wary of raising difficult questions for fear of upsetting the status quo.
• Nurture your emotional intelligence and empathy . Even if a colleague is genuinely at fault, there may be other factors to consider. Perhaps they are overstretched, or a family emergency led them to overlook something important. Aim to offer support instead of criticism. If a team member makes a mistake or fails to deliver on a task, they may require coaching, mentoring or training on a specific skill.

In some organizations, avoiding the blame game may require a significant cultural shift. You may not be able to achieve this on your own, but taking small steps to reduce your own tendency to blame, and encouraging others to do the same, can help to drive change.

Changing the Conversation

When team members start to throw blame at one another, things can get out of control. Feelings can be hurt, and relationships can be damaged. So how can you stop a blame game once it's started?

The following steps can help you to bring the team back together and steer the discussion in a more productive direction:

1. Reframe the Situation

Depersonalize the problem and ask, "Where do we go from here?" Focus on actions that the team can take to remedy the situation, rather than analyzing who was at fault. Also, show them how it can be an opportunity to learn and grow.

2. Apologize

If someone has been blamed unfairly, try to get the person or people responsible to apologize . If this isn't possible, you can say sorry on their behalf.

If you are responsible for unfair blame, the best thing to do is to recognize it and make amends by apologizing. Watch for signs of anger or stress, and offer additional support in private if necessary.

3. Talk to the Team

Help your team members to understand why blame is counterproductive, and how it can be avoided in the future. (For more on this, see How to Avoid the Blame Game, above.)

4. Learn From Your Mistakes

Ask the team, " What can we learn from this? " You might identify a breakdown in communication, for example. Focus on processes: explore how you can improve them, and how you can apply these changes to prevent similar issues cropping up in the future.

For more difficult or complex issues, try using Root Cause Analysis or the Five Whys technique to establish the main cause of the problem.

Our articles on After Action Reviews and Sprint Retrospectives in Agile Project Management also offer useful pointers for finding out what went wrong, and why.

When problems arise, playing the "blame game" can cause upset, waste time, and damage team cohesion – and it won't resolve the issue or prevent the error from happening again.

A better approach is to depersonalize the situation, focus on finding the root cause of the problem, and explore what you can learn from your mistakes.

To avoid a culture of blame arising in your team, set clear expectations, encourage personal accountability, and discuss potential problems openly. Show empathy when errors are made, and provide training and coaching where necessary.

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Engineering Management and Fault Finding in Electronics

Created; 05/02/2015, Changed; 09/01/2024, 19/02/2024

Previous page; Beginners guide

Caveat; I don't do all that I say, Or say all that I do, And sometimes I only say what I wish I had done.  Those who do what they say can be imposed on, this is stressful, take care.  We see these things in each other and ourselves, they need to be kept in mind.  In any case, stating the obvious so that everyone is clear is a good strategy - I may say that "I may be stating the obvious but............" Or "this sound's silly but imagine if A could do........" thread may go off on a tangent then someone perhaps of a different discipline will come back with a neat or at least a holding solution for now, and they may not have been going to say.  This method is much more focussed and precise than "Brainstorming" which I find the latter uncomfortably forced and so is inhibiting.

This page is not about managing other people, but it is about managing your own

work and working with the team and using either a logical or a reasoned approach.

Star Trek - Ultimate Computer

A new experimental computer in control turns a war exercise into seeing any spaceship or starship as a real threat and attacks them.  The brilliant designer had woven his personality into the machine, the M5, but he still held anger and fear of being bullied, having been overlooked treated as a nerd when he was younger.

In 2001 A Space Odyssey , HAL is programmed with a conflicting primary directive to both lie and not lie to humans, leading to the computer killing of most of the astronauts.  The basic story is not about HAL but about an alien visiting and guiding life on Earth and the eventual birth of the star child.  In the sequel story the alien starts the process of sowing the seeds of life on Pluto, Discovery is visited two years later and brought back to functioning with HAL running again with the conflicting instruction removed.  The term worm is used to ro ot out the bad program conflict and the book explains that holographic memory was used, which were more examples of the science prediction being spot on then, if wrong now.  With very accurate science prediction, as a documentary, the highest quality of production as you see in all films created by Stanley Kubrick. 

In summary, humans will make bad design decisions if they try to appease conflicting instructions.  Perhaps they will make wicked machines in a culture of fear, hate and cynicism.  But engineers will create the finest work if they work with kindly, inspired people around them.  People will also find excuses to be cynical and do work for profit regardless of ethics, or bully if there is a culture of not standing up to them.  Whether that is wishful thinking I don't know the 1930s Soviet engineering was equal to any, but the professionals worked from camps in cold places.  Slave labour may be productive, though a well researched documentary's theory was that the ancient pyramids in many parts of the world were not built by slaves, but that technology used was very advanced moulding concrete and using solar lenses to melt and moulding granite.  Those ancient Egyptians knew maths often re-invented much later and the builders worked part of a year for a decade or so in comfort.

It is important that when we come up against a problem, we are honest with ourselves in our criticism.  It does not help to avoid criticising our tools, or others either, or to be overly judgmental.  Be constructively critical and work around a problem if necessary.  The real world is of raw materials is not precise by comparison with purchased components and software, solutions come from out of a range of uncertainties.  But you do have to make assumptions that many things are certain, then keep testing those assumptions, changing them as necessary. 

Concentrate on one aspect for a while but periodically break off, reassess your priorities, and work on what becomes the new highest priority also work on some of the low-priority issues periodically rather than neglect them altogether.  Reassess your priorities every two weeks or at a convenient breakpoint.  This is called Pareto analysis, or more commonly summarised as the 70% of the costs of problems are caused by 30% of the problems -  70/30 rule, which fits all sorts of things.  But do not break off to the point that it is prevarication, but do have breaks - you just have to keep your head down and resolve them often.

  List and priorities ;

When doing any task if something comes to mind writing it down.  Creating a list of bullet points.  At this stage do not analyse it but keep the list with the project (Circuit and PCB diagram or software)

As part of analysing your list later, you may choose to discount or add items, or make a more detailed note.

Choice of, What to do with the list;

1. Deal with each item in order they were listed, then put a line through the item or defer for now and skip to the next item.  This is a good approach for managing the work within any project.  Such as software writing or electronics design, and you can add things to the list as you review it.

2. Priorities items Pareto analysis.  This is a strategy for managing your work priorities.  Every two weeks or at a convenient time, create a list of things to do.  Then priorities the items and switch to the most important item and work on that.  Not forgetting to do some work on the low priority items sometimes.  

3. Plan as far as you can see.  That might mean your end point is very imprecise early on, but that will improve with as the project is developed. 

The list (1) can get very long so that many items are not dealt with and are almost forgotten.  That is fine, but occasionally you need to go right to the beginning of the list and review it.

Half-split fault-finding strategy -

A system with a fault is first splitting in half,

Each half is tested to see which half the fault exists in,

Then the half of the system with the fault is split again repeatedly until the fault is isolated.

Always keep an eye on the whole system, and back-track if necessary.  This is a powerful technique in all decision-making, as well as a test and fault-finding strategy.  The basics which should be done first; Inspect for visible faults, then in the case of electronics, check that the power supply voltages are within tolerance.   One method of Analogue to Digital Conversion is called successive approximation, and that method works similarly, by halving the voltage range in each step in order to measure the input voltage quickly.

Fault Finding in Electronics ; Applied to engineering management methods.

Be aware of your uncertainties

- An absolute certain repair would be ideal.

- But absolute certainty is not possible, does not mean to be less than thorough.

In any case, it is good practice to avoid dismantling and unsoldering anything in order to minimise potential damage.  That is, until you are confident that this is the best step.

S ignal injector; screwdriver that you can touch circuit part to inject mains hum into the audio frequency sections of a circ ui t.  And a crystal earpiece; To listen to the audio sound at various point in the circuit.  I also used oscillators, but the most useful tools are an oscilloscope and a multimeter.

You only need to touch the circuit nodes with the tip of the earpiece, the 0V need not be connected.  

Reasoned approach;

Do some basic functional tests and inspect for obvious damage or common failure such as; heat stressed components, power supply voltages incorrect, cables connectors and other mechanical damage. 

Collect information and make judgements about accuracy and likelihood of the information collected, verbal told or personal observation being accurate or significant. 

Analyse and theorise the cause. 

Based on the theory reasoned; Test some parameters and measure the consequences of changing some parameters or conditions.  Such as apply heat or cold to a specific parts whilst monitoring relevant parameters.

Grabbing at straws (a hunch) is not unreasonable, but can lead to highly enlightening discoveries.  But you do need to sit down in reason and test things.

Repeat until the problem is resolved.  Use strategies such as Pareto analysis to keep track of your priorities.

Procedural approach;

Identify the correct document.

