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The 4 Types of Innovation and the Problems They Solve

Greg Satell

steps in problem solving which could lead to discovery or invention of technology

Disruption isn’t the only approach.

Innovation is, at its core, about solving problems — and there are as many ways to innovate as there are different types of problems to solve. Just like we wouldn’t rely on a single marketing tactic for the life of an organization, or a single source of financing, we need to build up a portfolio of innovation strategies designed for specific tasks. Leaders identify the right type of strategy to solve the right type of problem, just by asking two questions: How well we can define the problem and how well we can define the skill domain(s) needed to solve it. Well-defined problems that benefit from well-defined skills fall into the category of “sustaining innovation.” Most innovation happens here, because most of the time we’re trying to get better at something we’re already doing. “Breakthrough innovation” is needed when we run into a well-defined problem that’s just devilishly hard to solve. In cases like these, we need to explore unconventional skill domains. When the reverse is true — skills are well-defined, but the problem is not — we can tap into “disruptive innovation” strategies. And when nothing is well-defined, well, then we’re in the exploratory, pioneering realm of basic research. There are always new problems to solve; learn to apply the solution that best fits your current problem.

One of the best innovation stories I’ve ever heard came to me from a senior executive at a leading tech firm. Apparently, his company had won a million-dollar contract to design a sensor that could detect pollutants at very small concentrations underwater. It was an unusually complex problem, so the firm set up a team of crack microchip designers, and they started putting their heads together.

Greg Satell is Co-Founder of ChangeOS , a transformation & change advisory, an international keynote speaker, and bestselling author of Cascades: How to Create a Movement that Drives Transformational Change . His previous effort, Mapping Innovation , was selected as one of the best business books of 2017. You can learn more about Greg on his website, GregSatell.com and follow him on Twitter @DigitalTonto and on LinkedIn .

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The Innovation Process: 10-Step Process to Successful Innovation

Published: 06 December, 2023

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Table of Contents

In the modern business environment, where change is the only constant, embracing innovation is not just a choice; it’s a strategic imperative. As businesses navigate through the intricacies of the digital era, the importance of a well-defined innovation process becomes not only evident but indispensable for staying ahead of the curve. Innovation is not a one-time event but a continuous journey that reshapes organizations, propelling them toward growth, adaptability, and sustainability.

What is Innovation?

Innovation involves the methodical approach to creating and introducing groundbreaking products and services to gain acceptance from customers. It’s a term often used but not always clearly understood and marks the inception of transformation. At its core, innovation is the process of utilizing digital technologies and creative thinking to fundamentally change how organizations operate, enhance value creation , and interact with their stakeholders. It’s not just about adopting new technologies; it’s a strategic shift in the business and operating models of an organization.

Why Innovation is Important for Business?

Innovation is crucial for business success as it drives growth, enhances competitiveness, and ensures long-term sustainability. By constantly adapting to changing market dynamics, technology, and customer needs, innovation enables businesses to stay relevant, differentiate themselves, and seize new opportunities. Embracing innovation fosters creativity, efficiency, and resilience, positioning a business to navigate challenges and emerge as a leader in its industry.

What is Innovation Process

The innovation process entails a series of strategic steps characterized by the adoption of creative and novel methods, aimed at attaining predefined organizational objectives within a designated timeframe. The innovation process definition is an efficient and well-managed systematic series of strategic steps tailored and characterized by the application of creative and novel approaches to align with a company’s structure and aspirations in innovation and achieve specific organizational goals within a defined timeline. It’s about introducing groundbreaking methods, and diverse sources of supply, exploring new markets, creating innovative goods, and reshaping organizational structures within an industry. The allure of the innovation process lies in its transformative power, turning a mere idea into a tangible and successful reality.

A successful innovation process is the key to staying ahead in the dynamic landscape of business. It involves translating knowledge into tangible products, solutions, or services that resonate in the market. Companies leading in innovation have a distinct edge, often driven by a robust process that efficiently transforms ideas into impactful concepts.

Establishing a reliable innovation process demands a strategic approach, and The UNITE Innovation Approach is a valuable resource in this journey. It not only structures the innovation process but also facilitates the creation of meaningful networks and maximizes the potential of intellectual property.

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The UNITE Innovation Approach | Overview

Why is the innovation process important.

The innovation process is not a one-time project but an ongoing journey. Organizations often go for major transformative changes only every 8.5 years on average. Hence, as you embark on the innovation process, it’s crucial to make business plans for the day after tomorrow. This holistic approach, which we refer to as the Digital Leadership approach, ensures flexibility in initiating, pausing, or scaling projects seamlessly.

1) Strategic Problem Solving:

The innovation process serves as a powerful tool for strategic problem-solving by identifying and addressing challenges within the business ecosystem. Companies, guided by a customer-centric approach and a deep understanding of customers’ jobs to be done , can proactively enhance their operations. This results in improved customer satisfaction as the products or services align more closely with the specific needs and desires of the customers. The outcome is not just increased sales but sustained revenue growth, as the organization consistently meets and exceeds the expectations tied to the fundamental “jobs” that customers are trying to accomplish.

In the intricate landscape of the innovation process , the Business Model Innovation (BMI) canvas plays a pivotal role in the problem-solving step. As organizations navigate challenges and seek solutions.

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The UNITE Business Model Innovation Patterns

This process begins with the identification of core problems, utilizing the canvas’s capabilities for a comprehensive examination of existing digital business models .

2) Global Market Maximization:

In an era of increasing globalization, the innovation process becomes instrumental in helping businesses not only tap into new markets but also identify opportunities and leverage emerging trends worldwide. Adopting a tailored innovation strategy allows companies to not just adapt their products and services but proactively identify and capitalize on diverse cultural and market demands. This approach not only fosters international success but positions the organization as a proactive player in identifying and seizing opportunities on a global scale.

3) Agility Through Change:

Change is an inevitable constant in the business landscape. A robust innovation process empowers businesses to not only adapt to change but thrive in dynamic environments. By embracing change through innovation, organizations enhance their resilience and agility, ensuring they remain adaptable in the face of evolving market trends.

4) Optimized Workplace Dynamics:

The innovation process plays a pivotal role in navigating the evolving dynamics of the workplace. As demographics shift and employee expectations change, innovation ensures that businesses can create adaptive work environments, attracting and retaining top talent while fostering a culture of continuous improvement.

5) Customer-Centric Evolution:

Understanding and responding to customer preferences are central to a business’s success. The innovation process allows companies to develop customer-centric solutions, aligning products and services with evolving preferences. This customer-focused approach not only satisfies current needs but anticipates future demands, ensuring sustained relevance.

6) Competitive Edge Retention:

In a fiercely competitive business landscape, retaining a competitive edge requires more than routine operations. A well-crafted innovation process enables companies to stand out by developing unique digital business models, making strategic moves, and continuously evolving to meet and exceed customer expectations.

The Business Model Canvas (BMC) plays a pivotal role in the innovation process, offering a dynamic framework for visualizing and communicating key aspects of a business model. Its simplicity fosters collaboration, aids in identifying innovation opportunities, and ensures organizations adapt efficiently to evolving landscapes, contributing to successful and competitive innovation.

You can now access the complete Business Model Canvas Package, including a full presentation, related models and instructions for use.

The UNITE Business Model Canvas

7) future-proofing strategies:.

Innovation is an investment in the future. Companies with a robust innovation process are better equipped to navigate uncertainties, foresee industry trends, and proactively shape their destinies. This forward-looking approach ensures long-term sustainability and positions organizations as leaders in their respective fields.

8) Transformation of Ideas into Value:

At its core, the innovation process is the alchemy that turns raw ideas into tangible value, crafting a compelling value proposition. It’s the systematic journey from concept to reality, ensuring that creative sparks translate into products, services, or solutions that resonate in the market.

9) Enhanced Efficiency and Effectiveness:

An innovation process isn’t just about introducing something new; it’s about doing things better. It streamlines operations, enhances efficiency, and ensures that every facet of the organization is optimized for success.

10) Cultivation of a Progressive Innovation Culture:

Embracing innovation fosters a culture of progress within an organization. Innovation culture encourages a mindset of continuous improvement, where employees are empowered to contribute ideas, experiment with new approaches, and actively participate in the organization’s growth journey.

11) Future-Proofing:

Innovation isn’t just about the present; it’s an investment in the future. Organizations with a well-established innovation process are better positioned to navigate uncertainties, foresee trends, and proactively shape their destiny.

Steps of the Innovation Process

Understanding the steps of the innovation process is key to successful implementation. Let’s break down the process into its essential components:

Step 1: Innovative Idea Generation

Embarking on the innovation journey initiates a quest for innovative potential through robust idea generation . This pivotal step involves actively seeking out new and groundbreaking ideas that have the potential to redefine products, services, or processes. The subsequent evaluation phase separates the wheat from the chaff, identifying ideas with the highest innovation quotient.

Idea Generation Techniques:

Creativity Techniques:

Employing structured creativity techniques stimulates ideation. These methods, ranging from brainstorming sessions to mind mapping, encourage teams to think outside the box and explore unconventional possibilities.

Design Thinking:

Rooted in empathy and a human-centric approach, design thinking is a powerful technique for innovative idea generation . It involves understanding user needs, ideating solutions, and prototyping to address real-world challenges.

Creativity techniques and design thinking are employed to stimulate ideation, ensuring ideas align with customer needs and address unmet requirements. JTBD enhances the customer-centric perspective, increasing the likelihood of generating transformative ideas that resonate authentically with evolving customer expectations.

The UNITE Jobs to Be Done (JTBD) Customer’s Job Statement plays a pivotal role. This framework emphasizes understanding the fundamental business goals and motivations of customers, guiding the generation of innovative ideas that address specific needs and challenges. By crafting precise Job Statements through UNITE, the process gains clarity on customer requirements, enabling a targeted approach to ideation.

Jobs to be Done Customer's Job Statement

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The UNITE Jobs-To-Be-Done Statement & Map

Tracking these innovative potentials varies in approach. Some methods involve targeted searches, delving into specific fields and aligning with the overall innovation strategy . Platforms such as idea generation contests, LEAD user workshops, or creativity workshops serve as channels for uncovering these hidden gems.

Reviewing and evaluating ideas regularly is crucial to ensure swift progress and provide immediate feedback to ideators. This practice prevents ideas from languishing without acknowledgement, fostering a supportive environment for ongoing participation in your innovation program. Lack of feedback can demotivate contributors and discourage their involvement in the innovation process. This emphasizes the importance of actively managing and nurturing the ideas generated to maintain a dynamic and participative innovation program.

Step 2: Advocacy Screening and Experimentation

The second crucial phase in the innovation process is advocacy screening and experimentation. Following the inception of innovative ideas, this stage involves an in-depth analysis to gather comprehensive information for evaluating feasibility. The goal is to scrutinize the potential challenges and benefits of a business idea, enabling informed decisions about its future. This phase plays a pivotal role in shaping the destiny of an innovation by subjecting it to rigorous scrutiny. Thorough analysis and experimentation provide valuable insights, identifying potential roadblocks and identifing opportunities for refinement.

One of the critical components is the feasibility analysis, assessing the practicality of the proposed innovation within the existing operational framework. Evaluating risks and benefits helps understand the innovation’s potential impact, and establishing a decision-making framework guides future development. Aligning the innovation with the organizational culture ensures seamless integration. Crucially, this phase involves meticulously analysing customer requirements, and validating the innovation against real-world demands.

Implementing best practices for business growth, such as fostering open communication and encouraging cross-functional collaboration, contributes to building a resilient innovation culture . Advocacy screening and experimentation propel the innovation process from ideation to strategic evaluation, ensuring concepts are grounded in practicality and market relevance. Navigating this phase sets the stage for visionary innovations with a solid foundation for success.

Step 3: Develop a Solution

Moving into the third phase of the innovation process , the focus now shifts to crafting a viable and deployable solution poised for market entry. This stage involves the meticulous development of solutions, including the construction of prototypes and the execution of various tests. Beyond conceptual and laboratory assessments, real-world market tests are conducted to garner firsthand insights and comprehensive feedback.

Throughout this phase, the emphasis is on refining the solution, addressing any identified shortcomings, and ensuring its readiness for implementation. Prototypes undergo scrutiny, and iterative testing ensures that the final product aligns seamlessly with customer expectations. The integration of market tests in authentic conditions serves as a crucial step in validating the solution’s practicality and market appeal.

Upon reaching maturity, the solution proceeds to the next pivotal stage: commercialization and marketing. Simultaneously, marketing and implementation strategies are further honed and developed to maximize impact. This synchronized approach ensures a smooth transition from solution development to market deployment, laying the groundwork for successful implementation and customer adoption. The third step in the innovation process is a critical juncture, where ideas evolve into tangible solutions ready to make a meaningful impact in the market.

Step 4: Commercialization and Marketing

Entering the crucial phase of commercialization and marketing marks a pivotal step in the innovation process. This stage is dedicated to creating market value for the developed idea, product, or service by focusing on its real-world impact. A key element within this step involves the meticulous establishment of specifications for the given idea, ensuring clarity and alignment with market needs.

Commercialization is a multifaceted endeavour that extends beyond the conceptual realm. It involves the physical manifestation of the product, making it available to potential customers through mass production, procurement, and logistics—all guided by well-defined concepts. Successful commercialization hinges on effective strategies that navigate the intricate landscape of consumer demand, competition, and market dynamics.

As the innovation transitions from organizational development to the commercial realm, the fourth step ensures a seamless integration of the product into the market, setting the stage for widespread adoption and success.

Marketing plays a central role in this phase, encompassing activities that drive awareness, engagement, and adoption. Crafting compelling narratives, establishing brand presence, and strategically positioning the product are integral components of a robust marketing strategy. The goal is to not only introduce the innovation to the market but also to generate enthusiasm, trust, and a compelling value proposit i on.

The value proposition canvas plays a crucial role. It helps in clearly defining and communicating the unique value the innovation brings to customers. By identifying customer pains and gains, the value proposition canvas guides marketing efforts, ensuring that the product’s benefits align with customer needs.

Examples and Types of Effective Functional Level Strategy for Business Support

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The Three Levels of Strategy: Corporate Strategy, Business Strategy, and Functional Strategy

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4.3 Developing Ideas, Innovations, and Inventions

Learning objectives.

By the end of this section, you will be able to:

Describe and apply the five stages of creativity
Discuss innovation as a system for problem solving and much more
Outline the sequence of steps in developing an invention

The previous section defined creativity, innovation, and invention, and provided examples. You might think of creativity as raw; innovation as transforming creativity into a functional purpose, often meant to eradicate a pain point or to fulfill a need; and invention as a creation that leaves a lasting impact. In this section, you will learn about processes designed to help you apply knowledge from the previous section.

The Creative Process: The Five Stages of Creativity

Raw creativity and an affinity for lateral thinking may be innate, but creative people must refine these skills in order to become masters in their respective fields. They practice in order to apply their skills readily and consistently, and to integrate them with other thought processes and emotions. Anyone can improve in creative efforts with practice. For our purposes, practice is a model for applied creativity that is derived from an entrepreneurial approach ( Figure 4.11 ). 34 It requires:

Preparation

Elaboration.

