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Thursday, February 6, 2014

What is a "smart" problem statement at mckinsey.

What is a problem statement?

Why is the problem statement important, what does it mean for a problem statement to be "smart", some examples from problem statements that are not smart:.

• Not specific :  "better manage the business..." - this is too generic and doesn't suggest where the greatest impact might be, how, or by when to capture it
• Not measurable :  "reverse our deteriorating performance..." - without specifying what metrics (or KPIs - Key Performance Indicators) best reflect "performance", it's impossible to assess whether or not we've made progress
• Not action-oriented :  "increase sales and decrease costs..." - while these are both appealing goals for any company, they have to be actionable to create impact
• Not relevant :  "increase profits by raising prices..." - this sounds good, but not if the client is selling a commodity that sells at market prices.  The problem statement has to be relevant to the client and their key problem(s)
• Not time-bound :  "eventually increase profits by 10%..." - a specific deadline is needed to motivate people to action, hold them accountable , and know if the project was successful

What else should inform a problem statement?

• Business context - what's going on at the company, in the industry, or with customers?
• Criteria for success - what are the clients' goals for the project and more broadly?
• Stakeholders and decision makers - who will approve the project, assess it success, and/or be impacted by it?
• Constraints - what limitations might prevent your client from achieving a solution?
• Risks and appetite for risk - what are the downside implications for the client, how likely are they, and how does that make them react?
• Scope - how much work can your client take on, how far across or deep into the organization can it go, and how long do they have to do it?

17 Smart Problem-Solving Strategies: Master Complex Problems

• March 3, 2024
• Productivity
• 25 min read

Struggling to overcome challenges in your life? We all face problems, big and small, on a regular basis.

So how do you tackle them effectively? What are some key problem-solving strategies and skills that can guide you?

Effective problem-solving requires breaking issues down logically, generating solutions creatively, weighing choices critically, and adapting plans flexibly based on outcomes. Useful strategies range from leveraging past solutions that have worked to visualizing problems through diagrams. Core skills include analytical abilities, innovative thinking, and collaboration.

Want to improve your problem-solving skills? Keep reading to find out 17 effective problem-solving strategies, key skills, common obstacles to watch for, and tips on improving your overall problem-solving skills.

Key Takeaways:

• Effective problem-solving requires breaking down issues logically, generating multiple solutions creatively, weighing choices critically, and adapting plans based on outcomes.
• Useful problem-solving strategies range from leveraging past solutions to brainstorming with groups to visualizing problems through diagrams and models.
• Core skills include analytical abilities, innovative thinking, decision-making, and team collaboration to solve problems.
• Common obstacles include fear of failure, information gaps, fixed mindsets, confirmation bias, and groupthink.
• Boosting problem-solving skills involves learning from experts, actively practicing, soliciting feedback, and analyzing others’ success.
• Onethread’s project management capabilities align with effective problem-solving tenets – facilitating structured solutions, tracking progress, and capturing lessons learned.

What Is Problem-Solving?

Problem-solving is the process of understanding an issue, situation, or challenge that needs to be addressed and then systematically working through possible solutions to arrive at the best outcome.

It involves critical thinking, analysis, logic, creativity, research, planning, reflection, and patience in order to overcome obstacles and find effective answers to complex questions or problems.

The ultimate goal is to implement the chosen solution successfully.

What Are Problem-Solving Strategies?

Problem-solving strategies are like frameworks or methodologies that help us solve tricky puzzles or problems we face in the workplace, at home, or with friends.

Imagine you have a big jigsaw puzzle. One strategy might be to start with the corner pieces. Another could be looking for pieces with the same colors. 

Just like in puzzles, in real life, we use different plans or steps to find solutions to problems. These strategies help us think clearly, make good choices, and find the best answers without getting too stressed or giving up.

Why Is It Important To Know Different Problem-Solving Strategies?

Knowing different problem-solving strategies is important because different types of problems often require different approaches to solve them effectively. Having a variety of strategies to choose from allows you to select the best method for the specific problem you are trying to solve.

This improves your ability to analyze issues thoroughly, develop solutions creatively, and tackle problems from multiple angles. Knowing multiple strategies also aids in overcoming roadblocks if your initial approach is not working.

Here are some reasons why you need to know different problem-solving strategies:

• Different Problems Require Different Tools: Just like you can’t use a hammer to fix everything, some problems need specific strategies to solve them.
• Improves Creativity: Knowing various strategies helps you think outside the box and come up with creative solutions.
• Saves Time: With the right strategy, you can solve problems faster instead of trying things that don’t work.
• Reduces Stress: When you know how to tackle a problem, it feels less scary and you feel more confident.
• Better Outcomes: Using the right strategy can lead to better solutions, making things work out better in the end.
• Learning and Growth: Each time you solve a problem, you learn something new, which makes you smarter and better at solving future problems.

Knowing different ways to solve problems helps you tackle anything that comes your way, making life a bit easier and more fun!

17 Effective Problem-Solving Strategies

Effective problem-solving strategies include breaking the problem into smaller parts, brainstorming multiple solutions, evaluating the pros and cons of each, and choosing the most viable option. 

Critical thinking and creativity are essential in developing innovative solutions. Collaboration with others can also provide diverse perspectives and ideas. 

By applying these strategies, you can tackle complex issues more effectively.

Now, consider a challenge you’re dealing with. Which strategy could help you find a solution? Here we will discuss key problem strategies in detail.

1. Use a Past Solution That Worked

This strategy involves looking back at previous similar problems you have faced and the solutions that were effective in solving them.

It is useful when you are facing a problem that is very similar to something you have already solved. The main benefit is that you don’t have to come up with a brand new solution – you already know the method that worked before will likely work again.

However, the limitation is that the current problem may have some unique aspects or differences that mean your old solution is not fully applicable.

The ideal process is to thoroughly analyze the new challenge, identify the key similarities and differences versus the past case, adapt the old solution as needed to align with the current context, and then pilot it carefully before full implementation.

An example is using the same negotiation tactics from purchasing your previous home when putting in an offer on a new house. Key terms would be adjusted but overall it can save significant time versus developing a brand new strategy.

2. Brainstorm Solutions

This involves gathering a group of people together to generate as many potential solutions to a problem as possible.

It is effective when you need creative ideas to solve a complex or challenging issue. By getting input from multiple people with diverse perspectives, you increase the likelihood of finding an innovative solution.

The main limitation is that brainstorming sessions can sometimes turn into unproductive gripe sessions or discussions rather than focusing on productive ideation —so they need to be properly facilitated.

The key to an effective brainstorming session is setting some basic ground rules upfront and having an experienced facilitator guide the discussion. Rules often include encouraging wild ideas, avoiding criticism of ideas during the ideation phase, and building on others’ ideas.

For instance, a struggling startup might hold a session where ideas for turnaround plans are generated and then formalized with financials and metrics.

3. Work Backward from the Solution

This technique involves envisioning that the problem has already been solved and then working step-by-step backward toward the current state.

This strategy is particularly helpful for long-term, multi-step problems. By starting from the imagined solution and identifying all the steps required to reach it, you can systematically determine the actions needed. It lets you tackle a big hairy problem through smaller, reversible steps.

A limitation is that this approach may not be possible if you cannot accurately envision the solution state to start with.

The approach helps drive logical systematic thinking for complex problem-solving, but should still be combined with creative brainstorming of alternative scenarios and solutions.

An example is planning for an event – you would imagine the successful event occurring, then determine the tasks needed the week before, two weeks before, etc. all the way back to the present.

4. Use the Kipling Method

This method, named after author Rudyard Kipling, provides a framework for thoroughly analyzing a problem before jumping into solutions.

It consists of answering six fundamental questions: What, Where, When, How, Who, and Why about the challenge. Clearly defining these core elements of the problem sets the stage for generating targeted solutions.

The Kipling method enables a deep understanding of problem parameters and root causes before solution identification. By jumping to brainstorm solutions too early, critical information can be missed or the problem is loosely defined, reducing solution quality.

Answering the six fundamental questions illuminates all angles of the issue. This takes time but pays dividends in generating optimal solutions later tuned precisely to the true underlying problem.

The limitation is that meticulously working through numerous questions before addressing solutions can slow progress.

The best approach blends structured problem decomposition techniques like the Kipling method with spurring innovative solution ideation from a diverse team. 

An example is using this technique after a technical process failure – the team would systematically detail What failed, Where/When did it fail, How it failed (sequence of events), Who was involved, and Why it likely failed before exploring preventative solutions.

5. Try Different Solutions Until One Works (Trial and Error)

This technique involves attempting various potential solutions sequentially until finding one that successfully solves the problem.

Trial and error works best when facing a concrete, bounded challenge with clear solution criteria and a small number of discrete options to try. By methodically testing solutions, you can determine the faulty component.

A limitation is that it can be time-intensive if the working solution set is large.

The key is limiting the variable set first. For technical problems, this boundary is inherent and each element can be iteratively tested. But for business issues, artificial constraints may be required – setting decision rules upfront to reduce options before testing.

Furthermore, hypothesis-driven experimentation is far superior to blind trial and error – have logic for why Option A may outperform Option B.

Examples include fixing printer jams by testing different paper tray and cable configurations or resolving website errors by tweaking CSS/HTML line-by-line until the code functions properly.

6. Use Proven Formulas or Frameworks (Heuristics)

Heuristics refers to applying existing problem-solving formulas or frameworks rather than addressing issues completely from scratch.

This allows leveraging established best practices rather than reinventing the wheel each time.

It is effective when facing recurrent, common challenges where proven structured approaches exist.

However, heuristics may force-fit solutions to non-standard problems.

For example, a cost-benefit analysis can be used instead of custom weighting schemes to analyze potential process improvements.

Onethread allows teams to define, save, and replicate configurable project templates so proven workflows can be reliably applied across problems with some consistency rather than fully custom one-off approaches each time.

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7. Trust Your Instincts (Insight Problem-Solving)

Insight is a problem-solving technique that involves waiting patiently for an unexpected “aha moment” when the solution pops into your mind.

It works well for personal challenges that require intuitive realizations over calculated logic. The unconscious mind makes connections leading to flashes of insight when relaxing or doing mundane tasks unrelated to the actual problem.

Benefits include out-of-the-box creative solutions. However, the limitations are that insights can’t be forced and may never come at all if too complex. Critical analysis is still required after initial insights.

A real-life example would be a writer struggling with how to end a novel. Despite extensive brainstorming, they feel stuck. Eventually while gardening one day, a perfect unexpected plot twist sparks an ideal conclusion. However, once written they still carefully review if the ending flows logically from the rest of the story.