Follow the procedure until a conclusion.

Outcome will be the fault is resolved or the item at fault will be identified for other action. 

This method is used more now with modules replaced, and then the replaced module may be discarded or returned to the manufacturer for repair.  

Methodical approach;

Work through everything, testing and repairing everything found.

This approach may seem like the last resort, but it is worthwhile in all cases where the problem is not clear-cut at first.

Disadvantage is that it is slow can be wasteful but on the way you collect more evidence and discover more possibilities.  See the video above from a science fiction BBC TV series Blake's 7 above.

Ultimately, the fault is resolved, but the key reason is not discovered.  This is a simple, logical solution.  But you will have a list of components that may have been fine but were out of spec.  So were replaced or replaced because a nearby faulty part had had a knock on effect.

You can (should) always start with this approach, then abandon the approach when a theory becomes apparent that can be tested, giving you a quick resolution of the fault.

Practical approach;

Use a form of the procedural or methodical approach to check expediently for common things.  But try to avoid doing things that you can not discover if they were the cause or that will make the problem seemed to go away - this is always a problem but particularly with a methodical approach.

Then proceed with a reasoned approach.

Get a second opinion or talk it through as necessary And switch between strategies.

Another person's approach may be different, depending very much on their temperament.  Consequently, one person can go through a complex set of faults and fix them and another can go down a simple list of solutions in a pressurised situation a deal with that efficiently. 

BBC TV Series Blake's 7 (other side of the coin to Star Trek doing good v ie w of the militaristic hi erarchical F ederation) 

Auto-repair simply goes through everything, in the system, replacing things that are not to spec it does not take any shortcuts, repairing each damaged circuit panel sequ entially taking a minute each .

Understand what motivates ourselves .  If a human is starving that human may most likely kill for food, the next priority is to find shelter and warmth, then sex, Ultimately to when we feel very safe; have empathy.  See http://en.wikipedia.org/wiki/Maslow's_hierarchy_of_needs

Sustainability - In the " Garden of Eden " people mainly live on raw fruit, veg and some insects without harming fish and animals or each other, And in any case nature is abundant and therefore all-for-giving.  Most of us don't live this way and our ethics and ways of life have changed to reflect that, but compassion and fairness in the way we work is good.

This can be applied where a problem arises, Ask for any of these to be considered, they apply even if you are talking to yourself;

Concession in the requirement,

Reassessment of the requirement,

Or reassessment of the system,

Opportunity for improvement arises,

Opportunity for saving arises.

In conclusion make up any list you like but importantly, talk and listen don't just struggle on potentially digging a bigger hole for yourself, you might just need another pair of eyes to look at it.  It is necessary to follow a false direction, back track to another course then back track again occasionally, but now you know better why you are taking this line of development leading to a better final solution.  Later in the development cycle, the cost of making a big change of direction is higher and the decision to pursue such a course of action including abandoning the project needs to be taken at a higher level of management.  It is worthwhile prevaricating and so being more sure of your facts and asking for time before presenting your case.  Still, don't know, and, not sure, could be parts of a reasoned case for change.

My strategy is not always popular, but alternatively can be very much liked.  Once a reasonable cause of action is agreed (keep checking those points) then push until it is carried out.  That is, to make it is easier for the others to do what is reasonable and agreed than be obstructive.  Similar to giving children clear boundary's - adults are different to children, and they can obstruct even after being reasoned with.

Problem-solving by reasoning - Avoid dismantling things but instead test and reason, primarily, to avoid introducing other changes.

Reasoning still involves as a thought process splitting the system, prioritising and testing.  Which includes considering probabilities and theorising.

This process produces a vast number of degrees of grey (suppositions) but the outcome will be a nice feel, robust solution. 

This approach is also necessary when there are many faults or many partially working systems and the half split method does not do it, But you can get you bogged down, so test even the easy to see seemingly apparent things again.  This applies to management or to tangible objects.

People have to be given the freedom to learn their own lessons by making their own mistakes.  Up to a point, of course.  Dog sometimes survive after chasing seagulls at Beachy Head in East Sussex.  It is said that the seagulls stand at the edge of the cliff but fly off just at the last moment when dogs run at them.  Some dogs go over the cliff.

T he Seven S isters, East Sussex.  

M o r e c liff s are behind me and more are ahead, the last one is Beachy Head before Eastbourne.  This is Cookmere Haven.

http://www.dailymail.co.uk/news/article-2528171/We-thought-just-cats-nine-lives-Collie-survives-300ft-cliff-plunge-chasing-seagulls.html

British Engineering is second to none - how come that used to be said?

Self-management & Inspired working

Three examples of understanding of motivation are; The last two examples are systems where workers are self-managed.  The first two examples are from my time a college studying Diploma in Engineering Management.

The Hawthorn experiment in the 1920s USA, - After running many experiments changing the environmental conditions in a factory for a selected group versus the control, the factory.  Whatever was done hot/cold/comfortable, good/poor lighting which cost a few million dollars investigating it was found that the group selected always preformed better, against the control.  The conclusion being that the selected group considered themselves special.

In 2014 (Radio 4) this assessment was reviewed and questioned because the methods at the time were more subjective.  I think the original conclusion is reasonable, although I appreciate that not all the evidence may be recorded - it is not possible to be absolutely objective and subjectivity is also necessary to get to a conclusion [The question of cause should be asked, how will modern era Ideology change the conclusion?  That is, is the present assumptions based on 1980s there is the no such thing as society, everything is individuals and family]

Or gang working in National Coal Board, which was very productive.  Workers were organised into gangs in charge with cutting coal and bringing it to the surface.  The lesson learnt was copied by Japanese quality circles, Volvo and others.  The small gangs self regulated carrying workers for a while but not carrying laziness, a sort of Karma.

And I have been told of another example called Sixes combined with job and go in British Rail.  Six blokes would work on six sleepers at a time, moving up six sleeper lengths together.  A new worker would be carried for a week, then after that if he got behind, eventually catching up with the gang as they finished their break and moved on.  Thereby, the gangs are Self-managing.  They went home when the job was done, hence either home early or late but hence no cost overrun.

Although we are in a post-industrial era, banks and creation of money (credit + interest) have superseded manufacturing in the UK.  My hope is for industry and self-worth will return to the UK.

Sadly, it is also true that being horrible as a style of management also works, people keep their head down to distract themselves by working harder.  Of course, this is very demanding on health and the state of mind, so I'd say it is not efficient looking at the bigger picture.  An American term, Suck and Push, sums up another similar approach - I have not heard this term since the 1980s.

Malhamdale Holiday Fellowship 1995 - Nikon EM with Sigma 35-70mm f3.5 zoom lens.

Inspiring people to make things that they are proud of:

When I was a young Design Engineer I found that identifying and borrowing people with particular skills from other departments, means that products are made with enthusiasm subsequently because the people who make them had a hand in designing them.  Whether I could do it better myself is not the point.  An additional benefit is that people tell you things, so you discover informal workaround's, which as the designer being aware of I can design out or formalise.

Answer technical problems promptly avoid "I am busy now", of course if you are really busy and can't break off say so but come back to the enquirer.  Don't avoid the question, but if necessary say I don't know, and pass it on or share the problem, invariably it needs to be, and can be resolved.

What may be necessary is to discuss how together the matter can be answered, even if the answer is a work around rather than a proper fix.

Leading quietly by example, then enjoy seeing others copy and claim it themselves.  This is much more effective than complaining or swearing.  But a good swear and moan can help you, just be careful such is rarely productive or ultimately as pleasing as the first, setting a positive example.  Actually moaning just lets a bully know they got under your skin, when that happens they can rarely stop themselves doing it again.

Remember that it is only work , don't take any of it personally, express your concerns at the appropriate time, and do as required in good faith.  Take responsibility for excepting another's concerns and for your own mistakes.  Sometimes taking blame, tong in cheek perhaps , for things that go wrong makes everyone else happy, and it gets the job done and defuses situations.

I worked for a company that cultivated quality and inspired the Boffin types like you will see Professor Quatemass in those 1950s films and like those films he always came through so knowing that the government gave him everything he needed knowing he would again.  I was fortunate to be in that position and aspired to do what others who worked for the company did the job correctly and efficiently.  The Instrument maker I worked for, for a long time understood Boffin or modern term nerd our expectations are high and a bit variable, but we came through with very good outcomes, when I was working at Bellingham and Stanley Ltd.  