Preparation involves investigating a chosen field of interest, opening your mind, and becoming immersed in materials, mindset, and meaning. If you have ever tried to produce something creative without first absorbing relevant information and observing skilled practitioners at work, then you understand how difficult it is. This base of knowledge and experience mixed with an ability to integrate new thoughts and practices can help you sift through the ideas quicker. However, relying too heavily on prior knowledge can restrict the creative process. When you immerse yourself in a creative practice, you make use of the products or the materials of others’ creativity. For example, a video-game designer plays different types of video games on different consoles, computers, and online in networks. They may play alone, with friends in collaboration, or in competition. Consuming the products in a field gives you a sense of what is possible and indicates boundaries that you may attempt to push with your own creative work. Preparation broadens your mind and lets you study the products, practice, and culture in a field. It is also a time for goal setting. Whether your chosen field is directly related to art and design, such as publishing, or involves human-centric design, which includes all sorts of software and product design efforts, you need a period of open-minded reception to ideas. Repetitive practice is also part of the preparation stage, so that you can understand the current field of production and become aware of best practices, whether or not you are currently capable of matching them. During the preparation stage, you can begin to see how other creative people put meaning into their products, and you can establish benchmarks against which to measure your own creative work.

Incubation refers to giving yourself, and your subconscious mind in particular, time to incorporate what you learned and practiced in the preparation stage. Incubation involves the absence of practice. It may look to an outsider as though you are at rest, but your mind is at work. A change of environment is key to incubating ideas. 36 A new environment allows you to receive stimuli other than those directly associated with the creative problem you are working on. It could be as simple as taking a walk or going to a new coffee shop to allow your mind to wander and take in the information you gathered in the previous stage. Mozart stated, “When I am, as it were, completely myself, entirely alone, and of good cheer—say, traveling in a carriage, or walking after a good meal, or during the night when I cannot sleep; it is on such occasions that my ideas flow best and most abundantly.” 37 Incubation allows your mind to integrate your creative problem with your stored memories and with other thoughts or emotions you might have. This simply is not possible to do when you are consciously fixated on the creative problem and related tasks and practice.

Incubation can take a short or a long time, and you can perform other activities while allowing this process to take place. One theory about incubation is that it takes language out of the thought process. If you are not working to apply words to your creative problems and interests, you can free your mind to make associations that go deeper, so to speak, than language. 38 Patiently waiting for incubation to work is quite difficult. Many creative and innovative people develop hobbies involving physical activity to keep their minds busy while they allow ideas to incubate.

Insight or “illumination” is a term for the “aha!” moment—when the solution to a creative problem suddenly becomes readily accessible to your conscious mind. The “aha!” moment has been observed in literature, in history, and in cognitive studies of creativity. 39 Insights may come all at once or in increments. They are not easily understood because, by their very nature, they are difficult to isolate in research and experimental settings. For the creative entrepreneur, however, insights are a delight. An insight is the fleeting time when your preparation, practice, and period of incubation coalesce into a stroke of genius. Whether the illumination is the solution to a seemingly impossible problem or the creation of a particularly clever melody or turn of phrase, creative people often consider it a highlight in their lives. For an entrepreneur, an insight holds the promise of success and the potential to help massive numbers of people overcome a pain point or problem. Not every insight will have a global impact, but coming up with a solution that your subconscious mind has been working on for some time is a real joy.

Evaluation is the purposeful examination of ideas. You will want to compare your insights with the products and ideas you encountered during preparation. You also will want to compare your ideas and product prototypes to the goals you set out for yourself during the preparation phase. Creative professionals will often invite others to critique their work at this stage. Because evaluation is specific to the expectations, best practices, and existing product leaders in each field, evaluation can take on many forms. You are looking for assurance that your standards for evaluation are appropriate. Judge yourself fairly, even as you apply strict criteria and the well-developed sense of taste you acquired during the preparation phase. For example, you might choose to interview a few customers in your target demographics for your product or service. The primary objective is to understand the customer perspective and the extent to which your idea aligns with their position.

The last stage in the creative process is elaboration , that is, actual production. Elaboration can involve the release of a minimum viable product (MVP) . This version of your invention may not be polished or complete, but it should function well enough that you can begin to market it while still elaborating on it in an iterative development process. Elaboration also can involve the development and launch of a prototype, the release of a software beta, or the production of some piece of artistic work for sale. Many consumer-product companies, such as Johnson & Johnson or Procter & Gamble , will establish a small test market to garner feedback and evaluations of new products from actual customers. These insights can give the company valuable information that can help make the product or service as successful as possible.

At this stage what matters most in the entrepreneurial creative process is that the work becomes available to the public so that they have a chance to adopt it.

Link to Learning

Test marketing can reveal much information about the potential users of a product. Visit the Drive Research site on test markets for more information.

Innovation as More than Problem Solving

Innovative entrepreneurs are essentially problem solvers, but this level of innovation—identifying a pain point and working to overcome it—is only one in a series of innovative steps. In the influential business publication Forbes , the entrepreneur Larry Myler notes that problem solving is inherently reactive. 40 That is, you have to wait for a problem to happen in order to recognize the need to solve the problem. Solving problems is an important part of the practice of innovation, but to elevate the practice and the field, innovators should anticipate problems and strive to prevent them. In many cases, they create systems for continuous improvement, which Myler notes may involve “breaking” previous systems that seem to function perfectly well. Striving for continuous improvement helps innovators stay ahead of market changes. Thus, they have products ready for emerging markets, rather than developing projects that chase change, which can occur constantly in some tech-driven fields. One issue with building a system for constant improvement is that you are in essence creating problems in order to solve them, which goes against established culture in many firms. Innovators look for organizations that can handle purposeful innovation, or they attempt to start them. Some innovators even have the goal of innovating far ahead into the future, beyond current capacities. In order to do this, Myler suggests bringing people of disparate experiential backgrounds with different expertise together. These relationships are not guarantees of successful innovation, but such groups can generate ideas independent of institutional inertia. Thus, innovators are problem solvers but also can work with forms of problem creation and problem imagination. They tackle problems that have yet to exist in order to solve them ahead of time.

Let’s examine one multilevel approach to innovation ( Figure 4.12 ). The base is problem solving. The next level up in the pyramid, so to speak, is prevention. The next level is working toward continuous improvement, and at the top of such efforts is creating the capacity to direct the future of your industry or multiple industries so that you can weather disruption in your career or even to create it.

Even if you are not interested in shaping the future of whole industry sectors, developing future-focused innovation practices still is a good idea. It will help you prepare for disruption. The pace of technological change is such that workers at all levels need to be prepared to innovate. Innovation leaders, such as the marketing guru Guy Kawasaki , have built on psychological principles to suggest new ways to approach innovation. According to Kawasaki, innovative products include five key qualities: deep, indulgent, complete, elegant, and emotive— DICEE ( Figure 4.13 ). 41 You can strive to infuse individual innovations with these qualities in practical ways.

Deep products are based on the logic of innovation that we’ve just established and anticipate users’ needs before they have them. These types of innovations often have masterful designs that are intuitive for new users while still being capable of completing complex tasks. Adobe is an innovative corporation working in several fields, such as software, marketing, and artificial intelligence. Adobe often creates software applications with basic functions that are easily accessible to new users but that also enable experienced users to innovate on their own. 42 Creating a platform for innovation is a hallmark of deep, forward-thinking innovation.

Innovations with lasting power engage users in ways that make them feel special for having purchased the product or for having found the service. Indulgence refers to a depth of quality that does not come from being the fastest solution to a problem. Indulgence may even sound like a negative trait. In humans, it certainly can be, but for someone using an innovative product, feeling indulgent can relate to a richness of experience with the user interface (UI). The UI of a product, particularly a software product, is what the user sees and interacts with. A feeling of indulgence imbues your product with a sense of value and durability that reassures users and encourages them to use your product confidently.

Kawasaki’s vision of a complete product includes the services wrapped around it and underlying it such that users understand the product well enough to be comfortable using it. Information about how it works and how it is meant to work is readily available. Thus, product innovation must include marketing and other communication efforts. For Kawasaki, this builds the “ total user experience .” 43 If you truly have solved a problem in the marketplace, users will understand what that problem is and how your product and related services deliver.

Elegance also is part of a product’s UI. It refers to intuitive design that immediately makes sense to consumers. Elegance conveys more information with fewer words. Elegant design is not afraid of negative space or of the occasional pause. Elegant innovations solve problems without creating new ones. For Kawasaki, elegance is the difference between a pragmatic, good innovation and something great.

Emotive innovations evoke the intended emotion and demand to be admired and shared. In other words, truly great innovations create fandoms, not just consumer bases. You can’t force people to love your product, but you can give them experiences that create a sense of excitement and anticipation of what you might come up with next.

Developing an Invention

The general process of inventing involves systematic and practical steps that might include linear and nonlinear thinking. You might think that only people with innate artistic skills are creative and that only geniuses become innovators and inventors, but much of creativity is driven by being immersed in a practice. You can build and foster your own creativity. Your idea of an inventor might be someone like Johannes Gutenberg , who developed the printing press. The spread of printing ultimately redrew the map of Europe and resulted in the foundation of new centers of learning. Gutenberg’s supposed spark actually was more of a slow burn. He was creative and innovative—one of history’s most famous inventors—but his printing press, like all other inventions, was a synthesis of existing technologies. Gutenberg’s most important innovation was his use of moveable, interchangeable metal type instead of entire hand-carved wooden blocks of text ( Figure 4.14 ). Perfecting his printing process took decades and left him all but broke. 44 The notion of the inventor’s single stroke of genius is mostly myth. The people that history remembers usually worked very hard to develop their creativity, to become familiar with the processes and tools that were ripe for innovation in their time, and ultimately to make something so unique that society recognizes it as an invention.

The old adage claims that “necessity is the mother of invention,” but an innovator needs experience in a field, creative effort, and knowledge to be a successful inventor. Entrepreneurship means taking your efforts and knowledge, and finding a market where your invention can first survive, then thrive.

One model for developing an invention is the first five steps of a plan adapted from Sourcify.com , which specializes in connecting product developers with manufacturers. 45 This process is succinct and includes suggestions for building a team along the way ( Figure 4.15 ).

Step 1: Educate Yourself

Before your inventive product can do battle with other inventions, you will need to educate yourself. To prepare yourself to weather the competition, you need to learn as much as you can about the current investing climate, current product development opportunities, and current leadership approaches. Even if you are not deeply interested in leadership dogma, it helps to know what the current trends are in leadership and product development. To succeed as an inventor in a vast marketplace, you need to understand the rules, written and unwritten, of the industry and competitive landscape. The product development process can be quite involved. The process can vary by industry and by availability of resources.

Part of educating yourself is also gaining an understanding of your own strengths and weaknesses, and how those relate to your leadership style. A leadership style inventory can help you better understand your approach to leading others. This is just one example of many that exist to give you a starting point. As the inventor of your product or service, you will manage/lead others as you attempt to make your idea a reality. Also, the environment can constantly change. For this reason, it is important to understand the basic tenets of leadership and management in a dynamic work atmosphere. Many sources will give you insights into the challenges of management.

A leadership style inventory can help you understand your leadership style and how to adapt your own style to other situations and people.

Another key step in educating yourself is to find out which kinds of contributors you are going to need to build a successful entrepreneurial team. Building a team is essential to making your invention a reality. Even those who invent alone—and they are quite rare—must have a development team, a manufacturing and/or service team, a marketing team, and other members with specific skill sets such as coders, graphic designers, test marketers, and more.

Step 2: Stay Organized

Most tip sheets for inventors suggest that you find a method for organizing your creativity so that you don’t spend time trying to remember previous ideas, plans, and decisions. You must organize information related to your business idea, your business plan, and your potential teammates in the process.

Contact management software has been popular for decades. Nowadays, you can investigate many other productivity and team-chat tools. Research ways to organize information about the people you plan to work with and hope to work for. The team-chat program Slack (www.slack.com) enables you to create specific topics for team members to discuss and collaborate on. Slack offers several features to help keep employees connected. Insightly (www.insightly.com) is a customer relationship management tool to stay better connected to your customers. Ryver and Glip incorporate task management. Flock and Microsoft Teams offer a host of features, with Microsoft leveraging its corporate position to bring about deployment in more than 200,000 organizations. Select the tool set that works best for you and consider paying for the software that offers the precise team communication functionality and utility you need. 46

Step 3: Conduct Market Research

Market research is an obvious must, but many entrepreneurs fail to go as deeply as they should in researching their competition. You must be aware of current and future competitors so that you are prepared to compete in the marketplace when you are actually ready. Being the best on paper now won’t be much use when you enter the marketplace with an MVP in six to eight months in competition with competitors’ new products and updates.

What should you consider with regard to team development when you’re looking at the competition? Within the legal limits of any noncompete clauses, you should be shopping the competition for potential team members. The best leaders are always seeking talented people. If you sense that someone would be a good fit for your team, that they have not only the skill set but also the temperament that would help put your invention in the market, do not be afraid to reach out to them. How you reach out is something you must research for each industry. In some industries, you will have to be highly secretive. Part of market research is understanding the market well enough to understand the soft skills you need to find contributors who are already working in the industry or in an adjacent one

Step 4: Conduct Patent Research

If you expect to apply for a patent , take the time to read up on policies and procedures. Officials in the US Patent Office, or in similar bureaus in other countries, decide whether an invention is worthy of receiving a patent. A patentable invention must meet the criteria of being novel, useful, and nonobvious; it must be proven to be workable. 47 Those three standards—novel, useful, and nonobvious—are subjective. So is the concept of invention, but conceptualizing invention this way sets a high bar for entrepreneurs who truly wish to make a social impact. Developing an invention that is patentable also creates a barrier against competition, which can make the difference between business success and failure. There are two types of patents. Utility patents last twenty years, and design patents usually last fourteen years. If a patent is granted, the inventor has a window of time in which to secure further funding, work to produce the product, and try to gain mass-market adoption. 48 After all is said and done, you can apply your creativity to social innovations, product innovations, or service innovations. If you can combine enough innovations, add your unique creativity, and create something that survives the diffusion chasm, you can truly invent something new.

The patent basics page of the US Patent and Trademark Office’s website is roughly forty pages long. 49 The utility patent process includes a thirteen-step flow chart 50 that outlines the process. The patent office encourages you to use a registered patent attorney or agent. If you are skilled and diligent enough to secure a patent, you should expect to pay fees and file paperwork to maintain it for years after it is granted. We’ve already discussed the keys to securing a patent, but to reiterate, here is how an invention is defined in US patent law: “In the language of the statute, any person who ‘invents or discovers any new and useful process, machine, manufacture, or composition of matter, or any new and useful improvement thereof, may obtain a patent,’ subject to the conditions and requirements of the law.” 51

When building a team to make your invention a reality, finding a patent lawyer or agent is key. Even those who have advocated for hiring patent attorneys in the past now suggest that hiring a patent agent might work. What’s the difference? Patent attorneys often bill by the hour, but they offer a full suite of legal advice. As the author Stephen Key indicates, patent agents are narrowly focused on helping you get and defend your patent. 52 The other limitation that Key mentions is that patent agents may write a patent application in such a way that you are less prepared to protect your invention against future legal challenges. Key quotes Gene Quinn , a leading attorney on intellectual property and patent law: “By the time you realize that you are sitting on a million-dollar invention it will be too late to do anything about it.…Patent agents as a general rule tend to be very good at describing what it is that you as an inventor show up with.” What they tend to be much less good at is describing what your invention could be. They also frequently will use terms that are more concrete and limiting than would a patent attorney. Attorneys are taught the art of being hyper-specific, which is necessary at times, but also the art of being anything but specific.” 53 Patents cannot be vague, but they can be written with just the right amount of specificity to protect against similar products that may arise and threaten your market share.

Step 5: Develop a Prototype

Developing a prototype can be the most fun or the most tedious part of inventing. Much of your attitude toward developing a prototype depends on available resources, technology, and expertise. In this text, we reference the concept of the lean startup from time to time. In the lean startup model, the prototype is most often an MVP. As we saw earlier, an MVP is a version of your invention that may not be polished or complete in terms of how you envisioned it, but it functions well enough and looks good enough that you can begin to market it with reasonable hopes that it will be adopted. For other inventions, you may need to build a more advanced prototype. This requires serious investment capital, but the payoff is that users will interact with a version of the product that looks and functions more like what you had in mind during your ideation phase. As an inventor, you are responsible for establishing quality control minimums for your product. You may have to compromise on your vision, but you should not compromise on basic functionality or basic levels of quality in materials.