8. Reverse Engineer the Problem

This approach involves deconstructing a problem in reverse sequential order from the current undesirable outcome back to the initial root causes.

By mapping the chain of events backward, you can identify the origin of where things went wrong and establish the critical junctures for solving it moving ahead. Reverse engineering provides diagnostic clarity on multi-step problems.

However, the limitation is that it focuses heavily on autopsying the past versus innovating improved future solutions.

An example is tracing back from a server outage, through the cascade of infrastructure failures that led to it finally terminating at the initial script error that triggered the crisis. This root cause would then inform the preventative measure.

9. Break Down Obstacles Between Current and Goal State (Means-End Analysis)

This technique defines the current problem state and the desired end goal state, then systematically identifies obstacles in the way of getting from one to the other.

By mapping the barriers or gaps, you can then develop solutions to address each one. This methodically connects the problem to solutions.

A limitation is that some obstacles may be unknown upfront and only emerge later.

For example, you can list down all the steps required for a new product launch – current state through production, marketing, sales, distribution, etc. to full launch (goal state) – to highlight where resource constraints or other blocks exist so they can be addressed.

Onethread allows dividing big-picture projects into discrete, manageable phases, milestones, and tasks to simplify execution just as problems can be decomposed into more achievable components. Features like dependency mapping further reinforce interconnections.

Using Onethread’s issues and subtasks feature, messy problems can be decomposed into manageable chunks.

10. Ask “Why” Five Times to Identify the Root Cause (The 5 Whys)

This technique involves asking “Why did this problem occur?” and then responding with an answer that is again met with asking “Why?” This process repeats five times until the root cause is revealed.

Continually asking why digs deeper from surface symptoms to underlying systemic issues.

It is effective for getting to the source of problems originating from human error or process breakdowns.

However, some complex issues may have multiple tangled root causes not solvable through this approach alone.

An example is a retail store experiencing a sudden decline in customers. Successively asking why five times may trace an initial drop to parking challenges, stemming from a city construction project – the true starting point to address.

11. Evaluate Strengths, Weaknesses, Opportunities, and Threats (SWOT Analysis)

This involves analyzing a problem or proposed solution by categorizing internal and external factors into a 2×2 matrix: Strengths, Weaknesses as the internal rows; Opportunities and Threats as the external columns.

Systematically identifying these elements provides balanced insight to evaluate options and risks. It is impactful when evaluating alternative solutions or developing strategy amid complexity or uncertainty.

The key benefit of SWOT analysis is enabling multi-dimensional thinking when rationally evaluating options. Rather than getting anchored on just the upsides or the existing way of operating, it urges a systematic assessment through four different lenses:

• Internal Strengths: Our core competencies/advantages able to deliver success
• Internal Weaknesses: Gaps/vulnerabilities we need to manage
• External Opportunities: Ways we can differentiate/drive additional value
• External Threats: Risks we must navigate or mitigate

Multiperspective analysis provides the needed holistic view of the balanced risk vs. reward equation for strategic decision making amid uncertainty.

However, SWOT can feel restrictive if not tailored and evolved for different issue types.

Teams should view SWOT analysis as a starting point, augmenting it further for distinct scenarios.

An example is performing a SWOT analysis on whether a small business should expand into a new market – evaluating internal capabilities to execute vs. risks in the external competitive and demand environment to inform the growth decision with eyes wide open.

12. Compare Current vs Expected Performance (Gap Analysis)

This technique involves comparing the current state of performance, output, or results to the desired or expected levels to highlight shortfalls.

By quantifying the gaps, you can identify problem areas and prioritize address solutions.

Gap analysis is based on the simple principle – “you can’t improve what you don’t measure.” It enables facts-driven problem diagnosis by highlighting delta to goals, not just vague dissatisfaction that something seems wrong. And measurement immediately suggests improvement opportunities – address the biggest gaps first.

This data orientation also supports ROI analysis on fixing issues – the return from closing larger gaps outweighs narrowly targeting smaller performance deficiencies.

However, the approach is only effective if robust standards and metrics exist as the benchmark to evaluate against. Organizations should invest upfront in establishing performance frameworks.

Furthermore, while numbers are invaluable, the human context behind problems should not be ignored – quantitative versus qualitative gap assessment is optimally blended.

For example, if usage declines are noted during software gap analysis, this could be used as a signal to improve user experience through design.

13. Observe Processes from the Frontline (Gemba Walk)

A Gemba walk involves going to the actual place where work is done, directly observing the process, engaging with employees, and finding areas for improvement.

By experiencing firsthand rather than solely reviewing abstract reports, practical problems and ideas emerge.

The limitation is Gemba walks provide anecdotes not statistically significant data. It complements but does not replace comprehensive performance measurement.

An example is a factory manager inspecting the production line to spot jam areas based on direct reality rather than relying on throughput dashboards alone back in her office. Frontline insights prove invaluable.

14. Analyze Competitive Forces (Porter’s Five Forces)

This involves assessing the marketplace around a problem or business situation via five key factors: competitors, new entrants, substitute offerings, suppliers, and customer power.

Evaluating these forces illuminates risks and opportunities for strategy development and issue resolution. It is effective for understanding dynamic external threats and opportunities when operating in a contested space.

However, over-indexing on only external factors can overlook the internal capabilities needed to execute solutions.

A startup CEO, for example, may analyze market entry barriers, whitespace opportunities, and disruption risks across these five forces to shape new product rollout strategies and marketing approaches.

15. Think from Different Perspectives (Six Thinking Hats)

The Six Thinking Hats is a technique developed by Edward de Bono that encourages people to think about a problem from six different perspectives, each represented by a colored “thinking hat.”

The key benefit of this strategy is that it pushes team members to move outside their usual thinking style and consider new angles. This brings more diverse ideas and solutions to the table.

It works best for complex problems that require innovative solutions and when a team is stuck in an unproductive debate. The structured framework keeps the conversation flowing in a positive direction.

Limitations are that it requires training on the method itself and may feel unnatural at first. Team dynamics can also influence success – some members may dominate certain “hats” while others remain quiet.

A real-life example is a software company debating whether to build a new feature. The white hat focuses on facts, red on gut feelings, black on potential risks, yellow on benefits, green on new ideas, and blue on process. This exposes more balanced perspectives before deciding.

Onethread centralizes diverse stakeholder communication onto one platform, ensuring all voices are incorporated when evaluating project tradeoffs, just as problem-solving should consider multifaceted solutions.

16. Visualize the Problem (Draw it Out)

Drawing out a problem involves creating visual representations like diagrams, flowcharts, and maps to work through challenging issues.

This strategy is helpful when dealing with complex situations with lots of interconnected components. The visuals simplify the complexity so you can thoroughly understand the problem and all its nuances.

Key benefits are that it allows more stakeholders to get on the same page regarding root causes and it sparks new creative solutions as connections are made visually.

However, simple problems with few variables don’t require extensive diagrams. Additionally, some challenges are so multidimensional that fully capturing every aspect is difficult.

A real-life example would be mapping out all the possible causes leading to decreased client satisfaction at a law firm. An intricate fishbone diagram with branches for issues like service delivery, technology, facilities, culture, and vendor partnerships allows the team to trace problems back to their origins and brainstorm targeted fixes.

17. Follow a Step-by-Step Procedure (Algorithms)

An algorithm is a predefined step-by-step process that is guaranteed to produce the correct solution if implemented properly.

Using algorithms is effective when facing problems that have clear, binary right and wrong answers. Algorithms work for mathematical calculations, computer code, manufacturing assembly lines, and scientific experiments.

Key benefits are consistency, accuracy, and efficiency. However, they require extensive upfront development and only apply to scenarios with strict parameters. Additionally, human error can lead to mistakes.

For example, crew members of fast food chains like McDonald’s follow specific algorithms for food prep – from grill times to ingredient amounts in sandwiches, to order fulfillment procedures. This ensures uniform quality and service across all locations. However, if a step is missed, errors occur.

The Problem-Solving Process

The problem-solving process typically includes defining the issue, analyzing details, creating solutions, weighing choices, acting, and reviewing results.

In the above, we have discussed several problem-solving strategies. For every problem-solving strategy, you have to follow these processes. Here’s a detailed step-by-step process of effective problem-solving:

Step 1: Identify the Problem

The problem-solving process starts with identifying the problem. This step involves understanding the issue’s nature, its scope, and its impact. Once the problem is clearly defined, it sets the foundation for finding effective solutions.

Identifying the problem is crucial. It means figuring out exactly what needs fixing. This involves looking at the situation closely, understanding what’s wrong, and knowing how it affects things. It’s about asking the right questions to get a clear picture of the issue. 

This step is important because it guides the rest of the problem-solving process. Without a clear understanding of the problem, finding a solution is much harder. It’s like diagnosing an illness before treating it. Once the problem is identified accurately, you can move on to exploring possible solutions and deciding on the best course of action.

Step 2: Break Down the Problem

Breaking down the problem is a key step in the problem-solving process. It involves dividing the main issue into smaller, more manageable parts. This makes it easier to understand and tackle each component one by one.

After identifying the problem, the next step is to break it down. This means splitting the big issue into smaller pieces. It’s like solving a puzzle by handling one piece at a time. 

By doing this, you can focus on each part without feeling overwhelmed. It also helps in identifying the root causes of the problem. Breaking down the problem allows for a clearer analysis and makes finding solutions more straightforward. 

Each smaller problem can be addressed individually, leading to an effective resolution of the overall issue. This approach not only simplifies complex problems but also aids in developing a systematic plan to solve them.

Step 3: Come up with potential solutions

Coming up with potential solutions is the third step in the problem-solving process. It involves brainstorming various options to address the problem, considering creativity and feasibility to find the best approach.

After breaking down the problem, it’s time to think of ways to solve it. This stage is about brainstorming different solutions. You look at the smaller issues you’ve identified and start thinking of ways to fix them. This is where creativity comes in. 

You want to come up with as many ideas as possible, no matter how out-of-the-box they seem. It’s important to consider all options and evaluate their pros and cons. This process allows you to gather a range of possible solutions. 

Later, you can narrow these down to the most practical and effective ones. This step is crucial because it sets the stage for deciding on the best solution to implement. It’s about being open-minded and innovative to tackle the problem effectively.

Step 4: Analyze the possible solutions

Analyzing the possible solutions is the fourth step in the problem-solving process. It involves evaluating each proposed solution’s advantages and disadvantages to determine the most effective and feasible option.