TV series Quatemass and the Pit , 1958

In the original version, the government committee meeting hears Professor Quatemass states the problem and what he needs, and the committee agrees on his past record to give him everything he has asked for.  He would be called a Boffin not a nerd and be highly regarded

To discuss these electronics pages, see; Blog page Electronics  

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Modeling how, when, and what is learned in a simple fault-finding task

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We have developed a process model that learns in multiple ways while finding faults in a simple control panel device. The model predicts human participants' learning through its own learning. The model's performance was systematically compared to human learning data, including the time course and specific sequence of learned behaviors. These comparisons show that the model accounts very well for measures such as problem-solving strategy, the relative difficulty of faults, and average fault-finding time. More important, because the model learns and transfers its learning across problems, it also accounts for the faster problem-solving times due to learning when examined across participants, across faults, and across the series of 20 trials on an individual participant basis. The model shows how learning while problem solving can lead to more recognition-based performance, and helps explain how the shape of the learning curve can arise through learning and be modified by differential transfer. Overall, the quality of the correspondence appears to have arisen from procedural, declarative, and episodic learning all taking place within individual problem-solving episodes.

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• Experimental and Cognitive Psychology
• Cognitive Neuroscience
• Artificial Intelligence

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• Learning Medicine & Life Sciences 100%
• learning Social Sciences 46%
• Transfer learning Engineering & Materials Science 26%
• Psychology Transfer Medicine & Life Sciences 22%
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• Psychology Recognition Medicine & Life Sciences 17%
• time Social Sciences 15%
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T1 - Modeling how, when, and what is learned in a simple fault-finding task

AU - Ritter, Frank E.

AU - Bibby, Peter A.

N1 - Copyright: Copyright 2018 Elsevier B.V., All rights reserved.

PY - 2008/7

Y1 - 2008/7

N2 - We have developed a process model that learns in multiple ways while finding faults in a simple control panel device. The model predicts human participants' learning through its own learning. The model's performance was systematically compared to human learning data, including the time course and specific sequence of learned behaviors. These comparisons show that the model accounts very well for measures such as problem-solving strategy, the relative difficulty of faults, and average fault-finding time. More important, because the model learns and transfers its learning across problems, it also accounts for the faster problem-solving times due to learning when examined across participants, across faults, and across the series of 20 trials on an individual participant basis. The model shows how learning while problem solving can lead to more recognition-based performance, and helps explain how the shape of the learning curve can arise through learning and be modified by differential transfer. Overall, the quality of the correspondence appears to have arisen from procedural, declarative, and episodic learning all taking place within individual problem-solving episodes.

AB - We have developed a process model that learns in multiple ways while finding faults in a simple control panel device. The model predicts human participants' learning through its own learning. The model's performance was systematically compared to human learning data, including the time course and specific sequence of learned behaviors. These comparisons show that the model accounts very well for measures such as problem-solving strategy, the relative difficulty of faults, and average fault-finding time. More important, because the model learns and transfers its learning across problems, it also accounts for the faster problem-solving times due to learning when examined across participants, across faults, and across the series of 20 trials on an individual participant basis. The model shows how learning while problem solving can lead to more recognition-based performance, and helps explain how the shape of the learning curve can arise through learning and be modified by differential transfer. Overall, the quality of the correspondence appears to have arisen from procedural, declarative, and episodic learning all taking place within individual problem-solving episodes.

UR - http://www.scopus.com/inward/record.url?scp=48349095268&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=48349095268&partnerID=8YFLogxK

U2 - 10.1080/03640210802221999

DO - 10.1080/03640210802221999

M3 - Article

C2 - 21635356

AN - SCOPUS:48349095268

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Electrician training - a systematic approach to trouble shooting and electrical fault finding.

By Warren Rhude, president of Simutech Multimedia Inc.

To expertly troubleshoot electrical equipment, problems must be solved by replacing only defective equipment or components in the least amount of time. One of the most important factors in doing this, is the approach used. An expert troubleshooter uses a system or approach that allows them to logically and systematically analyze a circuit and determine exactly what is wrong.

This approach differs from troubleshooting procedures in that it does not tell you step by step how to troubleshoot a particular kind of circuit. It is more of a thinking process that is used to analyze a circuit’s behavior and determine what component or components are responsible for the faulty operation. This approach is general in nature allowing it to be used on any type of electrical circuit.

In fact, the principles covered in this approach can be applied to many other types of problem solving scenarios, not just electrical circuits.

Electrical Troubleshooting Approach

The 5 Step Troubleshooting Approach consists of the following:

• Preparation Step 1
• Observation Step 2
• Define Problem Area Step 3
• Identify Possible Causes Step 4
• Determine Most Probable Cause Step
• 5 Test and Repair (then follow up)

Let’s take a look at these in more detail.

Preparation Before you begin to troubleshoot any piece of equipment, you must be familiar with your organization’s safety rules and procedures for working on electrical equipment. These rules and procedures govern the methods you can use to troubleshoot electrical equipment (including your lockout/tagout procedures, testing procedures etc.) and must be followed while troubleshooting.

Next, you need to gather information regarding the equipment and the problem. Be sure you understand how the equipment is designed to operate. It is much easier to analyze faulty operation when you know how it should operate. Operation or equipment manuals and drawings are great sources of information and are helpful to have available. If there are equipment history records, you should review them to see if there are any recurring problems. You should also have on-hand any documentation describing the problem. (i.e., a work order, trouble report, or even your notes taken from a discussion with a customer.)

Step 1 – Observe Most faults provide obvious clues as to their cause. Through careful observation and a little bit of reasoning, most faults can be identified as to the actual component with very little testing. When observing malfunctioning equipment, look for visual signs of mechanical damage such as indications of impact, chafed wires, loose components or parts laying in the bottom of the cabinet. Look for signs of overheating, especially on wiring, relay coils, and printed circuit boards.

Don't forget to use your other senses when inspecting equipment. The smell of burnt insulation is something you won't miss. Listening to the sound of the equipment operating may give you a clue to where the problem is located. Checking the temperature of components can also help find problems but be careful while doing this, some components may be alive or hot enough to burn you.

Pay particular attention to areas that were identified either by past history or by the person that reported the problem. A note of caution here! Do not let these mislead you, past problems are just that – past problems, they are not necessarily the problem you are looking for now. Also, do not take reported problems as fact, always check for yourself if possible. The person reporting the problem may not have described it properly or may have made their own incorrect assumptions.

When faced with equipment which is not functioning properly you should:

• Be sure you understand how the equipment is designed to operate. It makes it much easier to analyze faulty operation when you know how it should operate;
• Note the condition of the equipment as found. You should look at the state of the relays (energized or not), which lamps are lit, which auxiliary equipment is energized or running etc. This is the best time to give the equipment a thorough inspection (using all your senses). Look for signs of mechanical damage, overheating, unusual sounds, smells etc.;
• Test the operation of the equipment including all of its features. Make note of any feature that is not operating properly. Make sure you observe these operations very carefully. This can give you a lot of valuable information regarding all parts of the equipment.

Step 2 – Define Problem Area It is at this stage that you apply logic and reasoning to your observations to determine the problem area of the malfunctioning equipment. Often times when equipment malfunctions, certain parts of the equipment will work properly while others not.

The key is to use your observations (from step 1) to rule out parts of the equipment or circuitry that are operating properly and not contributing to the cause of the malfunction. You should continue to do this until you are left with only the part(s) that if faulty, could cause the symptoms that the equipment is experiencing.

To help you define the problem area you should have a schematic diagram of the circuit in addition to your noted observations.

Starting with the whole circuit as the problem area, take each noted observation and ask yourself "what does this tell me about the circuit operation?" If an observation indicates that a section of the circuit appears to be operating properly, you can then eliminate it from the problem area. As you eliminate each part of the circuit from the problem area, make sure to identify them on your schematic. This will help you keep track of all your information.

Step 3 – Identify Possible Causes Once the problem area(s) have been defined, it is necessary to identify all the possible causes of the malfunction. This typically involves every component in the problem area(s). It is necessary to list (actually write down) every fault which could cause the problem no matter how remote the possibility of it occurring. Use your initial observations to help you do this. During the next step you will eliminate those which are not likely to happen.

Step 4 – Determine Most Probable Cause Once the list of possible causes has been made, it is then necessary to prioritize each item as to the probability of it being the cause of the malfunction. The following are some rules of thumb when prioritizing possible causes.

Although it could be possible for two components to fail at the same time, it is not very likely. Start by looking for one faulty component as the culprit. The following list shows the order in which you should check components based on the probability of them being defective:

• First look for components which burn out or have a tendency to wear out, i.e. mechanical switches, fuses , relay contacts, or light bulbs. (Remember, that in the case of fuses, they burn out for a reason. You should find out why before replacing them.)
• The next most likely cause of failure are coils, motors, transformers and other devices with windings. These usually generate heat and, with time, can malfunction.
• Connections should be your third choice, especially screw type or bolted type. Over time these can loosen and cause a high resistance. In some cases this resistance will cause overheating and eventually will burn open. Connections on equipment that is subject to vibration are especially prone to coming loose.
• Finally, you should look for is defective wiring. Pay particular attention to areas where the wire insulation could be damaged causing short circuits. Don't rule out incorrect wiring, especially on a new piece of equipment.