You have many options at the prototype development stage. You can build the prototype yourself or with a small team. You can partner with design/invention firms that specialize in helping inventors create, but you must be very careful and involve your legal representation when working with such firms to be sure that you maintain the patents and other rights to your invention. Many inventors have partnered with such firms only to see their intellectual property stolen. Another option is to get funding for your invention on Kickstarter or some other crowdfunding site, but again you must beware that establishing such a campaign puts your idea in the public sphere. “Copycatters are monitoring crowdfunding platforms like Kickstarter and watching for trendy products to go viral,” according to Amedeo Ferraro , an intellectual property attorney. 54 Competing companies, particularly in foreign markets, actively scout Kickstarter and similar platforms for new ideas that they can manufacture and bring to market before your crowdfunding project has run its course. Perhaps most chilling is this comment regarding legal protections that do not function, even when inventors take precautions to protect their intellectual property when working with some Chinese firms: “But even with these protections, there’s no guarantee that you can stop someone from copycatting your product. [One U.S. intellectual property lawyer] said that the problem lies not in China’s courts but enforcing rulings. Winning a case against one factory is relatively easy. But suing every factory and winning is expensive and time consuming.” 55 For this reason, some inventors prefer to start small and local, if possible. It can be better for them to start with a trusted team striving for a small profit and a good market position than to see the market flooded with copycat products.

34 Aleza D’Agostino. “5 Stages of the Creative Process with James Taylor.” CreativeLive . December 28, 2015. https://www.creativelive.com/blog/5-stages-of-the-creative-process-with-james-taylor/
35 Eugene Sadler-Smith. “Wallas’ Four-Stage Model of the Creative Process: More Than Meets the Eye?” Creativity Research Journal 27, no. 4 (2015): 342–352.
36 Eugene Sadler-Smith. “Wallas’ Four-Stage Model of the Creative Process: More Than Meets the Eye?” Creativity Research Journal 27, no. 4 (2015): 342–352.
37 Neal Zaslaw, “Mozart As a Working Stiff,” in James M. Morris, ed., On Mozart (Cambridge: Cambridge University Press, 1994), 109.
38 Steven M. Smith, Thomas B. Ward, and Ronald A. Finke, eds., The Creative Cognition Approach . Cambridge, MA: MIT Press, 1995.
39 Eugene Sadler-Smith. “Wallas’ Four-Stage Model of the Creative Process: More Than Meets the Eye?” Creativity Research Journal 27, no. 4 (2015): 342–352.
40 Larry Myler. “Innovation Is Problem Solving . . . And a Whole Lot More.” Forbes. June 13, 2014. https://www.forbes.com/sites/larrymyler/2014/06/13/innovation-is-problem-solving-and-a-whole-lot-more/#3f11abe533b9
41 Guy Kawasaki. “Guy’s Golden Touch.” Guy Kawasaki . January 3, 2006. https://guykawasaki.com/guys_golden_tou/
42 Adobe Communications Team. “Adobe Named One of Fast Company’s ‘Most Innovative Companies’ for AI.” Adobe Blog . February 20, 2018. https://theblog.adobe.com/adobe-named-one-fast-companys-innovative-companies-ai/
43 Guy Kawasaki. “Guy’s Golden Touch.” Guy Kawasaki . January 3, 2006. https://guykawasaki.com/guys_golden_tou/
44 John Man. The Gutenberg Revolution . New York: Random House, 2010.
45 Natalie Peters. “9 Key Steps to Bring Your Invention to Life.” Sourcify . December 11, 2017. https://www.sourcify.com/bring-your-invention-to-life/
46 Aleksey Chepalov. “9 Slack Competitors in 2019: What Team Chat Tools Are Leading the Way?” Chanty . March 18, 2019. https://www.chanty.com/blog/slack-competitors/
47 “Patent Subject Matter Eligibility.” United States Patent and Trademark Office (USPTO). n.d. https://www.uspto.gov/web/offices/pac/mpep/s2106.html
48 “How Long Does Patent, Trademark, or Copyright Protection Last?” Intellectual Property Rights Information and Assistance. July 7, 2016. https://www.stopfakes.gov/article?id=How-Long-Does-Patent-Trademark-or-Copyright-Protection-Last
49 “General Information Concerning Patents.” United States Patent and Trademark Office . October 2015. https://www.uspto.gov/patents-getting-started/general-information-concerning-patents
50 “Process for Obtaining a Utility Patent.” United States Patent and Trademark Office . n.d. https://www.uspto.gov/patents-getting-started/patent-basics/types-patent-applications/utility-patent/process-obtaining
51 “What Can Be Patented” in “General Information Concerning Patents.” United States Patent and Trademark Office . October 2015. https://www.uspto.gov/patents-getting-started/general-information-concerning-patents#heading-4
52 Stephen Key. “Should You Hire a Patent Agent Instead of a Patent Attorney?” Inc . October 26, 2016. https://www.inc.com/stephen-key/should-you-hire-a-patent-agent-instead-of-a-patent-attorney.html
53 “Gene Quinn.” IP Watchdog . n.d. https://www.ipwatchdog.com/people/gene-quinn-3/
54 Jennifer Schlesinger, Andrea Day, Bianca Fortis, Eunice Yoon, and Lilian Wu. “How One Entrepreneur’s American Dream Turned into a Copycat Nightmare.” CNBC . April 30, 2019. https://www.cnbc.com/2019/04/30/how-one-entrepreneurs-american-dream-turned-into-a-copycat-nightmare.html
55 Josh Horwitz. “Your Brilliant Kickstarter Idea Could Be on Sale in China before You’ve Even Finished Funding It.” Quartz . October 17, 2016. https://qz.com/771727/chinas-factories-in-shenzhen-can-copy-products-at-breakneck-speed-and-its-time-for-the-rest-of-the-world-to-get-over-it/

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Ideas and insights from Harvard Business Publishing Corporate Learning

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Five Steps to Implementing Innovation

We’re all familiar with stories about breakthrough products, services, and processes—the disruptors that grab the headlines and garner eye-popping valuations. And then there are the entrepreneurs who end up on the cover of Bloomberg Businessweek and write best-selling books about the keys to their success. The message seems to be that, through good timing or genius, innovation is the purview of a select few.

But at its core, innovation is simply a way to solve problems and create value in new ways. Overhauling an inefficient process, using customer feedback to breathe new life into a stale product—innovations don’t have to be splashy or game-changing to lead to sustained organizational success. These small but mighty initiatives seldom come from top management or an “idea lab,” but rather from individual contributors and frontline leaders who are closest to the customer and best positioned to understand their needs.

When employees from throughout the ranks learn to see themselves as innovators and take steps to make their ideas a reality, the results can be powerful. In addition to furthering a company’s purpose and bolstering its bottom line, employee-driven innovation engages people in ways that carrying out top-down directives never will.

Tips to get you started

Given the growing interest in innovation, it’s no surprise that organizations are looking for clear guidelines on how to implement it. Every innovation is unique. Even so, certain strategies and skills are useful across a range of projects and at all levels of an organization:

Spot opportunities for innovation. As innovation expert Greg Satell puts it, “No matter what form innovation takes—short, agile sprints or long-term, grand-challenge investments—innovation is fundamentally about solving problems.” As you think about your organization, what problems need solving? Where do opportunities lie? Once you land on some promising ideas, continue to explore them from different angles. By doing so, you may discover even more exciting possibilities.
Prioritize opportunities. You don’t have infinite time and resources, so prioritize potential innovations depending on where you think you’ll get the most bang for your buck. Narrow in on the two or three ideas you think are most worth digging into, testing, and refining. Then express them as hypotheses you can test through targeted experiments.
Test your potential innovations. Keep your experiments modest in scope, especially when you’re starting out. You may want to begin with “paper prototypes,” or simple drawings of the new product or process that your end users can interact with to see what works and what doesn’t. They are quick and inexpensive, and they help you figure out where you need to tweak your concept. With each round of testing, move to progressively more complex experiments involving more users.
Build support for your innovations. Don’t be shy. Make sure the time is right and tell your story to all your stakeholders, including those whose resource backing you need and those who’ll directly benefit from your innovation. You’ll want to tailor your approach based on what’s important to each person and what you need from them.
Learn from your innovation efforts. You’ve probably heard the mantra “fail fast, learn fast.” After each innovation, list what you would do again and what you wouldn’t. And don’t overthink failure; the key is learn from it and apply those lessons to your next innovation.

We’ve seen these steps work at all levels in an organization. In fact, we even followed them when redesigning our Harvard ManageMentor® innovation-related topics. What process do you follow when implementing innovation in your organization?

Janice Molloy is senior manager, online learning at Harvard Business Publishing. Email her at [email protected] .

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Science News

What made the last century’s great innovations possible.

Transforming how people live requires more than scientific discovery

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In the early decades of the 20th century, automobiles, telephone service and radio (broadcast of the 1920 U.S. presidential election results from KDKA station in Pittsburgh is shown) were transforming life.

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From invention to innovation

In the 1940s, Vannevar Bush’s model for innovation was what’s now known as “linear.” He saw the wellspring of new scientific ideas, or what he termed “basic science,” as eventually moving in a more practical direction toward what he deemed “applied research.” In time, these applied scientific ideas — inventions, essentially — could move toward engineered products or processes. Ultimately, in finding large markets, they could become innovations.

In recent decades, Bush’s model has come to be seen as simplistic. The educator Donald Stokes, for instance, has pointed out that the line between basic and applied science can be indistinct. Bush’s paradigm can also work in reverse: New knowledge in the sciences can derive from technological tools and innovations, rather than the other way around. This is often the case with powerful new microscopes , for instance, which allow researchers to make observations and discoveries at tinier and tinier scales. More recently, other scholars of innovation have pointed to the powerful effect that end users and crowdsourcing can have on new products, sometimes improving them dramatically — as with software — by adding new ideas for their own use.

Above all, innovations have increasingly proved to be the sum parts of unrelated scientific discoveries and inventions; combining these elements at a propitious moment in time can result in technological alchemy. Economist Mariana Mazzucato, for instance, has pointed to the iPhone as an integrated wonder of myriad breakthroughs, including touch screens, GPS, cellular systems and the Internet, all developed at different times and with different purposes.

At least in the Cold War era, when military requests and large industrial labs drove much of the new technology, the linear model nevertheless succeeded well. Beyond AT&T and General Electric, corporate titans like General Motors, DuPont, Dow and IBM viewed their R&D labs, stocked with some of the country’s best scientists, as foundries where world-changing products of the future would be forged.

These corporate labs were immensely productive in terms of research and were especially good at producing new patents. But not all their scientific work was suitable for driving innovations. At Bell Labs, for instance, which funded a small laboratory in Holmdel, N.J., situated amid several hundred acres of open fields, a small team of researchers studied radio wave transmissions.

Karl Jansky, a young physicist, installed a moveable antenna on the grounds that revealed radio waves emanating from the center of the Milky Way. In doing so, he effectively founded the field of radio astronomy . And yet, he did not create anything useful for his employer, the phone company, which was more focused on improving and expanding telephone service. To Jansky’s disappointment, he was asked to direct his energies elsewhere; there seemed no market for what he was doing.

Above all, corporate managers needed to perceive an overlap between big ideas and big markets before they would dedicate funding and staff toward developing an innovation. Even then, the iterative work of creating a new product or process could be slow and plodding — more so than it may seem in retrospect. Bell Labs’ invention of the point-contact transistor, in December 1947, is a case in point. The first transistor was a startling moment of insight that led to a Nobel Prize . Yet in truth the world changed little from what was produced that year.

The three credited inventors — William Shockley, John Bardeen and William Brattain — had found a way to create a very fast switch or amplifier by running a current through a slightly impure slice of germanium. Their device promised to transform modern appliances, including those used by the phone company, into tiny, power-sipping electronics. And yet the earliest transistors were difficult to manufacture and impractical for many applications. (They were tried in bulky hearing aids, however.) What was required was a subsequent set of transistor-related inventions to transform the breakthrough into an innovation.

historical photo of John Bardeen, William Shockley and Walter Brattain working with technical equipment

The first crucial step was the junction transistor, a tiny “sandwich” of various types of germanium, theorized by Shockley in 1948 and created by engineering colleagues soon after. The design proved manufacturable by the mid-1950s, thanks to efforts at Texas Instruments and other companies to transform it into a dependable product.

A second leap overcame the problems of germanium, which performed poorly under certain temperature and moisture conditions and was relatively rare. In March 1955, Morris Tanenbaum, a young chemist at Bell Labs, hit on a method using a slice of silicon. It was, crucially, not the world’s first silicon transistor — that distinction goes to a device created a year before. But Tanenbaum reflected that his design, unlike the others, was easily “manufacturable,” which defined its innovative potential. Indeed, he realized its value right away. In his lab notebook on the evening of his insight, he wrote: “This looks like the transistor we’ve been waiting for. It should be a cinch to make.”

Finally, several other giant steps were needed. One came in 1959, also at Bell Labs, when Mohamed Atalla and Dawon Kahng created the first silicon metal-oxide-semiconductor-field-effect-transistor — known as a MOSFET — which used a different architecture than either junction or point-contact transistors. Today, almost every transistor manufactured in the world, trillions each second, results from the MOSFET breakthrough . This advance allowed for the design of integrated circuits and chips implanted with billions of tiny devices. It allowed for powerful computers and moonshots. And it allowed for an entire world to be connected.

Getting there

The technological leaps of the 1900s — microelectronics, antibiotics , chemotherapy, liquid-fueled rockets, Earth-observing satellites , lasers , LED lights, disease-resistant seeds and so forth — derived from science. But these technologies also spent years being improved, tweaked, recombined and modified to make them achieve the scale and impact necessary for innovations.

Some scholars — the late Harvard professor Clayton Christensen, for instance, who in the 1990s studied the way new ideas “disrupt” entrenched industries — have pointed to how waves of technological change can follow predictable patterns. First, a potential innovation with a functional advantage finds a market niche; eventually, it expands its appeal to users, drops in cost and step by step pushes aside a well-established product or process. (Over time the transistor, for example, has mostly eliminated the need for vacuum tubes.)

But there has never been a comprehensive theory of innovation that cuts across all disciplines, or that can reliably predict the specific path by which we end up transforming new knowledge into social gains. Surprises happen. Within any field, structural obstacles, technical challenges or a scarcity of funding can stand in the way of development, so that some ideas (a treatment for melanoma, say) move to fruition and broad application faster than others (a treatment for pancreatic cancer).

There can likewise be vast differences in how innovation occurs in different fields. In energy, for example, which involves vast integrated systems and requires durable infrastructure, the environmental scientist and policy historian Vaclav Smil has noted, innovations can take far longer to achieve scale than in others. In software development, new products can be rolled out cheaply, and can reach a huge audience almost instantly.

At the very least, we can say with some certainty that almost all innovations, like most discoveries and inventions, result from hard work and good timing — a moment when the right people get together with the right knowledge to solve the right problem. In one of his essays on the subject, business theorist Peter Drucker pointed to the process by which business managers “convert society’s needs into opportunities” as the definition of innovation. And that may be as good an explanation as any.