After coming up with potential solutions, the next step is to analyze them. This means looking closely at each idea to see how well it solves the problem. You weigh the pros and cons of every solution.

Consider factors like cost, time, resources, and potential outcomes. This analysis helps in understanding the implications of each option. It’s about being critical and objective, ensuring that the chosen solution is not only effective but also practical.

This step is vital because it guides you towards making an informed decision. It involves comparing the solutions against each other and selecting the one that best addresses the problem.

By thoroughly analyzing the options, you can move forward with confidence, knowing you’ve chosen the best path to solve the issue.

Step 5: Implement and Monitor the Solutions

Implementing and monitoring the solutions is the final step in the problem-solving process. It involves putting the chosen solution into action and observing its effectiveness, making adjustments as necessary.

Once you’ve selected the best solution, it’s time to put it into practice. This step is about action. You implement the chosen solution and then keep an eye on how it works. Monitoring is crucial because it tells you if the solution is solving the problem as expected. 

If things don’t go as planned, you may need to make some changes. This could mean tweaking the current solution or trying a different one. The goal is to ensure the problem is fully resolved. 

This step is critical because it involves real-world application. It’s not just about planning; it’s about doing and adjusting based on results. By effectively implementing and monitoring the solutions, you can achieve the desired outcome and solve the problem successfully.

Why This Process is Important

Following a defined process to solve problems is important because it provides a systematic, structured approach instead of a haphazard one. Having clear steps guides logical thinking, analysis, and decision-making to increase effectiveness. Key reasons it helps are:

• Clear Direction: This process gives you a clear path to follow, which can make solving problems less overwhelming.
• Better Solutions: Thoughtful analysis of root causes, iterative testing of solutions, and learning orientation lead to addressing the heart of issues rather than just symptoms.
• Saves Time and Energy: Instead of guessing or trying random things, this process helps you find a solution more efficiently.
• Improves Skills: The more you use this process, the better you get at solving problems. It’s like practicing a sport. The more you practice, the better you play.
• Maximizes collaboration: Involving various stakeholders in the process enables broader inputs. Their communication and coordination are streamlined through organized brainstorming and evaluation.
• Provides consistency: Standard methodology across problems enables building institutional problem-solving capabilities over time. Patterns emerge on effective techniques to apply to different situations.

The problem-solving process is a powerful tool that can help us tackle any challenge we face. By following these steps, we can find solutions that work and learn important skills along the way.

Key Skills for Efficient Problem Solving

Efficient problem-solving requires breaking down issues logically, evaluating options, and implementing practical solutions.

Key skills include critical thinking to understand root causes, creativity to brainstorm innovative ideas, communication abilities to collaborate with others, and decision-making to select the best way forward. Staying adaptable, reflecting on outcomes, and applying lessons learned are also essential.

With practice, these capacities will lead to increased personal and team effectiveness in systematically addressing any problem.

 Let’s explore the powers you need to become a problem-solving hero!

Critical Thinking and Analytical Skills

Critical thinking and analytical skills are vital for efficient problem-solving as they enable individuals to objectively evaluate information, identify key issues, and generate effective solutions. 

These skills facilitate a deeper understanding of problems, leading to logical, well-reasoned decisions. By systematically breaking down complex issues and considering various perspectives, individuals can develop more innovative and practical solutions, enhancing their problem-solving effectiveness.

Communication Skills

Effective communication skills are essential for efficient problem-solving as they facilitate clear sharing of information, ensuring all team members understand the problem and proposed solutions. 

These skills enable individuals to articulate issues, listen actively, and collaborate effectively, fostering a productive environment where diverse ideas can be exchanged and refined. By enhancing mutual understanding, communication skills contribute significantly to identifying and implementing the most viable solutions.

Decision-Making

Strong decision-making skills are crucial for efficient problem-solving, as they enable individuals to choose the best course of action from multiple alternatives. 

These skills involve evaluating the potential outcomes of different solutions, considering the risks and benefits, and making informed choices. Effective decision-making leads to the implementation of solutions that are likely to resolve problems effectively, ensuring resources are used efficiently and goals are achieved.

Planning and Prioritization

Planning and prioritization are key for efficient problem-solving, ensuring resources are allocated effectively to address the most critical issues first. This approach helps in organizing tasks according to their urgency and impact, streamlining efforts towards achieving the desired outcome efficiently.

Emotional Intelligence

Emotional intelligence enhances problem-solving by allowing individuals to manage emotions, understand others, and navigate social complexities. It fosters a positive, collaborative environment, essential for generating creative solutions and making informed, empathetic decisions.

Leadership skills drive efficient problem-solving by inspiring and guiding teams toward common goals. Effective leaders motivate their teams, foster innovation, and navigate challenges, ensuring collective efforts are focused and productive in addressing problems.

Time Management

Time management is crucial in problem-solving, enabling individuals to allocate appropriate time to each task. By efficiently managing time, one can ensure that critical problems are addressed promptly without neglecting other responsibilities.

Data Analysis

Data analysis skills are essential for problem-solving, as they enable individuals to sift through data, identify trends, and extract actionable insights. This analytical approach supports evidence-based decision-making, leading to more accurate and effective solutions.

Research Skills

Research skills are vital for efficient problem-solving, allowing individuals to gather relevant information, explore various solutions, and understand the problem’s context. This thorough exploration aids in developing well-informed, innovative solutions.

Becoming a great problem solver takes practice, but with these skills, you’re on your way to becoming a problem-solving hero. 

How to Improve Your Problem-Solving Skills?

Improving your problem-solving skills can make you a master at overcoming challenges. Learn from experts, practice regularly, welcome feedback, try new methods, experiment, and study others’ success to become better.

Learning from Experts

Improving problem-solving skills by learning from experts involves seeking mentorship, attending workshops, and studying case studies. Experts provide insights and techniques that refine your approach, enhancing your ability to tackle complex problems effectively.

To enhance your problem-solving skills, learning from experts can be incredibly beneficial. Engaging with mentors, participating in specialized workshops, and analyzing case studies from seasoned professionals can offer valuable perspectives and strategies. 

Experts share their experiences, mistakes, and successes, providing practical knowledge that can be applied to your own problem-solving process. This exposure not only broadens your understanding but also introduces you to diverse methods and approaches, enabling you to tackle challenges more efficiently and creatively.

Improving problem-solving skills through practice involves tackling a variety of challenges regularly. This hands-on approach helps in refining techniques and strategies, making you more adept at identifying and solving problems efficiently.

One of the most effective ways to enhance your problem-solving skills is through consistent practice. By engaging with different types of problems on a regular basis, you develop a deeper understanding of various strategies and how they can be applied. 

This hands-on experience allows you to experiment with different approaches, learn from mistakes, and build confidence in your ability to tackle challenges.

Regular practice not only sharpens your analytical and critical thinking skills but also encourages adaptability and innovation, key components of effective problem-solving.

Openness to Feedback

Being open to feedback is like unlocking a secret level in a game. It helps you boost your problem-solving skills. Improving problem-solving skills through openness to feedback involves actively seeking and constructively responding to critiques. 

This receptivity enables you to refine your strategies and approaches based on insights from others, leading to more effective solutions. 

Learning New Approaches and Methodologies

Learning new approaches and methodologies is like adding new tools to your toolbox. It makes you a smarter problem-solver. Enhancing problem-solving skills by learning new approaches and methodologies involves staying updated with the latest trends and techniques in your field. 

This continuous learning expands your toolkit, enabling innovative solutions and a fresh perspective on challenges.

Experimentation

Experimentation is like being a scientist of your own problems. It’s a powerful way to improve your problem-solving skills. Boosting problem-solving skills through experimentation means trying out different solutions to see what works best. This trial-and-error approach fosters creativity and can lead to unique solutions that wouldn’t have been considered otherwise.

Analyzing Competitors’ Success

Analyzing competitors’ success is like being a detective. It’s a smart way to boost your problem-solving skills. Improving problem-solving skills by analyzing competitors’ success involves studying their strategies and outcomes. Understanding what worked for them can provide valuable insights and inspire effective solutions for your own challenges. 

Challenges in Problem-Solving

Facing obstacles when solving problems is common. Recognizing these barriers, like fear of failure or lack of information, helps us find ways around them for better solutions.

Fear of Failure

Fear of failure is like a big, scary monster that stops us from solving problems. It’s a challenge many face. Because being afraid of making mistakes can make us too scared to try new solutions. 

How can we overcome this? First, understand that it’s okay to fail. Failure is not the opposite of success; it’s part of learning. Every time we fail, we discover one more way not to solve a problem, getting us closer to the right solution. Treat each attempt like an experiment. It’s not about failing; it’s about testing and learning.

Lack of Information

Lack of information is like trying to solve a puzzle with missing pieces. It’s a big challenge in problem-solving. Because without all the necessary details, finding a solution is much harder. 

How can we fix this? Start by gathering as much information as you can. Ask questions, do research, or talk to experts. Think of yourself as a detective looking for clues. The more information you collect, the clearer the picture becomes. Then, use what you’ve learned to think of solutions. 

Fixed Mindset

A fixed mindset is like being stuck in quicksand; it makes solving problems harder. It means thinking you can’t improve or learn new ways to solve issues. 

How can we change this? First, believe that you can grow and learn from challenges. Think of your brain as a muscle that gets stronger every time you use it. When you face a problem, instead of saying “I can’t do this,” try thinking, “I can’t do this yet.” Look for lessons in every challenge and celebrate small wins. 

Everyone starts somewhere, and mistakes are just steps on the path to getting better. By shifting to a growth mindset, you’ll see problems as opportunities to grow. Keep trying, keep learning, and your problem-solving skills will soar!

Jumping to Conclusions

Jumping to conclusions is like trying to finish a race before it starts. It’s a challenge in problem-solving. That means making a decision too quickly without looking at all the facts. 

How can we avoid this? First, take a deep breath and slow down. Think about the problem like a puzzle. You need to see all the pieces before you know where they go. Ask questions, gather information, and consider different possibilities. Don’t choose the first solution that comes to mind. Instead, compare a few options. 

Feeling Overwhelmed

Feeling overwhelmed is like being buried under a mountain of puzzles. It’s a big challenge in problem-solving. When we’re overwhelmed, everything seems too hard to handle. 

How can we deal with this? Start by taking a step back. Breathe deeply and focus on one thing at a time. Break the big problem into smaller pieces, like sorting puzzle pieces by color. Tackle each small piece one by one. It’s also okay to ask for help. Sometimes, talking to someone else can give you a new perspective. 