Step 5 – Test and Repair Testing electrical equipment can be hazardous. The electrical energy contained in many circuits can be enough to injure or kill. Make sure you follow all your companies safety precautions, rules and procedures while troubleshooting.

Once you have determined the most probable cause, you must either prove it to be the problem or rule it out. This can sometimes be done by careful inspection however, in many cases the fault will be such that you cannot identify the problem component by observation and analysis alone. In these circumstances, test instruments can be used to help narrow the problem area and identify the problem component.

There are many types of test instruments used for troubleshooting. Some are specialized instruments designed to measure various behaviors of specific equipment, while others like the multimeters are more general in nature and can be used on most electrical equipment. A typical multimeter can measure AC and DC Voltages, Resistance, and Current.

A very important rule when taking meter readings is to predict what the meter will read before taking the reading. Use the circuit schematic to determine what the meter will read if the circuit is operating normally. If the reading is anything other than your predicted value, you know that this part of the circuit is being affected by the fault.

Depending on the circuit and type of fault, the problem area as defined by your observations, can include a large area of the circuit creating a very large list of possible and probable causes. Under such circumstances, you could use a “divide and eliminate” testing approach to eliminate parts of the circuit from the problem area. The results of each test provides information to help you reduce the size of the problem area until the defective component is identified.

Once you have determined the cause of the faulty operation of the circuit you can proceed to replace the defective component. Be sure the circuit is locked out and you follow all safety procedures before disconnecting the component or any wires.

After replacing the component, you must test operate all features of the circuit to be sure you have replaced the proper component and that there are no other faults in the circuit. It can be very embarrassing to tell the customer that you have repaired the problem only to have him find another problem with the equipment just after you leave.

Please note, Testing is a large topic and this article has only touched on the highlights.

Follow up Although this is not an official step of the troubleshooting process it nevertheless should be done once the equipment has been repaired and put back in service. You should try to determine the reason for the malfunction.

• Did the component fail due to age?
• Did the environment the equipment operates in cause excessive corrosion?
• Are there wear points that caused the wiring to short out?
• Did it fail due to improper use?
• Is there a design flaw that causes the same component to fail repeatedly?

Through this process further failures can be minimized. Many organizations have their own follow-up documentation and processes. Make sure you check your organization’s procedures. Adopting a logical and systematic approach such as the 5 Step Troubleshooting Approach can help you to troubleshoot like an expert!

About the Author: Warren Rhude is president of Simutech Multimedia Inc. an e-learning company that develops computer based training simulations for electrical troubleshooting. Warren has an electrical background and has taught troubleshooting for several years at a prominent electrical utility.

Publishers Note:

Simutech Multimedia has developed a series of award winning simulations for learning electrical troubleshooting skills. Click here for more information on these programs or to download a free demo.

Article reproduced with kind permission of the Business Industrial Network.

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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!

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How to Problem-Find Before You Problem-Solve

Uncovering the root causes.

How to use the 5-whys to uncover root causes

‍using the 80/20 rule to problem-find, use storytelling to identify the problem that needs to be solved, action plan.

Problem-finding must come before problem-solving. Otherwise, we might be solving the wrong problem.

How do you identify the critical problem to solve?

Have you ever “fixed” something that ended up not being broken? Sometimes our solutions fail because we are solving the wrong problem, and we can avoid this situation by engaging in problem-finding before we engage in problem-solving.

This article will teach you three strategies that you or your team can use for problem-finding.

• The 5 Whys 
• The 80/20 Rule
• Story Telling

This simple habit delivers a significant impact. Here's how it works. You ask "Why?" 5 times . It's that simple.

Let's walk through an example. Imagine a conversation between a father and son.

Dad: Why are you home in the middle of the day?

Kid: Dad, I can't go to class.

Kid: The car won't start

Kid: The battery is dead

Dad: Why is the battery dead?

Kid: It's been an issue; I think the alternator isn't working.

Dad: Why do you think that?

Kid: It's one of the error codes on the dashboard.

The key is to move past symptoms (car won’t start) to causal factors (bad alternator, or maybe no maintenance).

Suppose the dad stopped after even the third why. He'd be replacing a battery that would soon be dead. You can imagine additional questions emerging after this dialogue about underlying issues like regular maintenance.

Have you ever “fixed” something that ended up not being broken? Sometimes our solutions fail because we are solving the wrong problem.

Five isn't a magical number, but it's usually enough to get to underlying causes and not so many that you start to frustrate people. The key is to move past symptoms to causal factors.

I don't feel like every question has to be, "Why?" Asking "How? When? What? or Where?" can also be helpful, but "Why?" seems to be the most effective at getting to the cause of things.

I will use the 5-Whys in one of two ways:

• I tell everyone I'm using it to facilitate a discussion challenging the team to keep digging deeper.
• I can also use it subtly in a conversation by keeping a curious posture and continuing to ask questions.

The key is to move past symptoms to causal factors.

This habit is a great one to teach your team, and it will empower each member to do the discovery work necessary for leadership.

Reflection Questions:

• When do you not ask why and treat a symptom rather than a cause?
• When will you apply the 5-Whys?

The 80/20 rule (or Pareto Principle) tells us that 80% of output typically comes from 20% of the input. Here are some common examples:

• In a group project, 20% of the people do 80% of the work.
• 80% of a company’s revenue comes from 20% of the company’s products.
• 20% of customer issues generate 80% of the complaints.

Once you understand the 80/20 rule, you’ll begin to see it all over. There are two big ideas here I want you to see.

• Not all problems or causes are equally important, and some have much more impact than others. 
• There may not be one singular root cause. Instead, it might be a cluster of reasons that have an outsized influence.

Knowing that the 80/20 rule exists is an essential concept to help you focus and prioritize, but to do that, you need to find that 20%

That second point is crucial because I’ve seen myself and others get stuck trying to find the root cause. I may have already identified multiple problems that would have had a tremendous impact if fixed. But I was convinced there was one singular underlying cause to solve them all, which usually isn’t the case.

So about now, you may be thinking, “This is great, but how do I identify that 20 percent?” Knowing that the 80/20 rule exists is an essential concept to help you focus and prioritize , but to do that, you need to find that 20%. 

Finding the 20 of the 80/20 begins with gathering information

We start by collecting data that we can make visible and organize to identify the impactful 20%.  You probably have access to a lot of information you need, but it may require some work to get it together. 

Here are three places to look for information that will lead you to find the 20 of your 80/20.

• Reviews. Are you holding regular reviews for yourself or 1on1s with your direct reports ? Both can be rich sources of information about how things have been going over time.
• Interviews. The core problems may be in an unfamiliar area, and interviews can help you learn from the experience of others. When conducting interviews, you can leverage the techniques of “5-Whys” and “Tell me a story” mentioned in this article.
• Data you already have. Do you have staff surveys or customer surveys? Perhaps you have a list of customer complaints or product feature requests. They can be rich pockets of insight.

Ok, now you’ve gathered a lot of information, and it will need some structuring to bring out the root causes.

You need to organize the information gathered to identify the 20 of your 80/20

It can be pretty overwhelming to have a big data pool and not be sure where to start. I’ll briefly introduce two strategies I like to organize a data set.

Affinity diagraming is a simple but powerful process to help you identify themes.

Oxford defines affinity as a similarity of characteristics suggesting a relationship. So in affinity diagraming, we are organizing information based on similar characteristics.

Sticky notes on a whiteboard is my preferred context for affinity diagramming. If you’re on a distributed team, there are some great online whiteboard tools . Let’s walk through the simple steps to create an affinity diagram. 

• Start by getting all the data pieces onto individual sticky notes. These can be on the board or on a table nearby. 
• Have the team read over the board silently first
• As people see commonalities, have them call them out.
• Arrange the notes in clusters or columns 
• As groups form, use a sticky note of a different color to give a name to the group
• As a team, discuss observations from the affinity diagram

Affinity diagramming creates new visibility for a broad set of data. It can be a helpful tool for you and your team to identify the 20% that will make a big difference.

Process mapping lets you see from a new perspective

When a team asks me for help solving a problem, one place I like to begin is mapping the process. Most often, no one person knows the whole process. Team members are usually surprised by how much they don’t know. Seeing it all together in one place provides the visibility needed for insight. 

Process mapping uses specific shapes to map out all the steps from beginning to end. They can be simple or complicated. You can organize them around stages or people. There is a lot of flexibility, and how you do it depends on your context. 

Creately has a great guide if you want to learn the basics of building a process map. Process mapping is a helpful tool to bring visibility, and seeing the whole process often allows you to identify the fundamental problems that have the most impact.