Even innovations that seem fast — for instance, mRNA vaccines for COVID-19 — are often a capstone to many years of research and discovery. Indeed, it’s worth noting that the scientific groundwork preceding the vaccines’ rollout developed the methods that could later be used to solve a problem when the need became most acute . What’s more, the urgency of the situation presented an opportunity for three companies — Moderna and, in collaboration, Pfizer and BioNTech — to utilize a vaccine invention and bring it to scale within a year.

person injecting a COVID-19 vaccine into someone's arm

“The history of cultural progress is, almost without exception, a story of one door leading to another door,” the tech journalist Steven Johnson has written. We usually explore just one room at a time, and only after wandering around do we proceed to the next, he writes. Surely this is an apt way to think of our journey up to now. It might also lead us to ask: What doors will we open in future decades? What rooms will we explore?

On the one hand, we can be assured that the advent of mRNA vaccines portends applications for a range of other diseases in coming years. It seems more challenging to predict — and, perhaps, hazardous to underestimate — the human impact of biotechnology , such as CRISPR gene editing or synthetic DNA. And it seems equally hard to imagine with precision how a variety of novel digital products ( robotics, for example, and artificial intelligence ) will be integrated into societies of the future. Yet without question they will.

Erik Brynjolfsson of Stanford and Andrew McAfee of MIT have posited that new digital technologies mark the start of a “second machine age” that in turn represents “an inflection point in the history of our economies and societies.” What could result is an era of greater abundance and problem-solving, but also enormous challenges — for instance, as computers increasingly take on tasks that result in the replacement of human workers.

If this is our future, it won’t be the first time we’ve struggled with the blowback from new innovations , which often create new problems even as they solve old ones. New pesticides and herbicides, to take one example, allowed farmers to raise yields and ensure good harvests; they also devastated fragile ecosystems. Social media connected people all over the world; it also led to a tidal wave of propaganda and misinformation. Most crucially, the discovery of fossil fuels, along with the development of steam turbines and internal combustion engines, led us into an era of global wealth and commerce. But these innovations have bequeathed a legacy of CO 2 emissions, a warming planet, diminished biodiversity and the possibility of impending environmental catastrophe.

The climate dilemma almost certainly presents the greatest challenge of the next 50 years. Some of the innovations needed for an energy transition — in solar and wind power, and in batteries and home heat pumps — already exist; what’s required are policies that allow for deployment on a rapid and more massive scale. But other ideas and inventions — in the fields of geothermal and tidal power, for instance, or next-generation nuclear plants, novel battery chemistries and carbon capture and utilization — will require years of development to drive costs down and performance up. The climate challenge is so large and varied, it seems safe to assume we will need every innovation we can possibly muster.

A solar thermal power plant in Morocco, with long rows of solar panels

Perhaps the largest unknown is whether success is assured. Even so, we can predict what a person looking back a century from now might think. They will note that we had a multitude of astonishing scientific breakthroughs in our favor at this moment in time — breakthroughs that pointed the way toward innovations and a cooler, safer, healthier planet. They will reflect that we had a range of extraordinary tools at our beck and call. They will see that we had great engineering prowess, and great wealth. And they will likely conclude that with all the problems at hand, even some that seemed fearsome and intractable, none should have proved unsolvable.

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40 problem-solving techniques and processes

All teams and organizations encounter challenges. Approaching those challenges without a structured problem solving process can end up making things worse.

Proven problem solving techniques such as those outlined below can guide your group through a process of identifying problems and challenges , ideating on possible solutions , and then evaluating and implementing the most suitable .

In this post, you'll find problem-solving tools you can use to develop effective solutions. You'll also find some tips for facilitating the problem solving process and solving complex problems.

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What is problem solving?

Problem solving is a process of finding and implementing a solution to a challenge or obstacle. In most contexts, this means going through a problem solving process that begins with identifying the issue, exploring its root causes, ideating and refining possible solutions before implementing and measuring the impact of that solution.

For simple or small problems, it can be tempting to skip straight to implementing what you believe is the right solution. The danger with this approach is that without exploring the true causes of the issue, it might just occur again or your chosen solution may cause other issues.

Particularly in the world of work, good problem solving means using data to back up each step of the process, bringing in new perspectives and effectively measuring the impact of your solution.

Effective problem solving can help ensure that your team or organization is well positioned to overcome challenges, be resilient to change and create innovation. In my experience, problem solving is a combination of skillset, mindset and process, and it’s especially vital for leaders to cultivate this skill.

A group of people looking at a poster with notes on it

What is the seven step problem solving process?

A problem solving process is a step-by-step framework from going from discovering a problem all the way through to implementing a solution.

With practice, this framework can become intuitive, and innovative companies tend to have a consistent and ongoing ability to discover and tackle challenges when they come up.

You might see everything from a four step problem solving process through to seven steps. While all these processes cover roughly the same ground, I’ve found a seven step problem solving process is helpful for making all key steps legible.

We’ll outline that process here and then follow with techniques you can use to explore and work on that step of the problem solving process with a group.

The seven-step problem solving process is:

1. Problem identification

The first stage of any problem solving process is to identify the problem(s) you need to solve. This often looks like using group discussions and activities to help a group surface and effectively articulate the challenges they’re facing and wish to resolve.

Be sure to align with your team on the exact definition and nature of the problem you’re solving. An effective process is one where everyone is pulling in the same direction – ensure clarity and alignment now to help avoid misunderstandings later.

2. Problem analysis and refinement

The process of problem analysis means ensuring that the problem you are seeking to solve is the right problem . Choosing the right problem to solve means you are on the right path to creating the right solution.

At this stage, you may look deeper at the problem you identified to try and discover the root cause at the level of people or process. You may also spend some time sourcing data, consulting relevant parties and creating and refining a problem statement.

Problem refinement means adjusting scope or focus of the problem you will be aiming to solve based on what comes up during your analysis. As you analyze data sources, you might discover that the root cause means you need to adjust your problem statement. Alternatively, you might find that your original problem statement is too big to be meaningful approached within your current project.

Remember that the goal of any problem refinement is to help set the stage for effective solution development and deployment. Set the right focus and get buy-in from your team here and you’ll be well positioned to move forward with confidence.

3. Solution generation

Once your group has nailed down the particulars of the problem you wish to solve, you want to encourage a free flow of ideas connecting to solving that problem. This can take the form of problem solving games that encourage creative thinking or techniquess designed to produce working prototypes of possible solutions.

The key to ensuring the success of this stage of the problem solving process is to encourage quick, creative thinking and create an open space where all ideas are considered. The best solutions can often come from unlikely places and by using problem solving techniques that celebrate invention, you might come up with solution gold.

4. Solution development

No solution is perfect right out of the gate. It’s important to discuss and develop the solutions your group has come up with over the course of following the previous problem solving steps in order to arrive at the best possible solution. Problem solving games used in this stage involve lots of critical thinking, measuring potential effort and impact, and looking at possible solutions analytically.

During this stage, you will often ask your team to iterate and improve upon your front-running solutions and develop them further. Remember that problem solving strategies always benefit from a multitude of voices and opinions, and not to let ego get involved when it comes to choosing which solutions to develop and take further.

Finding the best solution is the goal of all problem solving workshops and here is the place to ensure that your solution is well thought out, sufficiently robust and fit for purpose.

5. Decision making and planning

Nearly there! Once you’ve got a set of possible, you’ll need to make a decision on which to implement. This can be a consensus-based group decision or it might be for a leader or major stakeholder to decide. You’ll find a set of effective decision making methods below.

Once your group has reached consensus and selected a solution, there are some additional actions that also need to be decided upon. You’ll want to work on allocating ownership of the project, figure out who will do what, how the success of the solution will be measured and decide the next course of action.

Set clear accountabilities, actions, timeframes, and follow-ups for your chosen solution. Make these decisions and set clear next-steps in the problem solving workshop so that everyone is aligned and you can move forward effectively as a group.

Ensuring that you plan for the roll-out of a solution is one of the most important problem solving steps. Without adequate planning or oversight, it can prove impossible to measure success or iterate further if the problem was not solved.

6. Solution implementation

This is what we were waiting for! All problem solving processes have the end goal of implementing an effective and impactful solution that your group has confidence in.

Project management and communication skills are key here – your solution may need to adjust when out in the wild or you might discover new challenges along the way. For some solutions, you might also implement a test with a small group and monitor results before rolling it out to an entire company.

You should have a clear owner for your solution who will oversee the plans you made together and help ensure they’re put into place. This person will often coordinate the implementation team and set-up processes to measure the efficacy of your solution too.

7. Solution evaluation

So you and your team developed a great solution to a problem and have a gut feeling it’s been solved. Work done, right? Wrong. All problem solving strategies benefit from evaluation, consideration, and feedback.

You might find that the solution does not work for everyone, might create new problems, or is potentially so successful that you will want to roll it out to larger teams or as part of other initiatives.

None of that is possible without taking the time to evaluate the success of the solution you developed in your problem solving model and adjust if necessary.

Remember that the problem solving process is often iterative and it can be common to not solve complex issues on the first try. Even when this is the case, you and your team will have generated learning that will be important for future problem solving workshops or in other parts of the organization.

It’s also worth underlining how important record keeping is throughout the problem solving process. If a solution didn’t work, you need to have the data and records to see why that was the case. If you go back to the drawing board, notes from the previous workshop can help save time.

What does an effective problem solving process look like?

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

The format of a workshop ensures that you can get buy-in from your group, encourage free-thinking and solution exploration before making a decision on what to implement following the session.

This Design Sprint 2.0 template is an effective problem solving process from top agency AJ&Smart. It’s a great format for the entire problem solving process, with four-days of workshops designed to surface issues, explore solutions and even test a solution.

Check it for an example of how you might structure and run a problem solving process and feel free to copy and adjust it your needs!

For a shorter process you can run in a single afternoon, this remote problem solving agenda will guide you effectively in just a couple of hours.

Whatever the length of your workshop, by using 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!

Complete problem-solving methods

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

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.

The Six Thinking Hats #creative thinking #meeting facilitation #problem solving #issue resolution #idea generation #conflict resolution The Six Thinking Hats are used by individuals and groups to separate out conflicting styles of thinking. They enable and encourage a group of people to think constructively together in exploring and implementing change, rather than using argument to fight over who is right and who is wrong.

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 It doesn’t matter where you work and what your job role is, if you work with other people together as a team, you will always encounter the same challenges: Unclear goals and miscommunication that cause busy work and overtime Unstructured meetings that leave attendants tired, confused and without clear outcomes. Frustration builds up because internal challenges to productivity are not addressed Sudden changes in priorities lead to a loss of focus and momentum Muddled compromise takes the place of clear decision- making, leaving everybody to come up with their own interpretation. In short, a lack of structure leads to a waste of time and effort, projects that drag on for too long and frustrated, burnt out teams. AJ&Smart has worked with some of the most innovative, productive companies in the world. What sets their teams apart from others is not better tools, bigger talent or more beautiful offices. The secret sauce to becoming a more productive, more creative and happier team is simple: Replace all open discussion or brainstorming with a structured process that leads to more ideas, clearer decisions and better outcomes. When a good process provides guardrails and a clear path to follow, it becomes easier to come up with ideas, make decisions and solve problems. This is why AJ&Smart created Lightning Decision Jam (LDJ). It’s a simple and short, but powerful group exercise that can be run either in-person, in the same room, or remotely with distributed teams.

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.

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.

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.

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.

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.

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!

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.

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.

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.

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.

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.

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.

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.

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.

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!

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 brainstorming solutions

Now you have the context and background of the problem you are trying to solving, now comes the time to start ideating and thinking about how you’ll solve the issue.

Here, you’ll want to encourage creative, free thinking and speed. Get as many ideas out as possible and explore different perspectives so you have the raw material for the next step.

Looking at a problem from a new angle can be one of the most effective ways of creating an effective solution. TRIZ is a problem-solving tool that asks the group to consider what they must not do in order to solve a challenge.

By reversing the discussion, new topics and taboo subjects often emerge, allowing the group to think more deeply and create ideas that confront the status quo in a safe and meaningful way. If you’re working on a problem that you’ve tried to solve before, TRIZ is a great problem-solving method to help your team get unblocked.

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

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.

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.

Idea and Concept Development

Brainstorming without structure can quickly become chaotic or frustrating. In a problem-solving context, having an ideation framework to follow can help ensure your team is both creative and disciplined.

In this method, you’ll find an idea generation process that encourages your group to brainstorm effectively before developing their ideas and begin clustering them together. By using concepts such as Yes and…, more is more and postponing judgement, you can create the ideal conditions for brainstorming with ease.

Idea & Concept Development #hyperisland #innovation #idea generation Ideation and Concept Development is a process for groups to work creatively and collaboratively to generate creative ideas. It’s a general approach that can be adapted and customized to suit many different scenarios. It includes basic principles for idea generation and several steps for groups to work with. It also includes steps for idea selection and development.

Problem-solving techniques for developing and refining 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 develop and refine your ideas in order to bring them closer to a solution that actually solves the problem.

Use these problem-solving techniques when you want to help your team think through their ideas and refine them as part of your problem solving process.

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.

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

Ensuring that everyone in a group is able to contribute to a discussion is vital during any problem solving process. Not only does this ensure all bases are covered, but its then easier to get buy-in and accountability when people have been able to contribute to the process.

1-2-4-All is a tried and tested facilitation technique where participants are asked to first brainstorm on a topic on their own. Next, they discuss and share ideas in a pair before moving into a small group. Those groups are then asked to present the best idea from their discussion to the rest of the team.

This method can be used in many different contexts effectively, though I find it particularly shines in the idea development stage of the process. Giving each participant time to concretize their ideas and develop them in progressively larger groups can create a great space for both innovation and psychological safety.

1-2-4-All #idea generation #liberating structures #issue analysis With this facilitation technique you can immediately include everyone regardless of how large the group is. You can generate better ideas and more of them faster than ever before. You can tap the know-how and imagination that is distributed widely in places not known in advance. Open, generative conversation unfolds. Ideas and solutions are sifted in rapid fashion. Most importantly, participants own the ideas, so follow-up and implementation is simplified. No buy-in strategies needed! Simple and elegant!

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.

Problem-solving techniques for making decisions and planning

After your group is happy with the possible solutions you’ve developed, now comes the time to choose which to implement. There’s more than one way to make a decision and the best option is often dependant on the needs and set-up of your group.

Sometimes, it’s the case that you’ll want to vote as a group on what is likely to be the most impactful solution. Other times, it might be down to a decision maker or major stakeholder to make the final decision. Whatever your process, here’s some techniques you can use to help you make a decision during your problem solving process.

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.

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.

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.

Straddling the gap between decision making and planning, MoSCoW is a simple and effective method that allows a group team to easily prioritize a set of possible options.

Use this method in a problem solving process by collecting and summarizing all your possible solutions and then categorize them into 4 sections: “Must have”, “Should have”, “Could have”, or “Would like but won‘t get”.

This method is particularly useful when its less about choosing one possible solution and more about prioritorizing which to do first and which may not fit in the scope of your project. In my experience, complex challenges often require multiple small fixes, and this method can be a great way to move from a pile of things you’d all like to do to a structured plan.

MoSCoW #define intentions #create #design #action #remote-friendly MoSCoW is a method that allows the team to prioritize the different features that they will work on. Features are then categorized into “Must have”, “Should have”, “Could have”, or “Would like but won‘t get”. To be used at the beginning of a timeslot (for example during Sprint planning) and when planning is needed.

When it comes to managing the rollout of a solution, clarity and accountability are key factors in ensuring the success of the project. The RAACI chart is a simple but effective model for setting roles and responsibilities as part of a planning session.

Start by listing each person involved in the project and put them into the following groups in order to make it clear who is responsible for what during the rollout of your solution.