Confirmation Bias

Confirmation bias is like wearing glasses that only let you see what you want to see. It’s a challenge in problem-solving. Because it makes us focus only on information that agrees with what we already believe, ignoring anything that doesn’t. 

How can we overcome this? First, be aware that you might be doing it. It’s like checking if your glasses are on right. Then, purposely look for information that challenges your views. It’s like trying on a different pair of glasses to see a new perspective. Ask questions and listen to answers, even if they don’t fit what you thought before.

Groupthink is like everyone in a group deciding to wear the same outfit without asking why. It’s a challenge in problem-solving. It means making decisions just because everyone else agrees, without really thinking it through. 

How can we avoid this? First, encourage everyone in the group to share their ideas, even if they’re different. It’s like inviting everyone to show their unique style of clothes. 

Listen to all opinions and discuss them. It’s okay to disagree; it helps us think of better solutions. Also, sometimes, ask someone outside the group for their thoughts. They might see something everyone in the group missed.

Overcoming obstacles in problem-solving requires patience, openness, and a willingness to learn from mistakes. By recognizing these barriers, we can develop strategies to navigate around them, leading to more effective and creative solutions.

What are the most common problem-solving techniques?

The most common techniques include brainstorming, the 5 Whys, mind mapping, SWOT analysis, and using algorithms or heuristics. Each approach has its strengths, suitable for different types of problems.

What’s the best problem-solving strategy for every situation?

There’s no one-size-fits-all strategy. The best approach depends on the problem’s complexity, available resources, and time constraints. Combining multiple techniques often yields the best results.

How can I improve my problem-solving skills?

Improve your problem-solving skills by practicing regularly, learning from experts, staying open to feedback, and continuously updating your knowledge on new approaches and methodologies.

Are there any tools or resources to help with problem-solving?

Yes, tools like mind mapping software, online courses on critical thinking, and books on problem-solving techniques can be very helpful. Joining forums or groups focused on problem-solving can also provide support and insights.

What are some common mistakes people make when solving problems?

Common mistakes include jumping to conclusions without fully understanding the problem, ignoring valuable feedback, sticking to familiar solutions without considering alternatives, and not breaking down complex problems into manageable parts.

Final Words

Mastering problem-solving strategies equips us with the tools to tackle challenges across all areas of life. By understanding and applying these techniques, embracing a growth mindset, and learning from both successes and obstacles, we can transform problems into opportunities for growth. Continuously improving these skills ensures we’re prepared to face and solve future challenges more effectively.

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Learn Creative Problem Solving Techniques to Stimulate Innovation in Your Organization

By Kate Eby | October 20, 2017 (updated August 27, 2021)

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In today’s competitive business landscape, organizations need processes in place to make strong, well-informed, and innovative decisions. Problem solving - in particular creative problem solving (CPS) - is a key skill in learning how to accurately identify problems and their causes, generate potential solutions, and evaluate all the possibilities to arrive at a strong corrective course of action. Every team in any organization, regardless of department or industry, needs to be effective, creative, and quick when solving problems. 

In this article, we’ll discuss traditional and creative problem solving, and define the steps, best practices, and common barriers associated. After that, we’ll provide helpful methods and tools to identify the cause(s) of problematic situations, so you can get to the root of the issue and start to generate solutions. Then, we offer nearly 20 creative problem solving techniques to implement at your organization, or even in your personal life. Along the way, experts weigh in on the importance of problem solving, and offer tips and tricks. 

What Is Problem Solving and Decision Making?

Problem solving is the process of working through every aspect of an issue or challenge to reach a solution. Decision making is choosing one of multiple proposed solutions  — therefore, this process also includes defining and evaluating all potential options. Decision making is often one step of the problem solving process, but the two concepts are distinct. 

Collective problem solving is problem solving that includes many different parties and bridges the knowledge of different groups. Collective problem solving is common in business problem solving because workplace decisions typically affect more than one person. 

Problem solving, especially in business, is a complicated science. Not only are business conflicts multifaceted, but they often involve different personalities, levels of authority, and group dynamics. In recent years, however, there has been a rise in psychology-driven problem solving techniques, especially for the workplace. In fact, the psychology of how people solve problems is now studied formally in academic disciplines such as psychology and cognitive science.

Joe Carella is the Assistant Dean for Executive Education at the University of Arizona . Joe has over 20 years of experience in helping executives and corporations in managing change and developing successful business strategies. His doctoral research and executive education engagements have seen him focus on corporate strategy, decision making and business performance with a variety of corporate clients including Hershey’s, Chevron, Fender Musical Instruments Corporation, Intel, DP World, Essilor, BBVA Compass Bank.

He explains some of the basic psychology behind problem solving: “When our brain is engaged in the process of solving problems, it is engaged in a series of steps where it processes and organizes the information it receives while developing new knowledge it uses in future steps. Creativity is embedded in this process by incorporating diverse inputs and/or new ways of organizing the information received.”

Laura MacLeod is a Professor of Social Group Work at City University of New York, and the creator of From The Inside Out Project® , a program that coaches managers in team leadership for a variety of workplaces. She has a background in social work and over two decades of experience as a union worker, and currently leads talks on conflict resolution, problem solving, and listening skills at conferences across the country. 

MacLeod thinks of problem solving as an integral practice of successful organizations. “Problem solving is a collaborative process — all voices are heard and connected, and resolution is reached by the group,” she says. “Problems and conflicts occur in all groups and teams in the workplace, but if leaders involve everyone in working through, they will foster cohesion, engagement, and buy in. Everybody wins.”

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What Is the First Step in Solving a Problem?

Although problem solving techniques vary procedurally, experts agree that the first step in solving a problem is defining the problem. Without a clear articulation of the problem at stake, it is impossible to analyze all the key factors and actors, generate possible solutions, and then evaluate them to pick the best option. 

Dr. Elliott Jaffa is a behavioral and management psychologist with over 25 years of problem solving training and management experience. “Start with defining the problem you want to solve,” he says, “And then define where you want to be, what you want to come away with.” He emphasizes these are the first steps in creating an actionable, clear solution. 

Bryan Mattimore is Co-Founder of Growth Engine, an 18-year old innovation agency based in Norwalk, CT. Bryan has facilitated over 1,000 ideation sessions and managed over 200 successful innovation projects leading to over $3 billion in new sales. His newest book is 21 Days to a Big Idea . When asked about the first critical component to successful problem solving, Mattimore says, “Defining the challenge correctly, or ‘solving the right problem’ … The three creative techniques we use to help our clients ‘identify the right problem to be solved’ are questioning assumptions, 20 questions, and problem redefinition. A good example of this was a new product challenge from a client to help them ‘invent a new iron. We got them to redefine the challenge as first: a) inventing new anti-wrinkle devices, and then b) inventing new garment care devices.”

What Are Problem Solving Skills?

To understand the necessary skills in problem solving, you should first understand the types of thinking often associated with strong decision making. Most problem solving techniques look for a balance between the following binaries:

• Convergent vs. Divergent Thinking: Convergent thinking is bringing together disparate information or ideas to determine a single best answer or solution. This thinking style values logic, speed, and accuracy, and leaves no chance for ambiguity. Divergent thinking is focused on generating new ideas to identify and evaluate multiple possible solutions, often uniting ideas in unexpected combinations. Divergent thinking is characterized by creativity, complexity, curiosity, flexibility, originality, and risk-taking.
• Pragmatics vs. Semantics: Pragmatics refer to the logic of the problem at hand, and semantics is how you interpret the problem to solve it. Both are important to yield the best possible solution.
• Mathematical vs. Personal Problem Solving: Mathematical problem solving involves logic (usually leading to a single correct answer), and is useful for problems that involve numbers or require an objective, clear-cut solution. However, many workplace problems also require personal problem solving, which includes interpersonal, collaborative, and emotional intuition and skills. 

The following basic methods are fundamental problem solving concepts. Implement them to help balance the above thinking models.

• Reproductive Thinking: Reproductive thinking uses past experience to solve a problem. However, be careful not to rely too heavily on past solutions, and to evaluate current problems individually, with their own factors and parameters. 
• Idea Generation: The process of generating many possible courses of action to identify a solution. This is most commonly a team exercise because putting everyone’s ideas on the table will yield the greatest number of potential solutions. 

However, many of the most critical problem solving skills are “soft” skills: personal and interpersonal understanding, intuitiveness, and strong listening. 

Mattimore expands on this idea: “The seven key skills to be an effective creative problem solver that I detail in my book Idea Stormers: How to Lead and Inspire Creative Breakthroughs are: 1) curiosity 2) openness 3) a willingness to embrace ambiguity 4) the ability to identify and transfer principles across categories and disciplines 5) the desire to search for integrity in ideas, 6) the ability to trust and exercise “knowingness” and 7) the ability to envision new worlds (think Dr. Seuss, Star Wars, Hunger Games, Harry Potter, etc.).”

“As an individual contributor to problem solving it is important to exercise our curiosity, questioning, and visioning abilities,” advises Carella. “As a facilitator it is essential to allow for diverse ideas to emerge, be able to synthesize and ‘translate’ other people’s thinking, and build an extensive network of available resources.”

MacLeod says the following interpersonal skills are necessary to effectively facilitate group problem solving: “The abilities to invite participation (hear all voices, encourage silent members), not take sides, manage dynamics between the monopolizer, the scapegoat, and the bully, and deal with conflict (not avoiding it or shutting down).” 

Furthermore, Jaffa explains that the skills of a strong problem solver aren’t measurable. The best way to become a creative problem solver, he says, is to do regular creative exercises that keep you sharp and force you to think outside the box. Carella echoes this sentiment: “Neuroscience tells us that creativity comes from creating novel neural paths. Allow a few minutes each day to exercise your brain with novel techniques and brain ‘tricks’ – read something new, drive to work via a different route, count backwards, smell a new fragrance, etc.”

What Is Creative Problem Solving? History, Evolution, and Core Principles

Creative problem solving (CPS) is a method of problem solving in which you approach a problem or challenge in an imaginative, innovative way. The goal of CPS is to come up with innovative solutions, make a decision, and take action quickly. Sidney Parnes and Alex Osborn are credited with developing the creative problem solving process in the 1950s. The concept was further studied and developed at SUNY Buffalo State and the Creative Education Foundation. 

The core principles of CPS include the following:

• Balance divergent and convergent thinking
• Ask problems as questions
• Defer or suspend judgement
• Focus on “Yes, and…” rather than “No, but…”

According to Carella, “Creative problem solving is the mental process used for generating innovative and imaginative ideas as a solution to a problem or a challenge. Creative problem solving techniques can be pursued by individuals or groups.”