Related Guides

Problem-finding doesn’t have to be a formal process. It can be very conversational. When I do a design audit of a department, team or process, I begin with interviews. I’ll interview people from different roles and relationships and just ask them to describe to me how this works. 

Teach this to me like I was a new hire.

To take a genuine learners approach, you have to set aside what you think you already know about how things work. This approach can be hard for both you and the person you are interviewing. Phrases like, “teach this to me like I was a new hire” can help frame the conversation. 

This perspective is one of the reasons why bringing in an outside consultant can be so impactful. They don’t already know how the process works and can ask the “dumb” questions. Sometimes I’ll ask a question everyone in the room feels like they already know the answer to, but when I ask, they all have a different reply. This phenomenon usually leads to some good discussion. 

You can implement the 5-whys in these interviews, but you really want to go beyond that and use all the questions words of who, what, where, when, how… Here are a few things to look for in your interviews:

• Hacks. Are people having to hack the prescribed system, or even break the rules, to get their job done. There are probably some underlying problems to uncover.
• Confusion. How often do you get the answer, “I don’t know,” when asking how something works?
• Discrepancy. Do different people give different answers to the same question?
• Redundancy . Is the same work being done by multiple people? Dig in to see why this is happening.
• Delays. Are there unnecessary delays in the current system? Look to see what is causing these.

I usually take long-form notes and record my interview if possible. Shortly after an interview, I will process my notes, capturing insights on post-its. I’ll then use a process like affinity diagramming to organize them and identify root causes.

It’s easy to feel stuck or have an obstacle and not be sure how to begin to overcome it. I can lead your team through workshops for discovery, ideation, problem-solving, and solution testing.

We covered a lot in this article, and you don’t have to apply all of it at once. Here are three options to start problem-finding.

• When a problem is surfaced in a team meeting, facilitate the 5-whys to see if you can identify the root cause.
• Schedule a time with your team to map out the core process for your team to deliver value, whether that is a product or service.
• Each month, choose a step in your process map and interview team members asking them to teach it to you like you were a new hire. 

Frequently Asked Questions

What is design thinking, what is design thinking.

Design thinking is a problem-solving approach that involves a deep understanding of user needs and experiences to create innovative solutions. It is a human-centered methodology that seeks to empathize with users, define their problems, ideate potential solutions, prototype and test those solutions, and iterate based on feedback.

Design thinking emphasizes creativity, collaboration, and experimentation, and it can be applied to a wide range of challenges, from product design and development to service design and organizational change. It involves creating a culture of continuous learning and improvement, where failure is seen as an opportunity to learn and grow.

Some key principles of design thinking include:

• Empathy : Design thinking starts with empathy for the user, seeking to understand their needs, motivations, and pain points through observation, interviews, and other research methods.
• Iteration : Design thinking is an iterative process, involving the creation and testing of prototypes to refine and improve solutions.
• Collaboration : Design thinking is a collaborative approach that involves bringing together diverse perspectives and skills to ideate and create solutions.
• Visualization : Design thinking often involves visualizing ideas and concepts through sketches, diagrams, and other visual representations.
• User-Centeredness : Design thinking prioritizes the needs and experiences of users, creating solutions that are tailored to their specific needs and preferences.

Overall, design thinking is a powerful approach to problem-solving that emphasizes creativity, collaboration, and user-centeredness. It can help organizations develop innovative solutions to complex challenges while creating a culture of continuous improvement.

Learn more about design thinking.

What are the five steps of design thinking?

Design thinking typically involves the following five iterative steps:

• Empathize : This stage involves understanding the user's needs, desires, and challenges. Designers use empathy to put themselves in the user's shoes to gain a deep understanding of their experiences.
• Define : In this stage, designers synthesize their research findings and define the problem statement, which serves as a guiding principle throughout the rest of the process to ensure that solutions are focused on addressing the problem.
• Ideate : During the ideation phase, designers generate a wide range of ideas and potential solutions to the problem statement. Brainstorming, sketching, and other creative techniques are commonly used to help facilitate the generation of novel ideas.
• Prototype : In this phase, designers create a prototype of the best solution or solutions that emerged from the ideation stage. Prototypes can take many different forms, but they are typically visual representations that allow users to interact with the potential solution and provide feedback.
• Test : Finally, the designer tests the prototype with users, gathers feedback, and observes how the user interacts with the prototype. This feedback is then used to refine the prototype further, leading to an improved solution or even new ideas and further iterations of the design thinking process.

Overall, design thinking provides a structured approach to problem-solving that emphasizes creativity, collaboration, and user-centeredness. It enables designers to develop innovative solutions that meet the needs of the users while also providing value to the organization.

Learn more about design thinking .

What are some of the best design thinking exercises?

There are many design thinking exercises that teams can use to generate creativity and innovation. Here are some examples:

• Empathy mapping: In this exercise, team members map out the user's experience and emotions to better understand their needs and pain points.
• Idea generation: One classic idea generation exercise is brainstorming, which involves generating as many ideas as possible without judgment or critique. Another popular exercise is "Crazy 8s," in which team members sketch eight ideas in eight minutes.
• Prototyping: Prototyping exercises include creating low-fidelity prototypes using materials like paper, cardboard, or clay to help teams visualize and test their ideas.
• Role-playing: Role-playing exercises help teams empathize with users by acting out different scenarios and personas.
• Collaborative sketching: This exercise involves having team members collaborate on a single sketch or drawing, each taking turns adding to the design.
• Mind-mapping: Mind-mapping exercises help to organize thoughts and ideas by visually representing the relationships between them.
• SCAMPER: This acronym stands for Substitute, Combine, Adapt, Modify, Put to another use, Eliminate, and Reverse. This exercise is helpful in generating new ideas by encouraging teams to brainstorm ways to modify or adapt existing products or processes.

Overall, these exercises help teams to generate and test ideas, refine solutions, and work collaboratively towards creating innovative solutions that meet the needs of users.

How to use Design Thinking

Team leadership, what is team leadership.

Team leadership is a management approach focused on leading and guiding a group of individuals working together towards a common goal. A team leader is responsible for providing direction, support, and guidance to the team members, while fostering a positive and productive work environment.

Team leadership involves setting clear goals and expectations for the team, communicating effectively, and building trust and relationships with team members. It also involves empowering team members to take ownership of their work and contribute their unique skills and perspectives to the team's success.

Some key characteristics of effective team leadership include:

• Communication: Team leaders communicate clearly and effectively with their team members, keeping them informed about goals, expectations, and progress.
• Vision and strategy: Effective team leaders have a clear vision for what they want to achieve and a strategy for how to get there, while also being flexible and adaptable when necessary.
• Empowerment: Good team leaders empower their team members to make decisions and take ownership of their work, while also providing support and guidance as needed.
• Trust-building: Team leaders build trust and strong relationships with their team members, creating a positive and productive work environment.
• Results-oriented: Finally, effective team leaders are results-oriented, focusing on achieving goals and driving performance while also valuing the well-being and development of their team members.

Overall, team leadership is a collaborative and empowering approach to management that values communication, trust-building, and results-driven performance.

Learn more about leadership .

What are the different styles of team leadership?

There are several different styles of team leadership, including:

• Democratic leadership: In this style, the leader encourages open communication and participation from all team members in decision-making processes.
• Autocratic leadership: This style involves the leader making decisions and taking control over the team's direction, often with little input from team members.
• Transformational leadership: This style focuses on inspiring and motivating team members to achieve their full potential, often by setting a clear vision and communicating goals effectively.
• Servant leadership: A servant leader prioritizes the needs of their team members, focusing on serving and empowering them to achieve their goals.
• Laissez-faire leadership: In this style, the leader provides minimal guidance or direction, allowing team members to take ownership of their work and make decisions independently.
• Transactional leadership: This style involves setting clear goals and expectations for team members and providing rewards or discipline based on performance.
• Situational leadership: This approach involves adapting one's leadership style to fit the specific situation or needs of the team at any given time.

Overall, each style of team leadership has its own strengths and weaknesses, and effective leaders may use a combination of different styles depending on the situation and the needs of their team.

What are the different skills required for team leadership?

There are several key skills required for effective team leadership, including:

• Clear: Team leaders must be to communicate effectively with their team members, setting clear expectations and goals, providing feedback, and keeping everyone informed about progress and changes.
• Active listening: Leaders need to be able to listen actively to their team members, hear their concerns, ideas, and suggestions, and work collaboratively to find solutions.
• Empathy: Good team leaders value empathy, recognizing and understanding the perspectives of their team members, and working to build trust and strong relationships
• Decision-making: Leaders must be able to make informed decisions based on available information and input from team members, while also being decisive when necessary.
• Problem-solving: Effective team leaders must be able to identify and solve problems that arise within the team, working collaboratively to find creative and effective solutions.
• Motivation and empowerment: Leaders must be able to motivate and empower their team members to take ownership of their work, overcome challenges, and achieve their full potential.
• Delegation and management: Team leaders must be able to delegate tasks effectively, manage resources and timelines, and oversee the work of the team to ensure quality and efficiency.