Responsibility (Which person and/or team will be taking action?)
Authority (At what “point” must the responsible person check in before going further?)
Accountability (Who must the responsible person check in with?)
Consultation (Who must be consulted by the responsible person before decisions are made?)
Information (Who must be informed of decisions, once made?)

Ensure this information is easily accessible and use it to inform who does what and who is looped into discussions and kept up to date.

RAACI #roles and responsibility #teamwork #project management Clarifying roles and responsibilities, levels of autonomy/latitude in decision making, and levels of engagement among diverse stakeholders.

Problem-solving warm-up activities

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

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.

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.

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.

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.

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.

Closing activities for a problem-solving process

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

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.

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.

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.

Tips for 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.

Create psychologically safe spaces for discussion

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 tough for people to stand up and contribute if the problems or challenges are emotive or personal in nature. Try and create a psychologically safe space for these kinds of discussions and where possible, create regular opportunities for challenges to be brought up organically.

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!

Save time and effort creating an effective problem solving process

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 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!

James Smart is Head of Content at SessionLab. He’s also a creative facilitator who has run workshops and designed courses for establishments like the National Centre for Writing, UK. He especially enjoys working with young people and empowering others in their creative practice.

thank you very much for these excellent techniques

Certainly wonderful article, very detailed. Shared!

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

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Lesson Plan

July 13, 2023, 10:47 a.m.

Lesson plan: Solving problems through invention

Screenshot from PBS NewsHour

For a Google version of this lesson plan, click here . (Note: you will need to make a copy of the document to edit it).

In this lesson, students will learn the first key step in the invention process: how to identify and explore problems around them using current events. They’ll get to choose one story from a list of five that interests them and examine who is affected by a problem and what is being done about it.

This lesson is designed for humanities and STEM classrooms to help students understand how a deeper engagement with current events can inspire civic action, including developing their own inventions.

Students will identify problems that are worth solving using stories in the news.
Students will dig deeper into an identified problem before trying to find a solution.

Science, CTE, and humanities classes

Grade Levels

Grades 6-12

Estimated Time

One 50-minute class period

Supplemental Links

Google doc version of lesson
Teacher presentation
Warm-up handout
Main activity handout

Introduction

Thanks to modern technology like smartphones and social media, young people know more about the news than many adults did when they were their age. Recognizing and understanding problems in your community is actually a key step in finding — or inventing — solutions.

Problem identification is the first step of the invention process, the process by which an inventor creates an invention. After that, we can help think up creative inventions to help people, including those in our own communities.

Teacher preparation for the lesson

Adjust teacher presentation as needed to fit your classroom needs
Warm-up activity reference table (¼ sheet per student)
Main activity student worksheet (1 per student)

Essential question : How can we use current events in the news to identify and understand problems that we care about?

Internet connection and device (for each student)
Pen and paper (ability to take notes)
Student warm-up ¼ sheet of the chart can be found here (optional)
Student worksheet for the main activity can be found here (1 per student)

Warm-up activity (10 minutes)

Ask students where they get their news. Take a few minutes to share your responses together as a class. Then ask if any responses surprise them. Would you be surprised to learn that a vast majority (79%) of young people read or watch the news?

In a study by the Associated Press, young people were asked: What are the main reasons you, personally, use news and information? (Printable version here ) Source: AP/NORC University of Chicago

Source: AP/NORC University of Chicago

Take a few more minutes to visit AllSides.com for a list of news sources by ideology or find your local newspaper here (scroll down to newspapers by state). Click on your city/region’s newspaper and browse the headlines. Jot down a few headlines which spotlight problems in your community or neighboring communities, and share them with your class. (See the extension suggestions at the end of the lesson for a deeper dive into understanding problems in your community.)

Main Activity (30 minutes)

Your job in this lesson is to watch, or read, the news. Engaging with current events is one way to help you recognize problems in your community or problems in other parts of the country that interest you.

(20 min) Problem identification

Place students in small groups or with partners, and have them choose one story from the list below and write answers to the following news engagement questions. It’s important the story is something that interests the student!

Teacher note: you may also pre-choose a story for the class or individual groups. You may also browse through our list of invention stories .

Have students write their news story number on the board, so there are not too many repeats.

5 suggested invention-focused news stories:

Heatwaves are becoming more common. Here’s how the U.S. must plan for them . (4:56)
Plastics last more than a lifetime, and that’s a problem . (6:02)
Creating a concussion sensor . (2:18)
Living without limits — how one man has adapted to the disability with the help of technology . (3:49)
Helping student inventors turn big ideas into the next big thing . (6:54)

News engagement questions: ( student handout here )

What problem is discussed in this story?
Who is impacted by the problem and who is trying to solve the problem?
Where and When is this problem taking place? Do you think people elsewhere, including in your own community, might be affected?
Why is the need not met yet? What are the barriers to meeting the need?
How are experts trying to solve the problem?
Media literacy question : Where would you look to find out more about how other people are trying to solve the problem? What other news sources might provide different information? What experts might be able to help you understand the problem?

Students just completed a critical first step in the invention process! Recognizing the problem , in this case through current events, helps one understand why it’s a problem and how it’s affecting people you may know, including yourself. Take a look at the chart here:

(10 min) Dig deeper into the problem

Before an inventor sets out to research or brainstorm solutions to a problem, it’s important they have a strong grasp of the issue. Have students watch or read the news story a few more times to gain a fuller understanding of the issue, and answer the following questions. If students have not yet finished the initial questions, have them move on to experience the process of going back through the material.

How did the problem come about it in the first place?
Is there a solution to the need already proposed in the story you watched?
How could you improve that solution if there is one? Are there obstacles remaining that are keeping that solution from being available to everyone?
If there is no solution to the need proposed in the story you read or watched, what new breakthrough do you think would be needed to address the problem?

Debrief (10 minutes)

Share out the problem and discuss why it’s a problem and who it's affecting. Was there anything that really surprised you about the issues you learned about? What made you hopeful? What work needs to be done to address the problem?

Alternative: You can also have each group prepare a presentation at their workstation and have the rest of the class move to each station to learn about the problem each group took on. A jigsaw approach could also help groups share.

Looking back over the lesson, do you think you’ve gained a deeper understanding of how to use the news to find problems you care about? Why or why not? How did elements of the news story help you understand the problem better? Can you see why problem recognition is usually the first step of the invention process?

Extension activities

Discuss how the problem described in any story affects your own community. If so, how?
Review local connections and discuss: What (if any) solutions to the need discussed in the story could be used to address the local need students have just reviewed?
How could you find and speak directly with people affected by the problem to see what they think about the invention and how they might benefit (a.k.a. beneficiaries)?
How could you make the solution less expensive or easier to make (say, with materials you already have on hand)?
How can you adapt that solution to best fit the unique needs in your own community, if that applies?
What accessibility (design of inventions friendly to people with disabilities) and sustainability (ability to maintain or support a process over time) issues do you need to consider?
Media literacy lesson — If you are looking for a deeper dive into media literacy and source evaluation, take a look at our lesson here . By reviewing these basic questions about how to find high-quality news stories students care most about, you will be better informed to engage civically and help solve problems in your community.

Lesson link: https://www.pbs.org/newshour/classroom/lesson-plans/2023/07/lesson-plan-how-to-find-news-stories-on-issues-you-care-about

Each one of the five videos at the start of THIS LESSON has a full lesson plan associated with it. You can find them among our news-based invention lessons .
PBS NewsHour Classroom has developed a series of lessons to get your students started working through the invention process. Other lessons in the series include learning what it means to be an inventor , what an inventor does , pitching your invention and patenting your invention .
Here you will find a comprehensive list of invention education resources that support the work you are doing in the classroom.

NGSS (Next Generation Science Standards)

Engineering Design High School

HS-ETS1-1: Analyze a major global challenge

HS-ETS1-2: Design a solution to a complex real-world problem

HS-ETS1-3: Evaluate a solution to a complex real-world problem

Engineering and Design Middle School

MS-ETS1-1: Define the criteria and constraints of a design problem

MS-ETS1-2: Evaluate competing design solutions

MS-ETS1-3: Analyze data from tests to determine similarities and differences

*Note: Depending on what invention the students are working on, other NGSS will apply. You can follow our links for a highlighted PDF of the standards that could be applied for your specific classroom: Middle School NGSS and High School NGSS .

Common Core

Common Core: English Language Arts

RI.4: Interpret words and phrases as they are used in a text

SL.1: Prepare for and participate effectively in a range of conversations

SL.2: Integrate and evaluate information

SL.4: Present information, findings, and supporting evidence

SL.5: Express information and enhance understanding of presentations

L.4: Determine or clarify the meaning of unknown words

Common Core History/Social Studies, Science, and Technical Subjects

RH.4: Interpret words and phrases as they are used in a text

RH.7: Integrate and evaluate content presented in diverse formats

WHST.8: Gather relevant information and integrate the information

Common Core Math

MP3: Construct viable arguments and critique the reasoning of others

College, Career, and Civic Life (C3)

NCSS C3 Framework for Social Studies State Standards

Communications: D4.2.3-5 , D4.2.6-8 , D4.2.9-12 :

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

Business team using creative problem-solving

01 Feb 2022

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

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

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

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What Is Creative Problem-Solving?

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

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

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

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

Design Thinking and Innovation | Uncover creative solutions to your business problems | Learn More

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

1. Balance Divergent and Convergent Thinking

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

2. Reframe Problems as Questions

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

3. Defer Judgment of Ideas

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

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

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

Creative Problem-Solving and Design Thinking

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

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

The four stages are:

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

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

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

Creative Problem-Solving Tools

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

Creating a Problem Story

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

1. Identify a UDP

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

2. Move Forward in Time

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

3. Move Backward in Time

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

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

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

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

4. Break the Chains

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

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

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

Brainstorming

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

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

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

Alternate Worlds

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

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

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

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Continue Developing Your Skills

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

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

About the Author

Creative Problem Solving: from complex challenge to innovative solution

Dr. Hannah Rose

Even if you usually excel at finding solutions, there will be times when it seems that there’s no obvious answer to a problem. It could be that you’re facing a unique challenge that you’ve never needed to overcome before. You could feel overwhelmed because of a new context in which everything seems to be foreign, or you may feel like you’re lacking the skills or tools to navigate the situation. When facing a difficult dilemma, Creative Problem Solving offers a structured method to help you find an innovative and effective solution.

The history of Creative Problem Solving

The technique of Creative Problem Solving was first formulated by Alex Osborn in the 1940’s. It was not the first time Osborn came up with a formula to support creative thinking. As a prolific creative theorist, Osborn also coined the term brainstorming to define the proactive process of generating new ideas.

With brainstorming, Osborn suggested that it’s better to bring every idea you have to the table, including the wildest ones, because with just a little modification, the outrageous ideas may later become the most plausible solutions. In his own words: “It is easier to tone down a wild idea than to think up a new one.”

Osborn worked closely with Sid Parnes, who was at the time the world’s leading expert on creativity and innovation. Together, they developed the Osborn-Parnes Creative Problem Solving Process. To this day, this process remains an effective way to generate solutions that break free from the status quo.

The Creative Problem Solving process, sometimes referred to as CPS, is a proven way to approach a challenge more imaginatively. By redefining problems or opportunities, it becomes possible to move in a completely new and more innovative direction.

Dr Donald Treffinger described Creative Problem Solving as an effective way to review problems, formulate opportunities, and generate varied and novel options leading to a new solution or course of action. As such, Treffinger argued that creative problem solving provides a “powerful set of tools for productive thinking”.

Creative Problem Solving can also enhance collective learning at the organisational level. Dr David Vernon and colleagues found that Creative Problem Solving can support the design of more effective training programmes.

From its invention by two creative theorists to its application at all levels of creative thinking — from personal to organisation creativity — Creative Problem Solving is an enduring method to generate innovative solutions to complex challenges.

The four principles of Creative Problem Solving

You can use Creative Problem Solving on your own or as part of a team. However, when adopted by multiple team members, it can lead to an even greater output of useful, original solutions. So, how do you put it into practice? First, you need to understand the four guiding principles behind Creative Problem Solving.

The first principle is to look at problems and reframe them into questions. While problem statements tend to not generate many responses, open questions can lead to a wealth of insights, perspectives, and helpful information — which in turn make it easier to feel inspired and to come up with potential solutions. Instead of saying “this is the problem”, ask yourself: “Why are we facing this problem? What’s currently preventing us from solving this problem? What could be some potential solutions?”

The second principle is to balance divergent and convergent thinking. During divergent thinking , all options are entertained. Throw all ideas into the ring, regardless of how far-fetched they might be. This is sometimes referred to as non-judgmental, non-rational divergent thinking. It’s based on the willingness to consider all new ideas. Convergent thinking, in contrast, is the thinking mode used to narrow down all of the possible ideas into a sensible shortlist. Balancing divergent and convergent thinking creates a steady state of creativity in which new ideas can be assessed and appraised to search for unique solutions.

Tangential to the second principle, the third principle for creative problem solving is to defer judgement. By judging solutions too early, you will risk shutting down idea generation. Take your time during the divergent thinking phase to give your mind the freedom to dream ambitious ideas. Only when engaged in convergent thinking should you start judging the ideas you generated in terms of potential, appropriateness, and feasibility.

Finally, Creative Problem Solving requires you to say “yes, and” rather than “no, but” in order to encourage generative discussions. You will only stifle your creativity by automatically saying no to ideas that seem illogical or unfeasible. Using positive language allows you to explore possibilities, leaving space for the seeds of ideas to grow into applicable solutions.

How to practice Creative Problem Solving

Now that you know the principles underlying Creative Problem Solving, you’re ready to start implementing the practical method devised by its inventors. And the good news is that you’ll only need to follow three simple steps.

Generating – Formulate questions. The first step is to understand what the problem is. By turning the problem into a set of questions, you can explore the issue properly and fully grasp the situation, obstacles, and opportunities. This is also the time to gather facts and the opinions of others, if relevant to the problem at hand.
Conceptualising – Explore ideas. The second step is when you can express your creativity through divergent thinking. Brainstorm new, wild and off-the-wall ideas to generate new concepts that could be the key to solving your dilemma. This can be done on your own, or as part of a brainstorming session with your team.
Optimising – Develop solutions. Now is the time to switch to convergent thinking. Reflect on the ideas you came up with in step two to decide which ones could be successful. As part of optimising, you will need to decide which options might best fit your needs and logistical constraints, how you can make your concepts stronger, and finally decide which idea to move forwards with.
Implementing – Formulate a plan. Figuring out how you’ll turn the selected idea into reality is the final step after deciding which of your ideas offers the best solution. Identify what you’ll need to get started, and, if appropriate, let others know of your plans. Communication is particularly important for innovative ideas that require buy-in from others, especially if you think you might initially be met with resistance. You may also need to consider whether you’ll need additional resources to ensure the success of complex solutions, and request the required support in good time.

Creative Problem Solving is a great way to generate unique ideas when there appears to be no obvious solution to a problem. If you’re feeling overwhelmed by a seemingly impossible challenge, this structured approach will help you generate solutions that you might otherwise not have considered. By practising Creative Problem Solving, some of the most improbable ideas could lead to the discovery of the perfect solution.

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

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

What Is Problem Solving?

Definition and importance.

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

Problem-Solving Steps

The problem-solving process typically includes the following steps:

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

Defining the Problem

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

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

Generating Solutions

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

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

Evaluating and Selecting Solutions

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

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

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

Implementing and Monitoring the Solution

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

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

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

Problem-Solving Techniques

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

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

Brainstorming

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

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

When brainstorming, remember to:

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

Root Cause Analysis

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

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

SWOT Analysis

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

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

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

Mind Mapping

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

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

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

Examples of Problem Solving in Various Contexts

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

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

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

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

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

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

Dr. Nancy Zentis
March 20, 2015

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Managers and their subordinates sometimes lack the problem-solving skills necessary to move things forward within their organizations. Luckily, OD process consulting focused towards problem solving training can be an effective antidote to this, as it helps in building critical skills to handle a possible deadlock.