When asked to define CPS, Jaffa explains that it is, by nature, difficult to create boundaries for. “Creative problem solving is not cut and dry,” he says, “If you ask 100 different people the definition of creative problem solving, you’ll get 100 different responses - it’s a non-entity.”

Business presents a unique need for creative problem solving. Especially in today’s competitive landscape, organizations need to iterate quickly, innovate with intention, and constantly be at the cutting-edge of creativity and new ideas to succeed. Developing CPS skills among your workforce not only enables you to make faster, stronger in-the-moment decisions, but also inspires a culture of collaborative work and knowledge sharing. When people work together to generate multiple novel ideas and evaluate solutions, they are also more likely to arrive at an effective decision, which will improve business processes and reduce waste over time. In fact, CPS is so important that some companies now list creative problem solving skills as a job criteria.

MacLeod reiterates the vitality of creative problem solving in the workplace. “Problem solving is crucial for all groups and teams,” she says. “Leaders need to know how to guide the process, hear all voices and involve all members - it’s not easy.”

“This mental process [of CPS] is especially helpful in work environments where individuals and teams continuously struggle with new problems and challenges posed by their continuously changing environment,” adds Carella. 

Problem Solving Best Practices

By nature, creative problem solving does not have a clear-cut set of do’s and don’ts. Rather, creating a culture of strong creative problem solvers requires flexibility, adaptation, and interpersonal skills. However, there are a several best practices that you should incorporate:

• Use a Systematic Approach: Regardless of the technique you use, choose a systematic method that satisfies your workplace conditions and constraints (time, resources, budget, etc.). Although you want to preserve creativity and openness to new ideas, maintaining a structured approach to the process will help you stay organized and focused. 
• View Problems as Opportunities: Rather than focusing on the negatives or giving up when you encounter barriers, treat problems as opportunities to enact positive change on the situation. In fact, some experts even recommend defining problems as opportunities, to remain proactive and positive.
• Change Perspective: Remember that there are multiple ways to solve any problem. If you feel stuck, changing perspective can help generate fresh ideas. A perspective change might entail seeking advice of a mentor or expert, understanding the context of a situation, or taking a break and returning to the problem later. “A sterile or familiar environment can stifle new thinking and new perspectives,” says Carella. “Make sure you get out to draw inspiration from spaces and people out of your usual reach.”
• Break Down Silos: To invite the greatest possible number of perspectives to any problem, encourage teams to work cross-departmentally. This not only combines diverse expertise, but also creates a more trusting and collaborative environment, which is essential to effective CPS. According to Carella, “Big challenges are always best tackled by a group of people rather than left to a single individual. Make sure you create a space where the team can concentrate and convene.”
• Employ Strong Leadership or a Facilitator: Some companies choose to hire an external facilitator that teaches problem solving techniques, best practices, and practicums to stimulate creative problem solving. But, internal managers and staff can also oversee these activities. Regardless of whether the facilitator is internal or external, choose a strong leader who will value others’ ideas and make space for creative solutions.  Mattimore has specific advice regarding the role of a facilitator: “When facilitating, get the group to name a promising idea (it will crystalize the idea and make it more memorable), and facilitate deeper rather than broader. Push for not only ideas, but how an idea might specifically work, some of its possible benefits, who and when would be interested in an idea, etc. This fleshing-out process with a group will generate fewer ideas, but at the end of the day will yield more useful concepts that might be profitably pursued.” Additionally, Carella says that “Executives and managers don’t necessarily have to be creative problem solvers, but need to make sure that their teams are equipped with the right tools and resources to make this happen. Also they need to be able to foster an environment where failing fast is accepted and celebrated.”
• Evaluate Your Current Processes: This practice can help you unlock bottlenecks, and also identify gaps in your data and information management, both of which are common roots of business problems.

MacLeod offers the following additional advice, “Always get the facts. Don’t jump too quickly to a solution – working through [problems] takes time and patience.”

Mattimore also stresses that how you introduce creative problem solving is important. “Do not start by introducing a new company-wide innovation process,” he says. “Instead, encourage smaller teams to pursue specific creative projects, and then build a process from the ground up by emulating these smaller teams’ successful approaches. We say: ‘You don’t innovate by changing the culture, you change the culture by innovating.’”

Barriers to Effective Problem Solving

Learning how to effectively solve problems is difficult and takes time and continual adaptation. There are several common barriers to successful CPS, including:

• Confirmation Bias: The tendency to only search for or interpret information that confirms a person’s existing ideas. People misinterpret or disregard data that doesn’t align with their beliefs.
• Mental Set: People’s inclination to solve problems using the same tactics they have used to solve problems in the past. While this can sometimes be a useful strategy (see Analogical Thinking in a later section), it often limits inventiveness and creativity.
• Functional Fixedness: This is another form of narrow thinking, where people become “stuck” thinking in a certain way and are unable to be flexible or change perspective.
• Unnecessary Constraints: When people are overwhelmed with a problem, they can invent and impose additional limits on solution avenues. To avoid doing this, maintain a structured, level-headed approach to evaluating causes, effects, and potential solutions.
• Groupthink: Be wary of the tendency for group members to agree with each other — this might be out of conflict avoidance, path of least resistance, or fear of speaking up. While this agreeableness might make meetings run smoothly, it can actually stunt creativity and idea generation, therefore limiting the success of your chosen solution.
• Irrelevant Information: The tendency to pile on multiple problems and factors that may not even be related to the challenge at hand. This can cloud the team’s ability to find direct, targeted solutions.
• Paradigm Blindness: This is found in people who are unwilling to adapt or change their worldview, outlook on a particular problem, or typical way of processing information. This can erode the effectiveness of problem solving techniques because they are not aware of the narrowness of their thinking, and therefore cannot think or act outside of their comfort zone.

According to Jaffa, the primary barrier of effective problem solving is rigidity. “The most common things people say are, ‘We’ve never done it before,’ or ‘We’ve always done it this way.’” While these feelings are natural, Jaffa explains that this rigid thinking actually precludes teams from identifying creative, inventive solutions that result in the greatest benefit.

“The biggest barrier to creative problem solving is a lack of awareness – and commitment to – training employees in state-of-the-art creative problem-solving techniques,” Mattimore explains. “We teach our clients how to use ideation techniques (as many as two-dozen different creative thinking techniques) to help them generate more and better ideas. Ideation techniques use specific and customized stimuli, or ‘thought triggers’ to inspire new thinking and new ideas.” 

MacLeod adds that ineffective or rushed leadership is another common culprit. “We're always in a rush to fix quickly,” she says. “Sometimes leaders just solve problems themselves, making unilateral decisions to save time. But the investment is well worth it — leaders will have less on their plates if they can teach and eventually trust the team to resolve. Teams feel empowered and engagement and investment increases.”

Strategies for Problem Cause Identification

As discussed, most experts agree that the first and most crucial step in problem solving is defining the problem. Once you’ve done this, however, it may not be appropriate to move straight to the solution phase. Rather, it is often helpful to identify the cause(s) of the problem: This will better inform your solution planning and execution, and help ensure that you don’t fall victim to the same challenges in the future. 

Below are some of the most common strategies for identifying the cause of a problem:

• Root Cause Analysis: This method helps identify the most critical cause of a problem. A factor is considered a root cause if removing it prevents the problem from recurring. Performing a root cause analysis is a 12 step process that includes: define the problem, gather data on the factors contributing to the problem, group the factors based on shared characteristics, and create a cause-and-effect timeline to determine the root cause. After that, you identify and evaluate corrective actions to eliminate the root cause.

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Problem Solving Techniques and Strategies

In this section, we’ll explain several traditional and creative problem solving methods that you can use to identify challenges, create actionable goals, and resolve problems as they arise. Although there is often procedural and objective crossover among techniques, they are grouped by theme so you can identify which method works best for your organization.

Divergent Creative Problem Solving Techniques

Brainstorming: One of the most common methods of divergent thinking, brainstorming works best in an open group setting where everyone is encouraged to share their creative ideas. The goal is to generate as many ideas as possible – you analyze, critique, and evaluate the ideas only after the brainstorming session is complete. To learn more specific brainstorming techniques, read this article . 

Mind Mapping: This is a visual thinking tool where you graphically depict concepts and their relation to one another. You can use mind mapping to structure the information you have, analyze and synthesize it, and generate solutions and new ideas from there. The goal of a mind map is to simplify complicated problems so you can more clearly identify solutions.

Appreciative Inquiry (AI): The basic assumption of AI is that “an organization is a mystery to be embraced.” Using this principle, AI takes a positive, inquisitive approach to identifying the problem, analyzing the causes, and presenting possible solutions. The five principles of AI emphasize dialogue, deliberate language and outlook, and social bonding. 

Lateral Thinking: This is an indirect problem solving approach centered on the momentum of idea generation. As opposed to critical thinking, where people value ideas based on their truth and the absence of errors, lateral thinking values the “movement value” of new ideas: This means that you reward team members for producing a large volume of new ideas rapidly. With this approach, you’ll generate many new ideas before approving or rejecting any.

Problem Solving Techniques to Change Perspective

Constructive Controversy: This is a structured approach to group decision making to preserve critical thinking and disagreement while maintaining order. After defining the problem and presenting multiple courses of action, the group divides into small advocacy teams who research, analyze, and refute a particular option. Once each advocacy team has presented its best-case scenario, the group has a discussion (advocacy teams still defend their presented idea). Arguing and playing devil’s advocate is encouraged to reach an understanding of the pros and cons of each option. Next, advocacy teams abandon their cause and evaluate the options openly until they reach a consensus. All team members formally commit to the decision, regardless of whether they advocated for it at the beginning. You can learn more about the goals and steps in constructive controversy here . 

Carella is a fan of this approach. “Create constructive controversy by having two teams argue the pros and cons of a certain idea,” he says. “It forces unconscious biases to surface and gives space for new ideas to formulate.”

Abstraction: In this method, you apply the problem to a fictional model of the current situation. Mapping an issue to an abstract situation can shed extraneous or irrelevant factors, and reveal places where you are overlooking obvious solutions or becoming bogged down by circumstances. 

Analogical Thinking: Also called analogical reasoning , this method relies on an analogy: using information from one problem to solve another problem (these separate problems are called domains). It can be difficult for teams to create analogies among unrelated problems, but it is a strong technique to help you identify repeated issues, zoom out and change perspective, and prevent the problems from occurring in the future. .