Overall, effective team leadership requires a combination of interpersonal, decision-making, and management skills, as well as the ability to inspire and empower team members to work collaboratively towards shared goals.

What is servant leadership?

Servant leadership is a leadership philosophy and management style that emphasizes the importance of serving others first before considering one's own needs and desires. It's an approach to leadership that focuses on the well-being and growth of others, rather than solely on achieving organizational goals.

A servant leader prioritizes the needs of their followers or team members, providing them with support, guidance, and mentorship. They are committed to empowering their team members to reach their full potential and achieve their goals.

Some common characteristics of servant leaders include:

• Empathy: Servant leaders value empathy, placing themselves in the shoes of their followers to better understand their needs and motivations.
• Listening: They are active listeners, taking the time to listen to their followers' concerns, feedback, and ideas.
• Commitment to development: Servant leaders prioritize the growth and development of their followers, providing opportunities for learning and development.
• Humility: They recognize their own limitations and seek input from others to make informed decisions.
• Stewardship: Servant leaders view themselves as stewards of their organization, working to create a positive impact for all stakeholders.

Overall, servant leadership is about creating a supportive and empowering environment for others to thrive. By prioritizing the needs of their followers, a servant leader can inspire trust, loyalty, and commitment, ultimately leading to better outcomes for the organization as a whole.

Learn more about how to cultivate servant leadership .

Ready to level up your company? Get in touch today!

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Your Reliability Engineering Professional Development Site

by Mike Sondalini Leave a Comment

A Fault Finding a Technique that Works

What you will learn from this article.

• Accurate findings from investigations require accurate knowledge.
• Design extra equipment into a new plant for problem analysis.
• On existing plant add-in the equipment you need for problem-solving.
• Trace problems by going from plant to equipment item to sub-system.

Fixing plant and equipment about which you know little is daunting.

Here are a few ideas to help you successfully fault find failed equipment. 

When you don’t know the equipment

Your aim is to understand what you are trying to repair so you can make considered decisions as to what has gone wrong, and what has to be done to fix it.

You will need to educate yourself in its function and construction.

Read and understand the operating and maintenance manuals. Get hold of drawings. Talk to the manufacturer and supplier. Talk to others who have such equipment.

Talk to the people who operate and maintain it. If you can’t do the above, find a machine or item that does a similar function and learn how it operates.

The right person to do the repair

If you do not have the know-how or equipment to perform the maintenance it is faster and cheaper to get someone with the necessary specialist knowledge.

Here is an example of a car repair gone wrong.

The car was a 1993 Jeep Cherokee. It had lost ignition and would not start. The owner followed the repair manual instructions and spent an entire day stripping out the ignition system, component by component, only to give up in disgust and visit the local dealership the following morning.

The mechanic listened to the tale and advised of an ignition timer trigged from the flywheel rotation that occasionally caused a fault. The owner had not even known of its existence! Sure started the first time.

There are two morals here.

First – only attempt a repair if you understand the equipment you are working on. Second – when you can go no further, get expert help.

When you know the equipment

When you cannot locate a fault in plant or equipment of which you are familiar, you need to progressively trace the failure .

Commence by becoming familiarized with the designed operation of each subsystem of the larger item. Access to documentation is critical . Get all the information available from manuals, process and instrumentation diagrams, assembly and component drawings and the like.

Test that each sub-system functions as it ought.

Use ‘telltale’ indicators at selected points in the system to confirm its operation. ‘Telltales’ are such devices as pressure gauges, flow meters, sample points, ammeters, voltmeters, light emitting diodes, etc.

Their purpose is to indicate the function is present during normal operation. If necessary get them installed. As each subsystem is proven move to the next until the faulty subsystem is found.

With the faulty subsystem isolated, you need to locate the faulty component (maybe more) and replace it.

If the fault is not obvious it becomes necessary to trace the system through from beginning to end looking for a loss of function. Prove that each component in the system operates, as it should.

Again it may be necessary to install or locate ‘telltales’ for each component.

An example of the methodology

The best example of this approach that I have seen occurred in the Blue Mountains of New South Wales, Australia. Our hire car stopped dead after cresting a rise.

The hire firm sent out the local roadside service repairman. Upon arrival, he lifted the bonnet and began his investigation.

First, he checked the electrical system by removing a spark plug and turning the ignition key. The car cranked over and the spark plug fired.

This test proved the electrical system functioned properly because a spark was evident at the spark plug.

He then checked the fuel supply. Here he removed the rubber fuel line into the carburetor and cranked over the engine.

However, in this case, no fuel was ejected where it should have been. Moving back along the fuel system, he removed the connection to the fuel pump outlet and cranked the motor. Again no fuel was evident.

He checked the fuel level in the fuel tank and it was plentiful. Removing the fuel line into the fuel pump resulted in fuel spilling out on the ground.

He had just proven that the fuel pump was broken because the fuel at the inlet was not ejected at the outlet.

Recommended approach to fault finding

The table below lists the recommended approach.

• Divide the equipment into logical systems.
• Test each system functions to specification.
• Test each component in the failed system operates as it ought.
• Use ‘telltale’ methods to prove the presence of the function at various parts of the system.

Fault finding practice

In the drawing below of a reticulated lawn, one portion has died due to a fault.

How could this have occurred? How could your suggestions be tested?

DISCLAIMER: Because the authors, publisher, and resellers do not know the context in which the information presented in the articles is to be used, they accept no responsibility for the consequences of using the information.

We (Accendo Reliability) published this article with the kind permission of Feed Forward Publishing, a subsidiary of BIN95.com

Web:  trade-school.education E-mail:  [email protected]

If you found this interesting you may like the ebook Process Control Essentials .

About Mike Sondalini

In engineering and maintenance since 1974, Mike’s career extends across original equipment manufacturing, beverage processing and packaging, steel fabrication, chemical processing and manufacturing, quality management, project management, enterprise asset management, plant and equipment maintenance, and maintenance training. His specialty is helping companies build highly effective operational risk management processes, develop enterprise asset management systems for ultra-high reliable assets, and instil the precision maintenance skills needed for world class equipment reliability.

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Do You Understand the Problem You’re Trying to Solve?

To solve tough problems at work, first ask these questions.

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Problem solving skills are invaluable in any job. But all too often, we jump to find solutions to a problem without taking time to really understand the dilemma we face, according to Thomas Wedell-Wedellsborg , an expert in innovation and the author of the book, What’s Your Problem?: To Solve Your Toughest Problems, Change the Problems You Solve .

In this episode, you’ll learn how to reframe tough problems by asking questions that reveal all the factors and assumptions that contribute to the situation. You’ll also learn why searching for just one root cause can be misleading.

Key episode topics include: leadership, decision making and problem solving, power and influence, business management.

HBR On Leadership curates the best case studies and conversations with the world’s top business and management experts, to help you unlock the best in those around you. New episodes every week.

• Listen to the original HBR IdeaCast episode: The Secret to Better Problem Solving (2016)
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HANNAH BATES: Welcome to HBR on Leadership , case studies and conversations with the world’s top business and management experts, hand-selected to help you unlock the best in those around you.

Problem solving skills are invaluable in any job. But even the most experienced among us can fall into the trap of solving the wrong problem.

Thomas Wedell-Wedellsborg says that all too often, we jump to find solutions to a problem – without taking time to really understand what we’re facing.

He’s an expert in innovation, and he’s the author of the book, What’s Your Problem?: To Solve Your Toughest Problems, Change the Problems You Solve .

  In this episode, you’ll learn how to reframe tough problems, by asking questions that reveal all the factors and assumptions that contribute to the situation. You’ll also learn why searching for one root cause can be misleading. And you’ll learn how to use experimentation and rapid prototyping as problem-solving tools.

This episode originally aired on HBR IdeaCast in December 2016. Here it is.

SARAH GREEN CARMICHAEL: Welcome to the HBR IdeaCast from Harvard Business Review. I’m Sarah Green Carmichael.

Problem solving is popular. People put it on their resumes. Managers believe they excel at it. Companies count it as a key proficiency. We solve customers’ problems.

The problem is we often solve the wrong problems. Albert Einstein and Peter Drucker alike have discussed the difficulty of effective diagnosis. There are great frameworks for getting teams to attack true problems, but they’re often hard to do daily and on the fly. That’s where our guest comes in.