Problem solving training is an intervention tool that helps managers and employees develop critical thinking skills to sharpen their logic, reasoning, and problem-defining capability. Problem solving training also helps develop abilities to evaluate causation, analyze alternatives, and select and execute solutions. This training is an integral part of organizational efforts to introducing quality management programs as it helps define a process to manage problems.

In this article, we will introduce the six-step problem solving process defined by Edgar Schein, so that teams trained in this can find the best solution to a problem and create an action plan.

Why Use a Problem Solving Process?

Since problems can be many and root causes hidden, it may take an extended period of time to come to a solution. Developing a team to help search for answers and formulating a decision is advantageous to improving organizational quality and efficiency.

OD Problem Solving Process based on Edgar H. Schein’s Approach

OD expert, Edgar Schein along with other OD experts suggested that a process that helps in problem-solving, steers groups to successful outcomes. Schein’s approach is presented in a model that investigates problem definition, brainstorming, group decision-making, idea development, action planning, and assessment.

As an OD consultant, you can use this process to improve communication, strengthen group cohesion, and make effective decisions.

Problem Definition . Identify problems through problem formulation and questioning. The key is asking the right questions to discover root causes.
Brainstorming . During this process, assumptions are uncovered and underlying problems are further revealed. Also, this is an opportunity to collect and analyze data.
Selection . Decisions are made within the group to determine the appropriate solution and process through creative selection .
Development . Once the group has formed solutions and alternatives to the problem(s), they need to explore the pros and cons of each option through forecasting consequences .
Action Planning . Develop an action plan to implement and execute the solution process.
Assessment . This final stage requires an evaluation of the outcomes and results of the solution process. Ask questions such as: Did the option answer the questions we were working on? Did this process address the findings that came out of the assumptions?

This process makes group problem solving in projects and meetings agreeable, action-oriented, and productive. Without a process, it can become challenging for teams or groups to create the best solutions and establish a plan of action.

Do tell us about the problem solving methods you use within your organization. We would love to hear from you.

Reference: Schein, E.H. (2010). Organizational culture and leadership, (Vol 2). John Wiley & Sons.

About the Author: Valamere S. Mikler is the founder and principal consultant of V.S.M. Professional Services and Consulting, a consulting firm providing organizational efficiency and administrative office management services. She can be reached at [email protected] .

Additional Information: The Institute of Organization Development offers certification in OD Process Consulting. You can become certified as an OD Process Consultant and play an important role as a partner to make the organization more effective and help to align organizational changes with the strategy, culture, structure, systems, skills, and people. To learn more or register, please check out our website: www. instituteod.com or email us at [email protected].

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DE&I consulting services focus on helping organizations foster a diverse, equitable, and inclusive workplace. Consultants assess the organization's current DE&I initiatives, develop DE&I strategies and policies, conduct training on unconscious bias and cultural competence, establish employee resource groups, and guide leaders in creating inclusive leadership practices. They work with organizations to attract and retain diverse talent, create inclusive hiring processes, and implement programs that promote diversity, equity, and inclusion at all levels. DE&I consultants aim to create an environment where all employees feel valued, respected, and have equal opportunities for growth.

Leadership Development Strategies

Leadership Development Strategies focus on cultivating effective leaders within an organization. Consultants work with organizations to assess leadership capabilities, identify leadership gaps, and design leadership development programs that enhance leadership skills, competencies, and behaviors. These strategies may include executive education, coaching and mentoring programs, leadership training workshops, and succession planning initiatives. The aim is to build a strong leadership pipeline and foster a culture of leadership excellence throughout the organization.

Mentoring Program

Mentoring Programs involve establishing formal or informal relationships between experienced employees (mentors) and less experienced employees (mentees) within an organization. Consultants assist organizations in designing and implementing mentoring programs that facilitate knowledge transfer, skill development, and career growth. They establish mentoring guidelines, match mentors and mentees based on specific criteria, provide training and resources for mentors, and monitor the progress of the mentoring relationships. Mentoring programs aim to enhance employee development, engagement, and retention by leveraging the expertise and wisdom of experienced professionals.

Talent Management Strategies

Talent Management Strategies involve designing and implementing initiatives to attract, develop, engage, and retain top talent within an organization. Consultants work with organizations to develop comprehensive talent management strategies that encompass recruitment and selection processes, onboarding programs, performance management systems, career development frameworks, succession planning, and employee retention strategies. The goal is to ensure the organization has the right people in the right roles, with opportunities for growth and development that align with their skills and aspirations.

Executive Coaching, Competency Development, 360° Feedback

Executive Coaching, Competency Development, and 360 Feedback are individual-focused strategies that aim to enhance leadership and professional effectiveness. Consultants provide executive coaching services to senior leaders, offering personalized guidance, support, and feedback to help leaders develop their strengths, address developmental areas, and enhance their leadership capabilities. Competency development involves identifying and developing specific skills and competencies required for success in particular roles or functions. 360-degree feedback involves collecting feedback from multiple sources, including peers, subordinates, and superiors, to provide a comprehensive assessment of an individual's strengths and areas for improvement.

Job Redesign/Analysis

Job Redesign/Analysis is the process of reevaluating and modifying job roles and responsibilities to optimize efficiency, productivity, and employee satisfaction. Consultants analyze existing job descriptions, tasks, and workflows to identify opportunities for improvement. They may conduct job analyses to determine essential skills, competencies, and qualifications required for each role. Based on these findings, consultants provide recommendations for job redesign, such as clarifying roles and responsibilities, redistributing tasks, and implementing automation or technology solutions to streamline processes and enhance job satisfaction.

Performance Management

Performance Management involves establishing systems and processes to monitor, assess, and improve employee performance. Consultants work with organizations to design and implement performance management frameworks that align with organizational goals and values. This includes setting clear performance expectations, defining key performance indicators (KPIs), establishing regular feedback and coaching mechanisms, conducting performance evaluations, and linking performance outcomes to rewards and recognition. Performance management systems aim to drive individual and team performance, align employee efforts with organizational objectives, and support employee development.

Career Planning/High Potentials

Career Planning/High Potentials initiatives involve designing strategies and programs to support employees in planning and advancing their careers within the organization. Consultants work with organizations to establish career development frameworks, provide guidance on career paths and progression opportunities, and assist in identifying and nurturing high-potential employees. They may offer career counseling, development planning, and training programs to enhance employees' skills, competencies, and knowledge needed for career growth. Career planning initiatives aim to engage and retain talented individuals by providing them with a clear path for advancement and professional development.

Culture Strategies

Culture Strategies focus on shaping and transforming the organizational culture to create a positive and productive work environment. Consultants assist organizations in assessing their current culture, identifying areas for improvement, and developing strategies to align the culture with the desired values, behaviors, and goals. This may involve initiatives such as defining core values, establishing cultural norms, enhancing communication and collaboration practices, promoting diversity and inclusion, and fostering a culture of continuous learning and innovation.

Team Development Strategies

Team Development Strategies focus on improving the effectiveness and performance of teams within an organization. Consultants work with teams to enhance communication, collaboration, and decision-making processes. They facilitate team-building activities, provide training on effective teamwork and conflict resolution, and help establish clear roles and responsibilities. Team development strategies may also involve conducting assessments to identify team dynamics and strengths, and designing interventions to improve team cohesion, trust, and productivity.

Organization Change (OCM) Strategy

Organization Change Management (OCM) Strategy refers to the planned approach or roadmap that an organization follows to implement and manage changes within its structure, processes, technologies, or culture. OCM strategies involve identifying the need for change, setting goals, creating a plan, and executing and evaluating the change process. Organization Change Consulting involves developing and implementing effective strategies to manage and navigate organizational change. The consultant focuses on helping organizations transition smoothly from their current state to a desired future state, considering various factors such as technology advancements, market shifts, mergers and acquisitions, or internal restructuring. Consultants specializing in OCM work closely with organizational leaders to identify OCM processes and help implement a consistent approach to change management, and train internal consultants to lead change management projects and provide support throughout the change process. Consultants may develop assessments, develop communication and training programs, and provide guidance on change implementation to ensure successful organizational transitions. OCM design typically includes steps such as stakeholder analysis, communication and training plans, risk assessment, and monitoring progress to ensure a smooth transition and successful adoption of the changes.

Human Resources Strategies

Human resources (HR) consulting services assist organizations in optimizing their HR practices and processes. Consultants work with HR departments to enhance talent acquisition and retention strategies, develop compensation and benefits programs, design performance management systems, implement employee engagement initiatives, and ensure compliance with labor laws and regulations. They may also provide guidance on organizational restructuring, workforce planning, employee relations, and HR technology implementation. HR consultants help organizations align their HR practices with business objectives and create a positive and productive work environment.

Change Management

Change management consulting services support organizations in managing and implementing significant organizational changes. Consultants help identify change management strategies and plans, assess the impact of change, and design effective communication and training programs to support employee adoption and buy-in. They work with leaders and teams to overcome resistance, address cultural and behavioral challenges, and foster a positive change culture. Change management consultants provide guidance throughout the change process, ensuring a smooth transition and successful adoption of new processes, systems, or structures.

Organizational Development Consulting

Organizational development (OD) consulting services focus on helping leaders lead change initiatives to improving organizational effectiveness and results. Consultants work closely with leaders to assess the organization's current state, identify areas for improvement, create action plans and design interventions, and implement changes to enhance employee engagement, teamwork, leadership development, and organizational culture. They facilitate strategic planning, conduct organizational assessments, and implement initiatives such as talent management, succession planning, performance management, and employee training and development programs. OD consultants aim to align people, processes, and systems to drive sustainable organizational growth and change.

Employee Engagement Strategies

Employee Engagement Strategies aim to create a work environment where employees feel motivated, committed, and connected to the organization. Consultants assist organizations in measuring employee engagement levels, identifying factors that influence engagement, and developing strategies to enhance it. These strategies may include initiatives such as fostering a positive work culture, improving communication and recognition practices, providing opportunities for growth and development, promoting work-life balance, and empowering employees to contribute their ideas and opinions. The goal is to create a work environment that fosters high employee morale, satisfaction, and productivity.

Organization Culture Change/Transformation

Organization Culture Change or Transformation involves deliberately altering the beliefs, values, behaviors, and norms that define the culture of an organization. Organization Culture Change consulting involves assisting organizations in transforming their existing culture or establishing a new desired culture within the organization. The organizational culture encompasses shared values, beliefs, behaviors, and norms that shape the way people work and interact within an organization. Culture change consultants help organizations identify their current culture, define the desired culture, and create strategies to bridge the gap between the two. They may conduct cultural assessments, facilitate workshops and training programs, develop communication strategies, and provide guidance to leaders and employees on how to align their behaviors and practices with the desired culture. This change is typically aimed at aligning the organizational culture with the company's vision, mission, and strategic objectives. Culture change initiatives often require a shift in leadership style, employee engagement, communication practices, and organizational practices to create a new cultural environment that supports desired outcomes such as increased collaboration, innovation, or adaptability.

Organization Design/Redesign

Organization Design or Redesign refers to the process of structuring an organization to align its structure, roles, processes, and systems with its strategic objectives. It involves reviewing and potentially revising elements such as reporting lines, departmental structure, job roles and responsibilities, decision-making processes, and overall organizational hierarchy to optimize efficiency, coordination, and effectiveness within the organization, ensuring that it is well-positioned to achieve its goals. Organization Systems Design or Redesign consulting focuses on designing or restructuring the systems and processes within an organization to optimize efficiency, effectiveness, and overall performance. This service involves analyzing existing organizational systems, such as workflows, communication channels, decision-making processes, and information management systems, to identify areas for improvement. Consultants work closely with organizational leaders to redesign these systems, incorporating best practices, automation, and streamlining processes to enhance productivity and achieve organizational goals. They may also provide recommendations on implementing new technologies or software to support the redesigned systems and ensure successful integration within the organization.

Systems Design

Systems Design refers to the process of creating or modifying the systems and processes within an organization to optimize efficiency, productivity, and effectiveness. It involves analyzing the existing systems, identifying areas for improvement, and designing new systems or reconfiguring existing ones to meet organizational goals. Systems design may include aspects such as technology infrastructure, software applications, data management, workflow processes, and automation to enhance operational performance and streamline organizational activities.

Strategic Planning

Strategic Planning is the process of defining an organization's direction, setting goals, and formulating action plans to achieve those goals. It involves assessing the organization's current state, identifying opportunities and challenges, and developing strategies to effectively allocate resources and achieve the desired outcomes. Strategic planning typically includes analyzing the external environment, conducting internal assessments, setting objectives, formulating strategies, and establishing a framework for monitoring and adapting to changes in the business landscape. Strategy consulting services focus on assisting organizations in formulating and implementing strategic plans to achieve their long-term objectives. Strategy consultants also help organizations align their vision, mission, values, processes, and organizational structure with the strategic goals.

Succession Planning

Succession Planning is the process of identifying and developing internal talent to fill key leadership positions within an organization when they become vacant. Consultants work with organizations to create succession planning strategies that align with the organization's long-term goals. They assess the current talent pool, identify high-potential employees, and design development programs to groom them for future leadership roles. Succession planning may involve creating development plans, providing leadership training, and implementing strategies to ensure a smooth transition when key positions need to be filled.

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The 5 steps of the solving problem process

August 17, 2023 by MindManager Blog

Whether you run a business, manage a team, or work in an industry where change is the norm, it may feel like something is always going wrong. Thankfully, becoming proficient in the problem solving process can alleviate a great deal of the stress that business issues can create.

Understanding the right way to solve problems not only takes the guesswork out of how to deal with difficult, unexpected, or complex situations, it can lead to more effective long-term solutions.

In this article, we’ll walk you through the 5 steps of problem solving, and help you explore a few examples of problem solving scenarios where you can see the problem solving process in action before putting it to work.

Understanding the problem solving process

When something isn’t working, it’s important to understand what’s at the root of the problem so you can fix it and prevent it from happening again. That’s why resolving difficult or complex issues works best when you apply proven business problem solving tools and techniques – from soft skills, to software.

The problem solving process typically includes:

Pinpointing what’s broken by gathering data and consulting with team members.
Figuring out why it’s not working by mapping out and troubleshooting the problem.
Deciding on the most effective way to fix it by brainstorming and then implementing a solution.

While skills like active listening, collaboration, and leadership play an important role in problem solving, tools like visual mapping software make it easier to define and share problem solving objectives, play out various solutions, and even put the best fit to work.

Before you can take your first step toward solving a problem, you need to have a clear idea of what the issue is and the outcome you want to achieve by resolving it.

For example, if your company currently manufactures 50 widgets a day, but you’ve started processing orders for 75 widgets a day, you could simply say you have a production deficit.

However, the problem solving process will prove far more valuable if you define the start and end point by clarifying that production is running short by 25 widgets a day, and you need to increase daily production by 50%.

Once you know where you’re at and where you need to end up, these five steps will take you from Point A to Point B:

Figure out what’s causing the problem . You may need to gather knowledge and evaluate input from different documents, departments, and personnel to isolate the factors that are contributing to your problem. Knowledge visualization software like MindManager can help.
Come up with a few viable solutions . Since hitting on exactly the right solution – right away – can be tough, brainstorming with your team and mapping out various scenarios is the best way to move forward. If your first strategy doesn’t pan out, you’ll have others on tap you can turn to.
Choose the best option . Decision-making skills, and software that lets you lay out process relationships, priorities, and criteria, are invaluable for selecting the most promising solution. Whether it’s you or someone higher up making that choice, it should include weighing costs, time commitments, and any implementation hurdles.
Put your chosen solution to work . Before implementing your fix of choice, you should make key personnel aware of changes that might affect their daily workflow, and set up benchmarks that will make it easy to see if your solution is working.
Evaluate your outcome . Now comes the moment of truth: did the solution you implemented solve your problem? Do your benchmarks show you achieved the outcome you wanted? If so, congratulations! If not, you’ll need to tweak your solution to meet your problem solving goal.