CATWOE: This framework ensures that you evaluate the perspectives of those whom your decision will impact. The factors and questions to consider include (which combine to make the acronym CATWOE):

• Customers: Who is on the receiving end of your decisions? What problem do they currently have, and how will they react to your proposed solution?
• Actors: Who is acting to bring your solution to fruition? How will they respond and be affected by your decision?
• Transformation Process: What processes will you employ to transform your current situation and meet your goals? What are the inputs and outputs?
• World View: What is the larger context of your proposed solution? What is the larger, big-picture problem you are addressing?
• Owner: Who actually owns the process? How might they influence your proposed solution (positively or negatively), and how can you influence them to help you?
• Environmental Constraints: What are the limits (environmental, resource- and budget-wise, ethical, legal, etc.) on your ideas? How will you revise or work around these constraints?

Complex Problem Solving

Soft Systems Methodology (SSM): For extremely complex problems, SSM can help you identify how factors interact, and determine the best course of action. SSM was borne out of organizational process modeling and general systems theory, which hold that everything is part of a greater, interconnected system: This idea works well for “hard” problems (where logic and a single correct answer are prioritized), and less so for “soft” problems (i.e., human problems where factors such as personality, emotions, and hierarchy come into play). Therefore, SSM defines a seven step process for problem solving: 

• Begin with the problem or problematic situation 
• Express the problem or situation and build a rich picture of the themes of the problem 
• Identify the root causes of the problem (most commonly with CATWOE)
• Build conceptual models of human activity surrounding the problem or situation
• Compare models with real-world happenings
• Identify changes to the situation that are both feasible and desirable
• Take action to implement changes and improve the problematic situation

SSM can be used for any complex soft problem, and is also a useful tool in change management . 

Failure Mode and Effects Analysis (FMEA): This method helps teams anticipate potential problems and take steps to mitigate them. Use FMEA when you are designing (redesigning) a complex function, process, product, or service. First, identify the failure modes, which are the possible ways that a project could fail. Then, perform an effects analysis to understand the consequences of each of the potential downfalls. This exercise is useful for internalizing the severity of each potential failure and its effects so you can make adjustments or safeties in your plan. 

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Problem Solving Based on Data or Logic (Heuristic Methods)

TRIZ: A Russian-developed problem solving technique that values logic, analysis, and forecasting over intuition or soft reasoning. TRIZ (translated to “theory of inventive problem solving” or TIPS in English) is a systematic approach to defining and identifying an inventive solution to difficult problems. The method offers several strategies for arriving at an inventive solution, including a contradictions matrix to assess trade-offs among solutions, a Su-Field analysis which uses formulas to describe a system by its structure, and ARIZ (algorithm of inventive problem solving) which uses algorithms to find inventive solutions. 

Inductive Reasoning: A logical method that uses evidence to conclude that a certain answer is probable (this is opposed to deductive reasoning, where the answer is assumed to be true). Inductive reasoning uses a limited number of observations to make useful, logical conclusions (for example, the Scientific Method is an extreme example of inductive reasoning). However, this method doesn’t always map well to human problems in the workplace — in these instances, managers should employ intuitive inductive reasoning , which allows for more automatic, implicit conclusions so that work can progress. This, of course, retains the principle that these intuitive conclusions are not necessarily the one and only correct answer. 

Process-Oriented Problem Solving Methods

Plan Do Check Act (PDCA): This is an iterative management technique used to ensure continual improvement of products or processes. First, teams plan (establish objectives to meet desired end results), then do (implement the plan, new processes, or produce the output), then check (compare expected with actual results), and finally act (define how the organization will act in the future, based on the performance and knowledge gained in the previous three steps). 

Means-End Analysis (MEA): The MEA strategy is to reduce the difference between the current (problematic) state and the goal state. To do so, teams compile information on the multiple factors that contribute to the disparity between the current and goal states. Then they try to change or eliminate the factors one by one, beginning with the factor responsible for the greatest difference in current and goal state. By systematically tackling the multiple factors that cause disparity between the problem and desired outcome, teams can better focus energy and control each step of the process. 

Hurson’s Productive Thinking Model: This technique was developed by Tim Hurson, and is detailed in his 2007 book Think Better: An Innovator’s Guide to Productive Thinking . The model outlines six steps that are meant to give structure while maintaining creativity and critical thinking: 1) Ask “What is going on?” 2) Ask “What is success?” 3) Ask “What is the question?” 4) Generate answers 5) Forge the solution 6) Align resources. 

Control Influence Accept (CIA): The basic premise of CIA is that how you respond to problems determines how successful you will be in overcoming them. Therefore, this model is both a problem solving technique and stress-management tool that ensures you aren’t responding to problems in a reactive and unproductive way. The steps in CIA include:

• Control: Identify the aspects of the problem that are within your control.
• Influence: Identify the aspects of the problem that you cannot control, but that you can influence.
• Accept: Identify the aspects of the problem that you can neither control nor influence, and react based on this composite information. 

GROW Model: This is a straightforward problem solving method for goal setting that clearly defines your goals and current situation, and then asks you to define the potential solutions and be realistic about your chosen course of action. The steps break down as follows:

• Goal: What do you want?
• Reality: Where are you now?
• Options: What could you do?
• Will: What will you do?

OODA Loop: This acronym stands for observe, orient, decide, and act. This approach is a decision-making cycle that values agility and flexibility over raw human force. It is framed as a loop because of the understanding that any team will continually encounter problems or opponents to success and have to overcome them.

There are also many un-named creative problem solving techniques that follow a sequenced series of steps. While the exact steps vary slightly, they all follow a similar trajectory and aim to accomplish similar goals of problem, cause, and goal identification, idea generation, and active solution implementation.

MacLeod offers her own problem solving procedure, which echoes the above steps:

“1. Recognize the Problem: State what you see. Sometimes the problem is covert. 2. Identify: Get the facts — What exactly happened? What is the issue? 3. and 4. Explore and Connect: Dig deeper and encourage group members to relate their similar experiences. Now you're getting more into the feelings and background [of the situation], not just the facts.  5. Possible Solutions: Consider and brainstorm ideas for resolution. 6. Implement: Choose a solution and try it out — this could be role play and/or a discussion of how the solution would be put in place.  7. Evaluate: Revisit to see if the solution was successful or not.”

Many of these problem solving techniques can be used in concert with one another, or multiple can be appropriate for any given problem. It’s less about facilitating a perfect CPS session, and more about encouraging team members to continually think outside the box and push beyond personal boundaries that inhibit their innovative thinking. So, try out several methods, find those that resonate best with your team, and continue adopting new techniques and adapting your processes along the way. 

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Mckinsey approach to problem solving, a guide to the 7-step mckinsey problem solving process.

McKinsey and Company is recognized for its rigorous approach to problem solving. They train their consultants on their seven-step process that anyone can learn.

This resource guides you through that process, largely informed by the McKinsey Staff Paper 66. It also includes a PowerPoint Toolkit with slide templates of each step of the process that you can download and customize for your own use.

In this guide you'll learn:

Overview of the mckinsey approach to problem solving, problem solving process, problem definition.

• Problem Statement

Stakeholder Analysis Worksheet

Structure the problem, hypothesis trees, issue trees, analyses and workplan, synthesize findings, craft recommendations, communicate, distinctiveness practices, harness the power of collaboration, sources and additional reading, request the mckinsey approach to problem solving.

Problem solving — finding the optimal solution to a given business opportunity or challenge — is the very heart of how consultants create client impact, and considered the most important skill for success at McKinsey.

The characteristic “McKinsey method” of problem solving is a structured, inductive approach that can be used to solve any problem. Using this standardized process saves us from reinventing the problem-solving wheel, and allows for greater focus on distinctiveness in the solution. Every new McKinsey associate must learn this method on his or her first day with the firm.

There are four fundamental disciplines of the McKinsey method:

1. Problem definition

A thorough understanding and crisp definition of the problem.

2. The problem-solving process

Structuring the problem, prioritizing the issues, planning analyses, conducting analyses, synthesizing findings, and developing recommendations.

3. Distinctiveness practices

Constructing alternative perspectives; identifying relationships; distilling the essence of an issue, analysis, or recommendation; and staying ahead of others in the problem-solving process.

4. Collaboratio n

Actively seeking out client, customer, and supplier perspectives, as well as internal and external expert insight and knowledge.

Once the problem has been defined, the problem-solving process proceeds with a series of steps:

• Structure the problem
• Prioritize the issues
• Plan analyses
• Conduct analyses
• Synthesize findings
• Develop recommendations

Not all problems require strict adherence to the process. Some steps may be truncated, such as when specific knowledge or analogies from other industries make it possible to construct hypotheses and associated workplans earlier than their formal place in the process. Nonetheless, it remains important to be capable of executing every step in the basic process.

When confronted with a new and complex problem, this process establishes a path to defining and disaggregating the problem in a way that will allow the team to move to a solution. The process also ensures nothing is missed and concentrates efforts on the highest-impact areas. Adhering to the process gives the client clear steps to follow, building confidence, credibility, and long-term capability.

The most important step in your entire project is to first carefully define the problem. The problem definition will serve the guide all of the team’s work, so it is critical to ensure that all key stakeholders agree that it is the right problem to be solving.

The problem definition will serve the guide all of the team’s work, so it is critical to ensure that all key stakeholders agree that it is the right problem to be solving.

There are often dozens of issues that a team could focus on, and it is often not obvious how to define the problem.

In any real-life situation, there are many possible problem statements. Your choice of problem statement will serve to constrain the range of possible solutions.

Constraints can be a good thing (e.g., limit solutions to actions within the available budget.) And constraints can be a bad thing (e.g., eliminating the possibility of creative ideas.) So choose wisely.

The problem statement may ignore many issues to focus on the priority that should be addressed. The problem statement should be phrased as a question, such that the answer will be the solution.

Example scenario – A family on Friday evening :

A mother, a father, and their two teenage children have all arrived home on a Friday at 6 p.m. The family has not prepared dinner for Friday evening. The daughter has lacrosse practice on Saturday and an essay to write for English class due on Monday. The son has theatre rehearsal on both Saturday and Sunday and will need one parent to drive him to the high school both days, though he can get a ride home with a friend.

The family dog, a poodle, must be taken to the groomer on Saturday morning. The mother will need to spend time this weekend working on assignments for her finance class she is taking as part of her Executive MBA. The father plans to go on a 100-mile bike ride, which he can do either Saturday or Sunday. The family has two cars, but one is at the body shop. They are trying to save money to pay for an addition to their house.

Potential problem definitions – A family on Friday evening :

The problem definition should not be vague, without clear measures of success. Rather, it should be a SMART definition:

• Action-oriented

Given one set of facts, it is possible to come up with many possible problem statements. The choice of problem statement constrains the range of possible solutions.