Thomas Wedell-Wedellsborg is a consultant who helps companies and managers reframe their problems so they can come up with an effective solution faster. He asks the question “Are You Solving The Right Problems?” in the January-February 2017 issue of Harvard Business Review. Thomas, thank you so much for coming on the HBR IdeaCast .

THOMAS WEDELL-WEDELLSBORG: Thanks for inviting me.

SARAH GREEN CARMICHAEL: So, I thought maybe we could start by talking about the problem of talking about problem reframing. What is that exactly?

THOMAS WEDELL-WEDELLSBORG: Basically, when people face a problem, they tend to jump into solution mode to rapidly, and very often that means that they don’t really understand, necessarily, the problem they’re trying to solve. And so, reframing is really a– at heart, it’s a method that helps you avoid that by taking a second to go in and ask two questions, basically saying, first of all, wait. What is the problem we’re trying to solve? And then crucially asking, is there a different way to think about what the problem actually is?

SARAH GREEN CARMICHAEL: So, I feel like so often when this comes up in meetings, you know, someone says that, and maybe they throw out the Einstein quote about you spend an hour of problem solving, you spend 55 minutes to find the problem. And then everyone else in the room kind of gets irritated. So, maybe just give us an example of maybe how this would work in practice in a way that would not, sort of, set people’s teeth on edge, like oh, here Sarah goes again, reframing the whole problem instead of just solving it.

THOMAS WEDELL-WEDELLSBORG: I mean, you’re bringing up something that’s, I think is crucial, which is to create legitimacy for the method. So, one of the reasons why I put out the article is to give people a tool to say actually, this thing is still important, and we need to do it. But I think the really critical thing in order to make this work in a meeting is actually to learn how to do it fast, because if you have the idea that you need to spend 30 minutes in a meeting delving deeply into the problem, I mean, that’s going to be uphill for most problems. So, the critical thing here is really to try to make it a practice you can implement very, very rapidly.

There’s an example that I would suggest memorizing. This is the example that I use to explain very rapidly what it is. And it’s basically, I call it the slow elevator problem. You imagine that you are the owner of an office building, and that your tenants are complaining that the elevator’s slow.

Now, if you take that problem framing for granted, you’re going to start thinking creatively around how do we make the elevator faster. Do we install a new motor? Do we have to buy a new lift somewhere?

The thing is, though, if you ask people who actually work with facilities management, well, they’re going to have a different solution for you, which is put up a mirror next to the elevator. That’s what happens is, of course, that people go oh, I’m busy. I’m busy. I’m– oh, a mirror. Oh, that’s beautiful.

And then they forget time. What’s interesting about that example is that the idea with a mirror is actually a solution to a different problem than the one you first proposed. And so, the whole idea here is once you get good at using reframing, you can quickly identify other aspects of the problem that might be much better to try to solve than the original one you found. It’s not necessarily that the first one is wrong. It’s just that there might be better problems out there to attack that we can, means we can do things much faster, cheaper, or better.

SARAH GREEN CARMICHAEL: So, in that example, I can understand how A, it’s probably expensive to make the elevator faster, so it’s much cheaper just to put up a mirror. And B, maybe the real problem people are actually feeling, even though they’re not articulating it right, is like, I hate waiting for the elevator. But if you let them sort of fix their hair or check their teeth, they’re suddenly distracted and don’t notice.

But if you have, this is sort of a pedestrian example, but say you have a roommate or a spouse who doesn’t clean up the kitchen. Facing that problem and not having your elegant solution already there to highlight the contrast between the perceived problem and the real problem, how would you take a problem like that and attack it using this method so that you can see what some of the other options might be?

THOMAS WEDELL-WEDELLSBORG: Right. So, I mean, let’s say it’s you who have that problem. I would go in and say, first of all, what would you say the problem is? Like, if you were to describe your view of the problem, what would that be?

SARAH GREEN CARMICHAEL: I hate cleaning the kitchen, and I want someone else to clean it up.

THOMAS WEDELL-WEDELLSBORG: OK. So, my first observation, you know, that somebody else might not necessarily be your spouse. So, already there, there’s an inbuilt assumption in your question around oh, it has to be my husband who does the cleaning. So, it might actually be worth, already there to say, is that really the only problem you have? That you hate cleaning the kitchen, and you want to avoid it? Or might there be something around, as well, getting a better relationship in terms of how you solve problems in general or establishing a better way to handle small problems when dealing with your spouse?

SARAH GREEN CARMICHAEL: Or maybe, now that I’m thinking that, maybe the problem is that you just can’t find the stuff in the kitchen when you need to find it.

THOMAS WEDELL-WEDELLSBORG: Right, and so that’s an example of a reframing, that actually why is it a problem that the kitchen is not clean? Is it only because you hate the act of cleaning, or does it actually mean that it just takes you a lot longer and gets a lot messier to actually use the kitchen, which is a different problem. The way you describe this problem now, is there anything that’s missing from that description?

SARAH GREEN CARMICHAEL: That is a really good question.

THOMAS WEDELL-WEDELLSBORG: Other, basically asking other factors that we are not talking about right now, and I say those because people tend to, when given a problem, they tend to delve deeper into the detail. What often is missing is actually an element outside of the initial description of the problem that might be really relevant to what’s going on. Like, why does the kitchen get messy in the first place? Is it something about the way you use it or your cooking habits? Is it because the neighbor’s kids, kind of, use it all the time?

There might, very often, there might be issues that you’re not really thinking about when you first describe the problem that actually has a big effect on it.

SARAH GREEN CARMICHAEL: I think at this point it would be helpful to maybe get another business example, and I’m wondering if you could tell us the story of the dog adoption problem.

THOMAS WEDELL-WEDELLSBORG: Yeah. This is a big problem in the US. If you work in the shelter industry, basically because dogs are so popular, more than 3 million dogs every year enter a shelter, and currently only about half of those actually find a new home and get adopted. And so, this is a problem that has persisted. It’s been, like, a structural problem for decades in this space. In the last three years, where people found new ways to address it.

So a woman called Lori Weise who runs a rescue organization in South LA, and she actually went in and challenged the very idea of what we were trying to do. She said, no, no. The problem we’re trying to solve is not about how to get more people to adopt dogs. It is about keeping the dogs with their first family so they never enter the shelter system in the first place.

In 2013, she started what’s called a Shelter Intervention Program that basically works like this. If a family comes and wants to hand over their dog, these are called owner surrenders. It’s about 30% of all dogs that come into a shelter. All they would do is go up and ask, if you could, would you like to keep your animal? And if they said yes, they would try to fix whatever helped them fix the problem, but that made them turn over this.

And sometimes that might be that they moved into a new building. The landlord required a deposit, and they simply didn’t have the money to put down a deposit. Or the dog might need a $10 rabies shot, but they didn’t know how to get access to a vet.

And so, by instigating that program, just in the first year, she took her, basically the amount of dollars they spent per animal they helped went from something like $85 down to around $60. Just an immediate impact, and her program now is being rolled out, is being supported by the ASPCA, which is one of the big animal welfare stations, and it’s being rolled out to various other places.

And I think what really struck me with that example was this was not dependent on having the internet. This was not, oh, we needed to have everybody mobile before we could come up with this. This, conceivably, we could have done 20 years ago. Only, it only happened when somebody, like in this case Lori, went in and actually rethought what the problem they were trying to solve was in the first place.

SARAH GREEN CARMICHAEL: So, what I also think is so interesting about that example is that when you talk about it, it doesn’t sound like the kind of thing that would have been thought of through other kinds of problem solving methods. There wasn’t necessarily an After Action Review or a 5 Whys exercise or a Six Sigma type intervention. I don’t want to throw those other methods under the bus, but how can you get such powerful results with such a very simple way of thinking about something?

THOMAS WEDELL-WEDELLSBORG: That was something that struck me as well. This, in a way, reframing and the idea of the problem diagnosis is important is something we’ve known for a long, long time. And we’ve actually have built some tools to help out. If you worked with us professionally, you are familiar with, like, Six Sigma, TRIZ, and so on. You mentioned 5 Whys. A root cause analysis is another one that a lot of people are familiar with.

Those are our good tools, and they’re definitely better than nothing. But what I notice when I work with the companies applying those was those tools tend to make you dig deeper into the first understanding of the problem we have. If it’s the elevator example, people start asking, well, is that the cable strength, or is the capacity of the elevator? That they kind of get caught by the details.

That, in a way, is a bad way to work on problems because it really assumes that there’s like a, you can almost hear it, a root cause. That you have to dig down and find the one true problem, and everything else was just symptoms. That’s a bad way to think about problems because problems tend to be multicausal.

There tend to be lots of causes or levers you can potentially press to address a problem. And if you think there’s only one, if that’s the right problem, that’s actually a dangerous way. And so I think that’s why, that this is a method I’ve worked with over the last five years, trying to basically refine how to make people better at this, and the key tends to be this thing about shifting out and saying, is there a totally different way of thinking about the problem versus getting too caught up in the mechanistic details of what happens.