In practice, you might not hit a home-run with every solution you execute. But the beauty of a repeatable process like problem solving is that you can carry out steps 4 and 5 again by drawing from the brainstorm options you documented during step 2.

Examples of problem solving scenarios

The best way to get a sense of how the problem solving process works before you try it for yourself is to work through some simple scenarios.

Here are three examples of how you can apply business problem solving techniques to common workplace challenges.

Scenario #1: Manufacturing

Building on our original manufacturing example, you determine that your company is consistently short producing 25 widgets a day and needs to increase daily production by 50%.

Since you’d like to gather data and input from both your manufacturing and sales order departments, you schedule a brainstorming session to discover the root cause of the shortage.

After examining four key production areas – machines, materials, methods, and management – you determine the cause of the problem: the material used to manufacture your widgets can only be fed into your equipment once the machinery warms up to a specific temperature for the day.

Your team comes up with three possible solutions.

Leave your machinery running 24 hours so it’s always at temperature.
Invest in equipment that heats up faster.
Find an alternate material for your widgets.

After weighing the expense of the first two solutions, and conducting some online research, you decide that switching to a comparable but less expensive material that can be worked at a lower temperature is your best option.

You implement your plan, monitor your widget quality and output over the following week, and declare your solution a success when daily production increases by 100%.

Scenario #2: Service Delivery

Business training is booming and you’ve had to onboard new staff over the past month. Now you learn that several clients have expressed concern about the quality of your recent training sessions.

After speaking with both clients and staff, you discover there are actually two distinct factors contributing to your quality problem:

The additional conference room you’ve leased to accommodate your expanding training sessions has terrible acoustics
The AV equipment you’ve purchased to accommodate your expanding workforce is on back-order – and your new hires have been making do without

You could look for a new conference room or re-schedule upcoming training sessions until after your new equipment arrives. But your team collaboratively determines that the best way to mitigate both issues at once is by temporarily renting the high-quality sound and visual system they need.

Using benchmarks that include several weeks of feedback from session attendees, and random session spot-checks you conduct personally, you conclude the solution has worked.

Scenario #3: Marketing

You’ve invested heavily in product marketing, but still can’t meet your sales goals. Specifically, you missed your revenue target by 30% last year and would like to meet that same target this year.

After collecting and examining reams of information from your sales and accounting departments, you sit down with your marketing team to figure out what’s hindering your success in the marketplace.

Determining that your product isn’t competitively priced, you map out two viable solutions.

Hire a third-party specialist to conduct a detailed market analysis.
Drop the price of your product to undercut competitors.

Since you’re in a hurry for results, you decide to immediately reduce the price of your product and market it accordingly.

When revenue figures for the following quarter show sales have declined even further – and marketing surveys show potential customers are doubting the quality of your product – you revert back to your original pricing, revisit your problem solving process, and implement the market analysis solution instead.

With the valuable information you gain, you finally arrive at just the right product price for your target market and sales begin to pick up. Although you miss your revenue target again this year, you meet it by the second quarter of the following year.

Kickstart your collaborative brainstorming sessions and try MindManager for free today !

Ready to take the next step?

MindManager helps boost collaboration and productivity among remote and hybrid teams to achieve better results, faster.

Why choose MindManager?

MindManager® helps individuals, teams, and enterprises bring greater clarity and structure to plans, projects, and processes. It provides visual productivity tools and mind mapping software to help take you and your organization to where you want to be.

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Problem-Solving in Science and Technology Education

First Online: 25 February 2023

Cite this chapter

Bulent Çavaş 13 ,
Pınar Çavaş 14 &
Yasemin Özdem Yılmaz 15

Part of the book series: Contemporary Trends and Issues in Science Education ((CTISE,volume 56))

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This chapter focuses on problem-solving, which involves describing a problem, figuring out its root cause, locating, ranking and choosing potential solutions, as well as putting those solutions into action in science and technology education. This chapter covers (1) what problem-solving means for science and technology education; (2) what the problem-solving processes are and how these processes can be used step-by-step for effective problem-solving and (3) the use of problem-solving in citizen science projects supported by the European Union. The chapter also includes discussion of and recommendations for future scientific research in the field of science and technology education.

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Innovation is problem solving...and a whole lot more.

Problem Solving. This is a reactive approach to innovation.
Heading off a problem before it happens is a more proactive practice than trying to solve it after it hits the fan.
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They say that necessity is the mother of invention, and I believe them, whoever they are. We can all agree that a problem can be a catalyst for a solution, and that many business innovations are born of business challenges. But is it really that simple? Perhaps innovation is more nuanced than that. As we examine four distinct levels of innovation, try to determine what your contribution to innovation is, and what it could be.

Level 1: Problem Solving. This is a reactive approach to innovation. If embraced in an orderly fashion—meaning, if the innovator is discriminating about which problems to take on and how solutions should be crafted and applied—this first level of innovation can be both powerful and prolific. However, the sometimes frenzied, stimulus-response nature of this style of innovation can often limit people to lower-value contributions. We all know co-workers who spend most of their time putting out fires, which is not necessarily a bad thing (fires can do a lot of damage), but the danger of constantly dealing with the urgent, at the expense of the important, is obvious. Joe Randolph, CEO of the Innovation Institute in La Palma, California, observes, “Problems do create the necessary urgency to innovate, but they can also overwhelm. In my experience, more than 90% of employees are fixated on dealing with day-to-day workload and emergencies, rather than looking toward the future.”

Level 2: Problem Prevention. What if a problem hasn’t happened yet, but lies in the future in the form of a risk? Heading off a problem before it happens is a more proactive practice than trying to solve it after it hits the fan. Innovators who can respond in advance to looming legislation, coming competitive threats, changing customer preferences, and technological advances, can be more valuable to an organization than a reactive problem-solver. But there is less squeaky-wheel urgency attached to potential problems, so innovators often find it difficult to rally the right resources to make change happen.

Level 3: Continuous Improvement. Rise above current and future problems and you will notice the processes, policies, and products that are working quite well. Not a problem in sight. But that doesn’t mean there is no need for innovation. This is where the myth, “all innovation comes from solving problems,” breaks down. In the opinion of Gregory Hicks, Director IT Innovation R&D at Optum , “Because the market is always moving, to rest when things are going well is exactly the wrong response. When the organization has comfortably adapted to its most recent improvements, that’s generally a signal to the innovator that it’s time to drive another set of innovations forward.”

This is also where what I call the Problem Paradox begins. If it ain’t broke, break it is a fun maxim, and an interesting book (you’re welcome, Robert Kriegel), but we should all be aware that breaking, streamlining, or replacing a perfectly good business system, albeit for the greater good in the end, creates real problems in the near-term. For a while, you’ll be back to Level 1.

Level 4: Creation of a New Future. This is the ultimate challenge for those who would innovate, and perhaps the greatest “problem” faced by every organization. With today’s unprecedented pace of change, the pressure on companies to reinvent themselves is relentless. It is sobering to consider the number of companies heralded in books like Built to Last and Good to Great that have since fallen into mediocrity or worse . Disruptive forces are constantly lurking in the shadows, ready to pounce on unwary, and therefore unprepared, successful companies. Staying relevant and competitive is no easy task. One remedy for this persistent problem can be found in the practice of creating Engineered Collisions, a term borrowed from Scott Dulchavsky, CEO of the Henry Ford Innovation Institute in Michigan. “We generate meetings between people who would not normally get together, and ask them to address issues they would not ordinarily talk about,” describes Dulchavsky. “When we put smart people with disparate backgrounds in the same room, they come up with always-wild and sometimes-brilliant solutions.”

If you know of leaders who are wild and brilliant innovators, let me know. I’d like to write about them.

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Inventions: Real Solutions to Real Problems

More often than not, invention ideas evolve and take a different shape, resulting in a solution that may be completely different than the inventor initially pictured in their mind.

Change is a constant, especially in the invention world.

Inventions are meant to solve a problem and sometimes those problems are ones we didn’t even realize we had.

The fact of the matter is that these new solutions have the potential to make an impact on people. Whether they make our lives easier by providing a Better Way to do something or simply give us an option we didn’t know existed – successful inventions and innovations provide a solution to a problem.

That’s why at Davison we like to say, “There’s always a Better Way!”

As we mentioned before, invention ideas can change. At Davison, we see this happen all of the time and, sometimes, the results are wonderful.

We often think back to our client, Melanie , inventor of the Half N Half Cupcake Pan.

While Melanie courageously battled cancer, she also took on smaller challenges in the kitchen as a novice baker, who realized there had to be a simple way to quickly cut an entire pan of brownies to the same size with ease.

Davison produced product invention: Half N Half Cupcake Pan - Mrs. Fields

Melanie pursued her idea on her own. After spending a lot of time and money on a patent for her idea that seemed to be going nowhere, Melanie contacted Davison to help get her idea cooking, only to find that buyers were not so interested in brownies. Cupcakes, however, were a different story. And, so evolved the innovative Half N Half Cupcake Pan .

Melanie Dared to Invent . Like every one of our clients, she took the risk and, even though her product idea changed, it became one that provided a real solution.

So whether an invention provides a Better Way to make cupcakes that are half chocolate and half vanilla or initiates extreme advances in medicine or technology – solutions to problems are out there and sometimes, it takes great people in this world to create a Better Way to make the world a wonderfully-inventive place.

Do you Dare to Invent ?

If you are ready to potentially problem-solve, submit your invention idea today!

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Sparking Ideas: Why Does One Invention Lead To Another?

By: Author Valerie Forgeard

Posted on Published: May 15, 2023 - Last updated: July 1, 2023

Categories Society

In the grand tapestry of human history, one thread that stands out is our unending journey of innovation. Each invention is a stepping stone from the wheel to the smartphone, leading to the next breakthrough. But have you ever wondered why this chain reaction of invention occurs?

Why does one discovery pave the way for another?

In this exploration, we will dive into the fascinating dynamics of human ingenuity, unraveling how and why each invention becomes a catalyst for the next.

Prepare to embark on an intellectual adventure that reveals the interconnectedness of our creative endeavors and the relentless progress of innovation.

Unleashing Creativity

Imagine standing at the edge of a vast ocean of human innovation, where each wave represents a new invention or idea. With every ebb and flow, these waves build upon one another, creating a seemingly unending sea of progress.

You might wonder why this continuous chain of invention occurs – what drives us to constantly seek new solutions and improvements?

The answer lies in our innate curiosity and creativity, our ability to learn from the past, and our ever-evolving challenges.

As you dive deeper into this ocean, you’ll discover that interconnectedness is crucial in sparking new inventions. Our natural competitive drive pushes us towards advancements that often open doors for even more discoveries.

This fascinating journey of exploration reveals how human ingenuity knows no bounds and will continue to flourish as long as we remain curious and open-minded. So let’s embark on an adventure through time and space, examining the intricate web of ideas that have shaped our world today – because understanding why one invention leads to another is essential in unlocking your limitless potential for creative freedom.

The Role of Curiosity and Creativity

It’s fascinating how curiosity and creativity play such crucial roles in driving the continuous chain of inventions! Curiosity catalyzes innovation by pushing you to explore the unknown, ask questions, and seek answers.

This innate desire to learn more about the world around you has led humankind to make discoveries and advancements throughout history. The combination of curiosity and creative exploration allows new ideas to emerge, inspiring others to build upon those concepts or create something entirely different.

Creative exploration goes hand-in-hand with curiosity as it encourages experimentation and problem-solving. When you dive into an unfamiliar territory or challenge existing norms, it often leads to breakthroughs that were previously unimaginable.

Exploring new possibilities, reimagining solutions, and constantly iterating helps propel innovations forward rapidly. Embracing this mindset fuels your inventiveness and creates a ripple effect that inspires others to approach their work with a similar sense of ingenuity.

The ongoing cycle of invention is genuinely remarkable – driven by people like you who are curious enough to ask ‘what if’ and brave enough to venture into uncharted territory. By fostering a culture that values curiosity and creativity, we can continue advancing our collective knowledge while unlocking new potential in ourselves and others.

Building Upon Existing Knowledge

Often, inventors rely on pre-existing knowledge to inspire and inform their creations, sparking further innovation. Building upon existing knowledge is a critical driver in the evolution of innovation.

As new ideas emerge and become integrated into society, they pave the way for future advancements, creating a cycle of perpetual progress. Knowledge accumulation fuels this ongoing process by providing a foundation that can be expanded upon and developed as time goes on.

Consider these examples of how innovations have built upon previous breakthroughs:

The invention of the printing press revolutionized the dissemination of information and set the stage for widespread literacy.
The development of the steam engine led to advances in transportation systems like steam locomotives and trains, which made it possible for people to travel greater distances easily.
The discovery of electricity enabled countless inventions, including electric lighting and communication devices such as telephones.
The creation of computers has given rise to an entirely new era marked by rapid technological progress and digital interconnectedness.

As you can see from these examples, inventions often serve as stepping stones by opening up new possibilities that were previously unimaginable. By expanding our understanding and capabilities through knowledge accumulation, we enable innovation evolution that continues to push boundaries and redefine what is possible.

This drive for freedom through exploration is an underlying motivation and creates an environment where even more radical ideas can take root. The beauty lies in that each invention builds upon its predecessors while simultaneously inspiring future creations.

With every advancement comes a wealth of potential applications just waiting to be discovered. So embrace curiosity, foster creativity, and continue seeking new knowledge; your contributions might spark the next wave of groundbreaking innovations that propel humanity into uncharted territory.

Solving New Problems and Challenges

As we tackle new problems and challenges, the innovations created along the way become crucial stepping stones for even more significant discoveries.

Problem identification is the first step in this journey – recognizing an issue or obstacle that needs to be overcome. From there, innovative solutions can be developed to address these challenges, often leading to new inventions or technologies.

As a result, each advancement paves the way for future growth and development.

In many cases, solving one problem may reveal additional obstacles or issues that were not previously apparent.

This continuous problem-solving cycle leads to steady inventions and improvements across various fields and industries.

For example, advancements in transportation have led to increased efficiency and environmental concerns, which in turn have inspired further innovations in clean energy and sustainable practices.

Similarly, breakthroughs in medical research often lead scientists down new paths of inquiry as they seek better treatments or cures for diseases.

As you continue on your quest for knowledge and freedom from limitations, remember that every challenge faced offers an opportunity for growth and progress.

Embrace these problems with curiosity and determination; by doing so, you will contribute to a legacy of invention that spans generations.

By pushing boundaries through innovation today, you’re setting the stage for tomorrow’s achievements – ultimately shaping our collective future as we build upon each other’s successes in pursuit of a brighter world.

Technological Advancements and Interconnectivity

As technology advances and our world becomes more interconnected, you’re exposed to many ideas, solutions, and opportunities that inspire further innovation. The breaking down of interconnectivity barriers has allowed for rapid advancement acceleration in various fields.

With access to more information than ever, people can build on each other’s work and knowledge at an unprecedented pace. This not only improves existing inventions but also paves the way for new technologies that address the evolving needs of society.

Interconnectivity allows you to collaborate with others from different industries or disciplines, providing fresh perspectives on problems and challenges inventors face. In this age of globalization, it’s now easier than ever for individuals across the globe to share their expertise to create groundbreaking innovations.