Before starting to solve the problem, the family first needs to agree on what problem they want to solve.

• What should the family do for dinner on Friday night?
• How can the family schedule their activities this weekend to accomplish everything planned given that they only have one vehicle available?
• How can the family increase income or reduce expenses to allow them to save $75K over the next 12 months to pay for the planned addition to their house?

Problem Statement Worksheet

This is a helpful tool to use to clearly define the problem. There are often dozens of issues that a team could focus on, and it is often not obvious how to define the problem. In any real-life situation, there are many possible problem statements. Your choice of problem statement will serve to constrain the range of possible solutions.

• Use a question . The problem statement should be phrased as a question, such that the answer will be the solution. Make the question SMART: specific, measurable, action-oriented, relevant, and time-bound. Example: “How can XYZ Bank close the $100 million profitability gap in two years?”
• Context . What are the internal and external situations and complications facing the client, such as industry trends, relative position within the industry, capability gaps, financial flexibility, and so on?
• Success criteria . Understand how the client and the team define success and failure. In addition to any quantitative measures identified in the basic question, identify other important quantitative or qualitative measures of success, including timing of impact, visibility of improvement, client capability building required, necessary mindset shifts, and so on.
• Scope and constraints . Scope most commonly covers the markets or segments of interest, whereas constraints govern restrictions on the nature of solutions within those markets or segments.
• Stakeholders . Explore who really makes the decisions — who decides, who can help, and who can block.
• Key sources of insight . What best-practice expertise, knowledge, and engagement approaches already exist? What knowledge from the client, suppliers, and customers needs to be accessed? Be as specific as possible: who, what, when, how, and why.

In completing the Problem Statement Worksheet, you are prompted to define the key stakeholders.

As you become involved in the problem-solving process, you should expand the question of key stakeholders to include what the team wants from them and what they want from the team, their values and motivations (helpful and unhelpful), and the communications mechanisms that will be most effective for each of them.

Using the Stakeholder Analysis Worksheet allows you to comprehensively identify:

• Stakeholders
• What you need from them
• Where they are
• What they need from you

The two most helpful techniques for rigorously structuring any problem are hypothesis trees and issue trees. Each of these techniques disaggregates the primary question into a cascade of issues or hypotheses that, when addressed, will together answer the primary question.

A hypothesis tree might break down the same question into two or more hypotheses. 

The aim at this stage is to structure the problem into discrete, mutually exclusive pieces that are small enough to yield to analysis and that, taken together, are collectively exhaustive.

Articulating the problem as hypotheses, rather than issues, is the preferred approach because it leads to a more focused analysis of the problem. Questions to ask include:

• Is it testable – can you prove or disprove it?
• It is open to debate? If it cannot be wrong, it is simply a statement of fact and unlikely to produce keen insight.
• If you reversed your hypothesis – literally, hypothesized that the exact opposite were true – would you care about the difference it would make to your overall logic?
• If you shared your hypothesis with the CEO, would it sound naive or obvious?
• Does it point directly to an action or actions that the client might take?

Quickly developing a powerful hypothesis tree enables us to develop solutions more rapidly that will have real impact. This can sometimes seem premature to clients, who might find the “solution” reached too quickly and want to see the analysis behind it.

Take care to explain the approach (most important, that a hypothesis is not an answer) and its benefits (that a good hypothesis is the basis of a proven means of successful problem solving and avoids “boiling the ocean”).

Example: Alpha Manufacturing, Inc.

Problem Statement: How can Alpha increase EBITDA by $13M (to $50M) by 2025?

The hypotheses might be:

• Alpha can add $125M revenues by expanding to new customers, adding $8M of EBITDA
• Alpha can reduce costs to improve EBITDA by $5M

These hypotheses will be further disaggregated into subsidiary hypotheses at the next level of the tree.

Often, the team has insufficient knowledge to build a complete hypothesis tree at the start of an engagement. In these cases, it is best to begin by structuring the problem using an issue tree.

An issue tree is best set out as a series of open questions in sentence form. For example, “How can the client minimize its tax burden?” is more useful than “Tax.” Open questions – those that begin with what, how, or why– produce deeper insights than closed ones. In some cases, an issue tree can be sharpened by toggling between issue and hypothesis – working forward from an issue to identify the hypothesis, and back from the hypothesis to sharpen the relevant open question.

Once the problem has been structured, the next step is to prioritize the issues or hypotheses on which the team will focus its work. When prioritizing, it is common to use a two-by-two matrix – e.g., a matrix featuring “impact” and “ease of impact” as the two axes.

Applying some of these prioritization criteria will knock out portions of the issue tree altogether. Consider testing the issues against them all, albeit quickly, to help drive the prioritization process.

Once the criteria are defined, prioritizing should be straightforward: Simply map the issues to the framework and focus on those that score highest against the criteria.

As the team conducts analysis and learns more about the problem and the potential solution, make sure to revisit the prioritization matrix so as to remain focused on the highest-priority issues.

The issues might be:

• How can Alpha increase revenue?
• How can Alpha reduce cost?

Each of these issues is then further broken down into deeper insights to solutions.

If the prioritization has been carried out effectively, the team will have clarified the key issues or hypotheses that must be subjected to analysis. The aim of these analyses is to prove the hypotheses true or false, or to develop useful perspectives on each key issue. Now the task is to design an effective and efficient workplan for conducting the analyses.

Transforming the prioritized problem structure into a workplan involves two main tasks:

• Define the blocks of work that need to be undertaken. Articulate as clearly as possible the desired end products and the analysis necessary to produce them, and estimate the resources and time required.
• Sequence the work blocks in a way that matches the available resources to the need to deliver against key engagement milestones (e.g., important meetings, progress reviews), as well as to the overall pacing of the engagement (i.e., weekly or twice-weekly meetings, and so on).

A good workplan will detail the following for each issue or hypothesis: analyses, end products, sources, and timing and responsibility. Developing the workplan takes time; doing it well requires working through the definition of each element of the workplan in a rigorous and methodical fashion.

It’s useful to match the workplan to three horizons:

• What is expected at the end of the engagement
• What is expected at key progress reviews
• What is due at daily and/or weekly team meetings

The detail in the workplan will typically be greater for the near term (the next week) than for the long term (the study horizon), especially early in a new engagement when considerable ambiguity about the end state remains.

Here are three different templates for a workplan:

This is the most difficult element of the problem-solving process. After a period of being immersed in the details, it is crucial to step back and distinguish the important from the merely interesting. Distinctive problem solvers seek the essence of the story that will underpin a crisp recommendation for action.

Although synthesis appears, formally speaking, as the penultimate step in the process, it should happen throughout. Ideally, after you have made almost any analytical progress, you should attempt to articulate the “Day 1” or “Week 1” answer. Continue to synthesize as you go along. This will remind the team of the question you are trying to answer, assist prioritization, highlight the logical links of the emerging solution, and ensure that you have a story ready to articulate at all times during the study.

McKinsey’s primary tool for synthesizing is the pyramid principle. Essentially, this principle asserts that every synthesis should explain a single concept, per the “governing thought.” The supporting ideas in the synthesis form a thought hierarchy proceeding in a logical structure from the most detailed facts to the governing thought, ruthlessly excluding the interesting but irrelevant.

While this hierarchy can be laid out as a tree (like with issue and hypothesis trees), the best problem solvers capture it by creating dot-dash storylines — the Pyramid Structure for Grouping Arguments.

Pyramid Structure for Grouping Arguments

• Focus on action. Articulate the thoughts at each level of the pyramid as declarative sentences, not as topics. For example, “expansion” is a topic; “We need to expand into the European market” is a declarative sentence.
• Use storylines. PowerPoint is poor at highlighting logical connections, therefore is not a good tool for synthesis. A storyline will clarify elements that may be ambiguous in the PowerPoint presentation.
• Keep the emerging storyline visible. Many teams find that posting the storyline or story- board on the team-room wall helps keep the thinking focused. It also helps in bringing the client along.
• Use the situation-complication-resolution structure. The situation is the reason there is action to be taken. The com- plication is why the situation needs thinking through – typically an industry or client challenge. The resolution is the answer.
• Down the pyramid: does each governing thought pose a single question that is answered completely by the group of boxes below it?
• Across: is each level within the pyramid MECE?
• Up: does each group of boxes, taken together, provide one answer – one “so what?” – that is essentially the governing thought above it?
• Test the solution. What would it mean if your hypotheses all came true?

It is at this point that we address the client’s questions: “What do I do, and how do I do it?” This means not offering actionable recommendations, along with a plan and client commitment for implementation.

The essence of this step is to translate the overall solution into the actions required to deliver sustained impact. A pragmatic action plan should include:

• Relevant initiatives, along with a clear sequence, timing, and mapping of activities required
• Clear owners for each initiative
• Key success factors and the challenges involved in delivering on the initiatives

Crucial questions to ask as you build recommendations for organizational change are:

• Does each person who needs to change (from the CEO to the front line) understand what he or she needs to change and why, and is he or she committed to it?
• Are key leaders and role models throughout the organization personally committed to behaving differently?
• Has the client set in place the necessary formal mechanisms to reinforce the desired change?
• Does the client have the skills and confidence to behave in the desired new way?

Once the recommendations have been crafted in the problem-solving process, it’s vital to effectively communicate those findings and recommendations.

An executive summary is a great slide to use for this. See more on executive summary slides, including 30 templates, at our Ultimate Guide to Executive Summary Slides .

Great problem solvers identify unique disruptions and discontinuities, novel insights, and step-out opportunities that lead to truly distinctive impact. This is done by applying a number of practices throughout the problem-solving process to help develop these insights.

Expand: Construct multiple perspectives

Identifying alternative ways of looking at the problem expands the range of possibilities, opens you up to innovative ideas, and allows you to formulate more powerful hypotheses. Questions that help here include:

• What changes if I think from the perspective of a customer, or a supplier, or a frontline employee, or a competitor?
• How have other industries viewed and addressed this same problem?
• What would it mean if the client sought to run the company like a low-cost airline or a cosmetics manufacturer?

Link: Identify relationships

Strong problem solvers discern connections and recognize patterns in two different ways:

• They seek out the ways in which different problem elements – issues, hypotheses, analyses, work elements, findings, answers, and recommendations – relate to one another.
• They use these relationships throughout the basic problem-solving process to identify efficient problem-solving approaches, novel solutions, and more powerful syntheses.