SARAH GREEN CARMICHAEL: What about experimentation? Because that’s another method that’s become really popular with the rise of Lean Startup and lots of other innovation methodologies. Why wouldn’t it have worked to, say, experiment with many different types of fixing the dog adoption problem, and then just pick the one that works the best?

THOMAS WEDELL-WEDELLSBORG: You could say in the dog space, that’s what’s been going on. I mean, there is, in this industry and a lot of, it’s largely volunteer driven. People have experimented, and they found different ways of trying to cope. And that has definitely made the problem better. So, I wouldn’t say that experimentation is bad, quite the contrary. Rapid prototyping, quickly putting something out into the world and learning from it, that’s a fantastic way to learn more and to move forward.

My point is, though, that I feel we’ve come to rely too much on that. There’s like, if you look at the start up space, the wisdom is now just to put something quickly into the market, and then if it doesn’t work, pivot and just do more stuff. What reframing really is, I think of it as the cognitive counterpoint to prototyping. So, this is really a way of seeing very quickly, like not just working on the solution, but also working on our understanding of the problem and trying to see is there a different way to think about that.

If you only stick with experimentation, again, you tend to sometimes stay too much in the same space trying minute variations of something instead of taking a step back and saying, wait a minute. What is this telling us about what the real issue is?

SARAH GREEN CARMICHAEL: So, to go back to something that we touched on earlier, when we were talking about the completely hypothetical example of a spouse who does not clean the kitchen–

THOMAS WEDELL-WEDELLSBORG: Completely, completely hypothetical.

SARAH GREEN CARMICHAEL: Yes. For the record, my husband is a great kitchen cleaner.

You started asking me some questions that I could see immediately were helping me rethink that problem. Is that kind of the key, just having a checklist of questions to ask yourself? How do you really start to put this into practice?

THOMAS WEDELL-WEDELLSBORG: I think there are two steps in that. The first one is just to make yourself better at the method. Yes, you should kind of work with a checklist. In the article, I kind of outlined seven practices that you can use to do this.

But importantly, I would say you have to consider that as, basically, a set of training wheels. I think there’s a big, big danger in getting caught in a checklist. This is something I work with.

My co-author Paddy Miller, it’s one of his insights. That if you start giving people a checklist for things like this, they start following it. And that’s actually a problem, because what you really want them to do is start challenging their thinking.

So the way to handle this is to get some practice using it. Do use the checklist initially, but then try to step away from it and try to see if you can organically make– it’s almost a habit of mind. When you run into a colleague in the hallway and she has a problem and you have five minutes, like, delving in and just starting asking some of those questions and using your intuition to say, wait, how is she talking about this problem? And is there a question or two I can ask her about the problem that can help her rethink it?

SARAH GREEN CARMICHAEL: Well, that is also just a very different approach, because I think in that situation, most of us can’t go 30 seconds without jumping in and offering solutions.

THOMAS WEDELL-WEDELLSBORG: Very true. The drive toward solutions is very strong. And to be clear, I mean, there’s nothing wrong with that if the solutions work. So, many problems are just solved by oh, you know, oh, here’s the way to do that. Great.

But this is really a powerful method for those problems where either it’s something we’ve been banging our heads against tons of times without making progress, or when you need to come up with a really creative solution. When you’re facing a competitor with a much bigger budget, and you know, if you solve the same problem later, you’re not going to win. So, that basic idea of taking that approach to problems can often help you move forward in a different way than just like, oh, I have a solution.

I would say there’s also, there’s some interesting psychological stuff going on, right? Where you may have tried this, but if somebody tries to serve up a solution to a problem I have, I’m often resistant towards them. Kind if like, no, no, no, no, no, no. That solution is not going to work in my world. Whereas if you get them to discuss and analyze what the problem really is, you might actually dig something up.

Let’s go back to the kitchen example. One powerful question is just to say, what’s your own part in creating this problem? It’s very often, like, people, they describe problems as if it’s something that’s inflicted upon them from the external world, and they are innocent bystanders in that.

SARAH GREEN CARMICHAEL: Right, or crazy customers with unreasonable demands.

THOMAS WEDELL-WEDELLSBORG: Exactly, right. I don’t think I’ve ever met an agency or consultancy that didn’t, like, gossip about their customers. Oh, my god, they’re horrible. That, you know, classic thing, why don’t they want to take more risk? Well, risk is bad.

It’s their business that’s on the line, not the consultancy’s, right? So, absolutely, that’s one of the things when you step into a different mindset and kind of, wait. Oh yeah, maybe I actually am part of creating this problem in a sense, as well. That tends to open some new doors for you to move forward, in a way, with stuff that you may have been struggling with for years.

SARAH GREEN CARMICHAEL: So, we’ve surfaced a couple of questions that are useful. I’m curious to know, what are some of the other questions that you find yourself asking in these situations, given that you have made this sort of mental habit that you do? What are the questions that people seem to find really useful?

THOMAS WEDELL-WEDELLSBORG: One easy one is just to ask if there are any positive exceptions to the problem. So, was there day where your kitchen was actually spotlessly clean? And then asking, what was different about that day? Like, what happened there that didn’t happen the other days? That can very often point people towards a factor that they hadn’t considered previously.

SARAH GREEN CARMICHAEL: We got take-out.

THOMAS WEDELL-WEDELLSBORG: S,o that is your solution. Take-out from [INAUDIBLE]. That might have other problems.

Another good question, and this is a little bit more high level. It’s actually more making an observation about labeling how that person thinks about the problem. And what I mean with that is, we have problem categories in our head. So, if I say, let’s say that you describe a problem to me and say, well, we have a really great product and are, it’s much better than our previous product, but people aren’t buying it. I think we need to put more marketing dollars into this.

Now you can go in and say, that’s interesting. This sounds like you’re thinking of this as a communications problem. Is there a different way of thinking about that? Because you can almost tell how, when the second you say communications, there are some ideas about how do you solve a communications problem. Typically with more communication.

And what you might do is go in and suggest, well, have you considered that it might be, say, an incentive problem? Are there incentives on behalf of the purchasing manager at your clients that are obstructing you? Might there be incentive issues with your own sales force that makes them want to sell the old product instead of the new one?

So literally, just identifying what type of problem does this person think about, and is there different potential way of thinking about it? Might it be an emotional problem, a timing problem, an expectations management problem? Thinking about what label of what type of problem that person is kind of thinking as it of.

SARAH GREEN CARMICHAEL: That’s really interesting, too, because I think so many of us get requests for advice that we’re really not qualified to give. So, maybe the next time that happens, instead of muddying my way through, I will just ask some of those questions that we talked about instead.

THOMAS WEDELL-WEDELLSBORG: That sounds like a good idea.

SARAH GREEN CARMICHAEL: So, Thomas, this has really helped me reframe the way I think about a couple of problems in my own life, and I’m just wondering. I know you do this professionally, but is there a problem in your life that thinking this way has helped you solve?

THOMAS WEDELL-WEDELLSBORG: I’ve, of course, I’ve been swallowing my own medicine on this, too, and I think I have, well, maybe two different examples, and in one case somebody else did the reframing for me. But in one case, when I was younger, I often kind of struggled a little bit. I mean, this is my teenage years, kind of hanging out with my parents. I thought they were pretty annoying people. That’s not really fair, because they’re quite wonderful, but that’s what life is when you’re a teenager.

And one of the things that struck me, suddenly, and this was kind of the positive exception was, there was actually an evening where we really had a good time, and there wasn’t a conflict. And the core thing was, I wasn’t just seeing them in their old house where I grew up. It was, actually, we were at a restaurant. And it suddenly struck me that so much of the sometimes, kind of, a little bit, you love them but they’re annoying kind of dynamic, is tied to the place, is tied to the setting you are in.

And of course, if– you know, I live abroad now, if I visit my parents and I stay in my old bedroom, you know, my mother comes in and wants to wake me up in the morning. Stuff like that, right? And it just struck me so, so clearly that it’s– when I change this setting, if I go out and have dinner with them at a different place, that the dynamic, just that dynamic disappears.

SARAH GREEN CARMICHAEL: Well, Thomas, this has been really, really helpful. Thank you for talking with me today.

THOMAS WEDELL-WEDELLSBORG: Thank you, Sarah.  

HANNAH BATES: That was Thomas Wedell-Wedellsborg in conversation with Sarah Green Carmichael on the HBR IdeaCast. He’s an expert in problem solving and innovation, and he’s the author of the book, What’s Your Problem?: To Solve Your Toughest Problems, Change the Problems You Solve .

We’ll be back next Wednesday with another hand-picked conversation about leadership from the 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.

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