As a result, interdisciplinary collaboration has become essential for pushing the boundaries of what’s possible – both technologically and socially. These synergistic relationships create products and services that have a more significant impact on society.

The increased rate at which technology evolves also creates additional avenues for invention as new possibilities emerge from advancements in one field that can be applied or adapted into another domain altogether. For instance, developments in materials science may enable engineers to design lighter yet stronger structures; advancements in artificial intelligence could provide architects with tools that facilitate more brilliant building designs; while breakthroughs in biotechnology might allow medical professionals to develop innovative treatments for previously incurable diseases.

By staying informed about these advancements and understanding their potential applications beyond your field, you’re afforded greater freedom when exploring uncharted territory and developing inventive solutions that have lasting benefits.

The Competitive Drive for Progress

It’s no secret that competition fuels progress, pushing inventors to outdo themselves and strive for even more significant innovations constantly. The competitive drive for progress in the world of invention is a powerful force that benefits everyone involved – from the creators to the consumers.

This desire to stay ahead of the pack creates an environment where innovation flourishes, leading to advancements that can drastically improve our lives. Competitive innovation acts as a catalyst for change, providing inventors with progress incentives such as financial rewards or recognition within their industry.

Throughout history, competition has frequently catalyzed groundbreaking inventions. Here are two prominent examples that demonstrate this dynamic:

The Space Race Between the United States and the Soviet Union

This competition led to a series of significant advancements. It resulted in substantial rocket technology improvements and sophisticated satellite systems development. Ultimately, this rivalry propelled humanity into the era of space exploration, shaping our understanding of the universe and paving the way for technological innovations beyond Earth.

The ‘War of Currents’ Between Thomas Edison and Nikola Tesla

This intense rivalry revolved around competing electrical systems: Edison’s direct current (DC) and Tesla’s alternating current (AC). The competitive drive between these two inventors was instrumental in shaping how electricity powers our modern society. Both systems had their merits, and their adoption varied based on specific requirements, leading to a more diverse and efficient electrical infrastructure.

These instances underscore how competition can spur innovation, pushing the boundaries of what is technologically possible and driving societal progress.

Our Competitive Nature

The competitive nature of human beings often brings out their best qualities. When faced with challenges or competitors, people are driven to push themselves beyond their limits and achieve things they never thought possible.

As inventions continuously build upon one another, new opportunities arise for further discoveries and improvements. It’s important not to forget how interconnected technological advancements can be when considering why one invention leads to another.

Behind every life-changing device or system lies a web of other innovations that have contributed towards its creation – each spurred on by individuals seeking success and recognition amongst their peers. Embrace this spirit of friendly rivalry; it’s a driving force behind much of humankind’s most significant achievements thus far, promising countless more exciting breakthroughs.

The Double-Edged Sword of Continuous Invention

The phenomenon of one invention leading to another is a powerful engine of progress, driving us forward in leaps and bounds. On the one hand, it’s undoubtedly a positive force, propelling us towards better solutions, greater efficiency, and improved quality of life. Each new invention opens up a world of possibilities, offering us new tools to tackle challenges, enrich our experiences, and expand our horizons. Technological advancements in healthcare , for instance, have given us everything from life-saving medications to sophisticated diagnostic tools, dramatically improving human longevity and well-being.

However, like any mighty force, the chain of invention also has its potential downsides. Not all inventions are beneficial or benign. Some can have unintended negative consequences, primarily when misused or their implications are not fully understood. For instance, the invention of plastic has revolutionized numerous industries and made many aspects of daily life more convenient. But it has also led to widespread environmental pollution and related problems.

Moreover, the pace of invention can sometimes outstrip our ability to adapt to or manage the changes it brings about. Rapid technological advancements can lead to societal disruptions, job displacement due to automation, and a widening gap between those with access to new technologies and those without.

In essence, whether one invention leading to another is, a good or bad thing isn’t a black-and-white issue. It’s a complex dynamic with both positive and negative aspects. The key lies in managing this process and leveraging the benefits of new inventions while mitigating the risks and addressing the challenges they pose. As we continue this endless journey of innovation, our responsibility is to steer this powerful force in a direction that maximizes benefit, minimizes harm, and upholds our values.

Navigating the Ethical Compass: Invention in the Modern World

In the exhilarating journey of invention and innovation lies an often-overlooked yet profoundly important aspect: ethics. The connection between invention and ethics is crucial, serving as a moral compass guiding our relentless pursuit of progress.

As inventors push the boundaries of what’s possible, they also tread uncharted ethical territories.

Emerging technologies – artificial intelligence to genetic engineering – can offer promising solutions to pressing global issues. However, they also present new ethical dilemmas.

For instance, how should we address privacy concerns in an increasingly interconnected digital world? How do we ensure the responsible use of gene-editing technologies like CRISPR, which hold immense potential yet also risk unforeseen consequences?

The ethical considerations of the invention extend beyond the products to include the invention process. Questions arise concerning who benefits from these inventions and who might be left behind or harmed. Are these innovations accessible and equitable, or do they widen the socioeconomic divide?

Moreover, sustainability has become a critical ethical aspect of the invention in our era of environmental consciousness. Inventors today are urged to consider the long-term environmental impact of their creations, aiming not just for innovation but for sustainable innovation that respects and preserves our planet for future generations.

Balancing the pursuit of progress with ethical responsibility is no easy task, but it’s a challenge we must overcome.

Ensuring ethical considerations are woven into the fabric of the invention process is essential to building a future that is not only technologically advanced but also just, equitable, and sustainable. It’s not enough to ask if we can invent something. We must also ask if we should.

In this way, ethics provides a crucial counterbalance to innovation, helping steer the course of progress toward a future that reflects our highest values and ideals.

The Endless Cycle of Innovation

The intricate dance of invention and innovation is a testament to human ingenuity and our thirst for knowledge. Each invention is not an isolated event but a link in a continuous chain of progress stretching across human history’s tapestry. One invention sparks another, leading to innovations shaping and reshaping our world.

This process is driven by our inherent curiosity and a desire to solve problems. It’s our response to the ever-evolving challenges we encounter, both in our immediate surroundings and the broader context of our society and environment. As we’ve seen from historical examples, competition often serves as a catalyst, pushing us to strive for better, more efficient solutions.

Moreover, each invention opens up new realms of possibility, expanding our understanding and revealing fresh perspectives. As we learn more, we uncover new questions, sparking further exploration and discovery. This cycle of invention, discovery, and learning is self-perpetuating, fueled by our ceaseless drive to understand and improve the world around us.

While the invention process is complex and multifaceted, one thing is sure. As long as our curiosity endures, the chain of invention will continue to extend into the future, limited only by the boundaries of our imagination. Therefore, understanding why one invention leads to another isn’t just about appreciating our past—it’s also about unlocking our potential to innovate and shape the future. This insight is crucial for everyone, regardless of whether you’re an inventor, an entrepreneur, a student, or simply someone curious about the world, as it illuminates the path of progress and limitless possibilities.

The continuous and interconnected journey of human invention is like a river, with each breakthrough serving as a tributary feeding into the primary current of progress. As we’ve seen throughout history, from the Industrial Revolution to the Second Industrial Revolution, one invention invariably leads to another, creating a ripple effect that shapes the course of human civilization.

Consider the work of inventors like Eli Whitney and James Hargreaves, whose creations revolutionized the textile industry leading to mass production, laying the groundwork for the Industrial Revolution.

Their inventions not only transformed their era but also catalyzed future innovations. In a similar vein, Antonio Meucci’s early work in voice communication paved the way for the future work of Alexander Graham Bell and, eventually, the development of the telephone . This invention, born in New York, ignited a communication revolution that continues to evolve today with new technology.

Then, innovations such as nuclear weapons are born out of necessity and competition. While their development and use raise significant ethical issues, they have also sparked advancements in related fields such as nuclear energy and medicine.

Finally, it’s essential to highlight the role of recognition and incentive in spurring further invention. Awards like the Nobel Prizes encourage innovation by acknowledging groundbreaking work and inspiring others to push the boundaries of new knowledge and technology.

In conclusion, the journey of invention is an unending cycle driven by our innate curiosity, desire for improvement, and the challenges we encounter. Each new invention opens up fresh possibilities and lays the groundwork for further advancements. As long as our drive to explore, learn, and improve continues, this remarkable chain of invention will also shape our world in ways we can only begin to imagine.

Frequently Asked Questions

What does it mean when one invention leads to another.

This refers to the concept that an invention or a technological breakthrough often inspires or enables subsequent innovations. Each invention opens up new possibilities, catalyzing further technological or knowledge advancements.

What is an example of one invention leading to another?

A classic example is the invention of the internet. It started as a way to connect computers and share information, but it has since led to countless other inventions such as web browsers, social media platforms, and streaming services, to name a few.

What factors cause one invention to lead to another?

Factors can include the natural human desire for improvement, the need to solve new problems that arise, societal and economic demands, competition, and the evolution of knowledge and technology.

Does every invention lead to another?

Not every invention directly leads to another, but every invention contributes to the overall body of human knowledge and technological capability. This can inspire or enable future innovations, even if the connections are not immediately apparent.

How does understanding why one invention leads to another benefit us?

Understanding this concept can offer insights into the innovation process, the evolution of technology and society, and the potential future direction of scientific and technological advancement. It also underscores the value of investing in research, education, and innovation.

IMAGES

5 Problem Solving Process Strategies Powerpoint Image
a. Activity Steps in a Problem-Solving-Based Module
What Life-Changing Inventions Will We See in the Next Decade?
Difference Between Discovery And Invention
Difference Between Invention and Discovery
Discovery vs Invention

COMMENTS

The 4 Types of Innovation and the Problems They Solve
Innovation is, at its core, about solving problems — and there are as many ways to innovate as there are different types of problems to solve. Just like we wouldn't rely on a single marketing ...
The Innovation Process: 10-Step Process to Successful Innovation
Step 3: Develop a Solution. Moving into the third phase of the innovation process, the focus now shifts to crafting a viable and deployable solution poised for market entry. This stage involves the meticulous development of solutions, including the construction of prototypes and the execution of various tests.
4.3 Developing Ideas, Innovations, and Inventions
Outline the sequence of steps in developing an invention; The previous section defined creativity, innovation, and invention, and provided examples. ... the entrepreneur Larry Myler notes that problem solving is inherently reactive. 40 That is, you have to wait for a problem to happen in order to recognize the need to solve the problem. Solving ...
Five Steps to Implementing Innovation
Five Steps to Implementing Innovation. We're all familiar with stories about breakthrough products, services, and processes—the disruptors that grab the headlines and garner eye-popping valuations. And then there are the entrepreneurs who end up on the cover of Bloomberg Businessweek and write best-selling books about the keys to their success.
What made the last century's great innovations possible?
What could result is an era of greater abundance and problem-solving, but also enormous challenges — for instance, as computers increasingly take on tasks that result in the replacement of human ...
40 problem-solving techniques and processes
7. Solution evaluation. 1. Problem identification. The first stage of any problem solving process is to identify the problem (s) you need to solve. This often looks like using group discussions and activities to help a group surface and effectively articulate the challenges they're facing and wish to resolve.
Lesson plan: Solving problems through invention
Problem identification is the first step of the invention process, the process by which an inventor creates an invention. ... how one man has adapted to the disability with the help of technology ...
What Is Creative Problem-Solving & Why Is It Important?
Creative problem-solving primarily operates in the ideate phase of design thinking but can be applied to others. This is because design thinking is an iterative process that moves between the stages as ideas are generated and pursued. This is normal and encouraged, as innovation requires exploring multiple ideas.
Creative Problem Solving: from complex challenge to innovative solution
The Creative Problem Solving process, sometimes referred to as CPS, is a proven way to approach a challenge more imaginatively. By redefining problems or opportunities, it becomes possible to move in a completely new and more innovative direction. Dr Donald Treffinger described Creative Problem Solving as an effective way to review problems ...
Invention and Innovation as Creative Problem-Solving Activities
Invention and innovation are stages of the novelty creating process as a whole (which also includes the diffusion phase (Rogers 1995 )). They are distinct in terms of general definition, cognitive resources, environmental conditions, process elements, and economic character. Taking into consideration these differences, the whole novelty ...
Inventive Problem Solving (TRIZ), Theory
The first TRIZ application (reflected in the name of the methodology) - solving inventive problems in technological areas. However, inventive problem solving (IPS) is only one of the existing innovation needs. To address all needs and develop a complete innovation and problem-solving platform, the following steps have been taken: 1.
What is Problem Solving? (Steps, Techniques, Examples)
The problem-solving process typically includes the following steps: Identify the issue: Recognize the problem that needs to be solved. Analyze the situation: Examine the issue in depth, gather all relevant information, and consider any limitations or constraints that may be present. Generate potential solutions: Brainstorm a list of possible ...
4.3: Developing Ideas, Innovations, and Inventions
Step 5: Develop a Prototype. Developing a prototype can be the most fun or the most tedious part of inventing. Much of your attitude toward developing a prototype depends on available resources, technology, and expertise. In this text, we reference the concept of the lean startup from time to time.
PDF Technological Innovation, Invention and Problem-Solving
Students will be asked to try and figure out the connections, creative problem-solving steps and inter-related innovations, inventions and developments that occurred from one historical stage to the next, in the development of semiconductors. In other words, how did one person's 'invention' become the stepping stone for the next creative ...
Six Steps to Effective Problem Solving Within Organizations
Problem Definition . Identify problems through problem formulation and questioning. The key is asking the right questions to discover root causes. Brainstorming . During this process, assumptions are uncovered and underlying problems are further revealed. Also, this is an opportunity to collect and analyze data. Selection.
The 5 steps of the solving problem process
The problem solving process typically includes: Pinpointing what's broken by gathering data and consulting with team members. Figuring out why it's not working by mapping out and troubleshooting the problem. Deciding on the most effective way to fix it by brainstorming and then implementing a solution. While skills like active listening ...
Problem-Solving in Science and Technology Education
Many researchers proposed phases or steps to simplify the problem-solving process. However, according to Anderson (), problem-solving is an intuitive process, which is later checked analytically.He cites Bruner (1962, cited in Anderson, 1967) in saying that rather than using set formulas or patterns, intuitive problem-solving appears to be based on an implicit awareness of the entire issue ...
Inquiry, Discovery, Invention, and Innovation—The Personal Experience
Inquiry, discovery, invention, and innovation are four distinct phases of the technological change process. Inquiry generates from a curious state of mind about a segment of nature or reality. Questions are asked. Answers are sought. Discovery involves finding a new understanding about an aspect of nature. Behavior is newly comprehended.
Innovation Is Problem Solving...And A Whole Lot More
Level 1: Problem Solving. This is a reactive approach to innovation. If embraced in an orderly fashion—meaning, if the innovator is discriminating about which problems to take on and how ...
Unit 5 Invention and Innovation Flashcards
proactive problem-solving 1st step in making product or system includes concept, research, experimentation and development needed to prepare the product for manufacturing includes invention and innovation can refer to how something is made deals with design principles: rhythm, balance, proportion, emphasis ... could lead to innovation.
Inventions: Real Solutions to Real Problems
More often than not, invention ideas evolve and take a different shape, resulting in a solution that may be completely different than the inventor initially pictured in their mind. Change is a constant, especially in the invention world. Inventions are meant to solve a problem and sometimes those problems are ones we didn't even realize we had.
Sparking Ideas: Why Does One Invention Lead To Another?
Each invention is not an isolated event but a link in a continuous chain of progress stretching across human history's tapestry. One invention sparks another, leading to innovations shaping and reshaping our world. This process is driven by our inherent curiosity and a desire to solve problems.