Distill: Find the essence

Cutting through complexity to identify the heart of the problem and its solution is a critical skill.

• Identify the critical problem elements. Are there some issues, approaches, or options that can be eliminated completely because they won’t make a significant difference to the solution?
• Consider how complex the different elements are and how long it will take to complete them. Wherever possible, quickly advance simpler parts of the problem that can inform more complex or time-consuming elements.

Lead: Stay ahead/step back

Without getting ahead of the client, you cannot be distinctive. Paradoxically, to get ahead – and stay ahead – it is often necessary to step back from the problem to validate or revalidate the approach and the solution.

• Spend time thinking one or more steps ahead of the client and team.
• Constantly check and challenge the rigor of the underlying data and analysis.
• Stress-test the whole emerging recommendation
• Challenge the solution against a set of hurdles. Does it satisfy the criteria for success as set out on the Problem Statement Worksheet?

No matter how skilled, knowledgeable, or experienced you are, you will never create the most distinctive solution on your own. The best problem solvers know how to leverage the power of their team, clients, the Firm, and outside parties. Seeking the right expertise at the right time, and leveraging it in the right way, are ultimately how we bring distinctiveness to our work, how we maximize efficiency, and how we learn.

When solving a problem, it is important to ask, “Have I accessed all the sources of insight that are available?” Here are the sources you should consider:

• Your core team
• The client’s suppliers and customers
• Internal experts and knowledge
• External sources of knowledge
• Communications specialists

The key here is to think open, not closed. Opening up to varied sources of data and perspectives furthers our mission to develop truly innovative and distinctive solutions for our clients.

• McKinsey Staff Paper 66 — not published by McKinsey but possibly found through an internet search
• The McKinsey Way , 1999, by Ethan M. Rasiel

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Smart Rules: Six Ways to Get People to Solve Problems Without You

• Yves Morieux

Artwork: Jen Stark, Tri Angular, 2010, Acrylic paint on wood, 35″ x 35″ x 25″ Companies face an increasingly complex world. Globalization and technology have opened up new markets and enabled new competitors. With an abundance of options to choose from, customers are harder to please—and more fickle—than ever. Each day competitive advantage seems more […]

The Idea in Brief

To deal with an ever more complex environment, many companies increase their complicatedness, adding new coordination procedures and structures.

This exacts a heavy price. Managers in the most complicated companies may spend 40% of their time writing reports and up to 60% of it in coordination meetings—leaving their employees struggling to figure out their priorities.

A better response is to create an environment in which individuals cooperate to develop solutions on the ground.

Managers Can Do This by Applying Six Rules

Improve understanding of what coworkers do.

Reinforce the people who are integrators.

Expand the amount of power available.

Increase the need for reciprocity.

Make employees feel the shadow of the future.

Put the blame on the uncooperative.

Companies face an increasingly complex world. Globalization and technology have opened up new markets and enabled new competitors. With an abundance of options to choose from, customers are harder to please—and more fickle—than ever. Each day competitive advantage seems more elusive and fleeting. Even if you can figure out the right approach to take, what works today won’t work tomorrow.

Yves Morieux is a senior partner at The Boston Consulting Group, and director of the BCG Institute for Organization.  He is co-author of Six Simple Rules (HBR Press, 2014). For more information, go to https://www.bcgperspectives.com/sixsimplerules .

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PROBLEM STATEMENT

Learn everything you need to know to develop a Problem Statement by an Ex-McKinsey consultant . Includes best practices , examples, and a free problem statement template at the bottom.

“A problem well stated is a problem half solved.”

– Charles Kettering, Early 1900s American Inventor

I remember my first day on my first project at McKinsey, the partner got the team in a room for us to spend a few hours “defining the problem statement.” At first, I thought to myself, “man, what a dumb idea…this client is paying us millions of dollars, and we don’t even know what we are trying to solve?” But, as we started to debate the context of the client, the issues they faced, and the reasons why they brought us on, I started to appreciate defining the problem statement and the ability for the right problem statement to frame and focus problem solving .

What is a problem statement?

A problem statement is a clear description of the problem you are trying to solve and is typically most effectively stated as a question. Problem statements are subtly critical in effective problem solving. They have an uncanny ability in focusing the efforts of brainstorming , teamwork, and projects .

To understand this better, let’s go through some examples of how you can position a brainstorming session on various topics.

Beyond brainstorming, problem statements should be used at the beginning of any project to frame and focus on the problem. A good problem statement defines the “who” the problem involves, and defines the scope of the problem. Since problem statements guide much of the problem solving of a project, it is important not to be too narrow or broad with the problem statement.

How do you create an effective problem statement?

As stated before, every McKinsey project starts with the development of a problem statement. Once we landed on a strong problem statement, then we had to align the client with the problem statement. The easiest way for a project and team to get off track is if the team and the client are trying to solve different problems. A good problem statement aligns the expectations of the client with the team’s activities and output.

Here are the best practices when creating an effective problem statement:

Use the 5 Ws and one H

One of the most useful tools when developing a problem statement is the 5 Ws and one H, which is simply utilizing who, what, why, where, when, and how questions to frame the problem statement. Simply thinking through these questions as they relate to the problem can help you create a strong problem statement.

Ask the most crucial question, “What are we trying to solve?”

We’ve all been in those brainstorming sessions, meetings or on those projects, where you’re just scratching your head, as the conversation or directions are more like an Olympic ping-pong match going from one topic to the next. The most effective question that I’ve used in over a thousand meetings and conversations is simply “what are we trying to solve?” It cuts through the clutter, confusion, and misalignment, and quickly centers the focus and energy of everyone.

Frame the problem statement as a goal

Some of the best problem statements are simply goals formatted as questions. If you need to increase sales by 10%, a good problem statement is, “Within the next 12 months, what are the most effective options for the team to increase sales by 10%?”

Force the prioritization 

Often, the most effective problem statements force the prioritization of issues and opportunities. Using phrases such as “the most important for the customer” or “the best way” will force prioritization.

DOWNLOAD THE PROBLEM STATEMENT POWERPOINT WORKSHEET

To get you going on defining a strong problem statement, download the free and editable Problem Statement PowerPoint Worksheet.

Correctly defining a problem statement at the beginning of a project or initiative will dramatically improve the success of the project or initiative. Problem statements help guide problem solving, analysis , hypotheses , and solutions.

Developing a problem statement is an iterative brainstorming process. Get the major stakeholders in a room for a few hours and start the process by having everyone write down what they think the problem is on index cards. Collect the index cards and post them on a whiteboard. You can either discuss each one or have the group pick the top 3 and then discuss them. You can use the Problem Statement Worksheet to further define the problem by answering the 5 Ws and 1 H. The key is to find the right problem statement all stakeholders feel strongly about, in that, if the problem statement were solved, the problem would be solved.

NEXT SECTION: HYPOTHESES

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McKinsey Problem Solving: Six steps to solve any problem and tell a persuasive story

The McKinsey problem solving process is a series of mindset shifts and structured approaches to thinking about and solving challenging problems. It is a useful approach for anyone working in the knowledge and information economy and needs to communicate ideas to other people.

Over the past several years of creating StrategyU, advising an undergraduates consulting group and running workshops for clients, I have found over and over again that the principles taught on this site and in this guide are a powerful way to improve the type of work and communication you do in a business setting.

When I first set out to teach these skills to the undergraduate consulting group at my alma mater, I was still working at BCG. I was spending my day building compelling presentations, yet was at a loss for how to teach these principles to the students I would talk with at night.

Through many rounds of iteration, I was able to land on a structured process and way of framing some of these principles such that people could immediately apply them to their work.

While the “official” McKinsey problem solving process is seven steps, I have outline my own spin on things – from experience at McKinsey and Boston Consulting Group. Here are six steps that will help you solve problems like a McKinsey Consultant:

Step #1: School is over, stop worrying about “what” to make and worry about the process, or the “how”

When I reflect back on my first role at McKinsey, I realize that my biggest challenge was unlearning everything I had learned over the previous 23 years. Throughout school you are asked to do specific things. For example, you are asked to write a 5 page paper on Benjamin Franklin — double spaced, 12 font and answering two or three specific questions.

In school, to be successful you follow these rules as close as you can. However, in consulting there are no rules on the “what.” Typically the problem you are asked to solve is ambiguous and complex — exactly why they hire you. In consulting, you are taught the rules around the “how” and have to then fill in the what.

The “how” can be taught and this entire site is founded on that belief. Here are some principles to get started:

Step #2: Thinking like a consultant requires a mindset shift

There are two pre-requisites to thinking like a consultant. Without these two traits you will struggle:

• A healthy obsession looking for a “better way” to do things
• Being open minded to shifting ideas and other approaches

In business school, I was sitting in one class when I noticed that all my classmates were doing the same thing — everyone was coming up with reasons why something should should not be done.

As I’ve spent more time working, I’ve realized this is a common phenomenon. The more you learn, the easier it becomes to come up with reasons to support the current state of affairs — likely driven by the status quo bias — an emotional state that favors not changing things. Even the best consultants will experience this emotion, but they are good at identifying it and pushing forward.

Key point : Creating an effective and persuasive consulting like presentation requires a comfort with uncertainty combined with a slightly delusional belief that you can figure anything out.

Step #3: Define the problem and make sure you are not solving a symptom

Before doing the work, time should be spent on defining the actual problem. Too often, people are solutions focused when they think about fixing something. Let’s say a company is struggling with profitability. Someone might define the problem as “we do not have enough growth.” This is jumping ahead to solutions — the goal may be to drive more growth, but this is not the actual issue. It is a symptom of a deeper problem.

Consider the following information:

• Costs have remained relatively constant and are actually below industry average so revenue must be the issue
• Revenue has been increasing, but at a slowing rate
• This company sells widgets and have had no slowdown on the number of units it has sold over the last five years
• However, the price per widget is actually below where it was five years ago
• There have been new entrants in the market in the last three years that have been backed by Venture Capital money and are aggressively pricing their products below costs

In a real-life project there will definitely be much more information and a team may take a full week coming up with a problem statement . Given the information above, we may come up with the following problem statement:

Problem Statement : The company is struggling to increase profitability due to decreasing prices driven by new entrants in the market. The company does not have a clear strategy to respond to the price pressure from competitors and lacks an overall product strategy to compete in this market.

Step 4: Dive in, make hypotheses and try to figure out how to “solve” the problem

Now the fun starts!

There are generally two approaches to thinking about information in a structured way and going back and forth between the two modes is what the consulting process is founded on.

First is top-down . This is what you should start with, especially for a newer “consultant.” This involves taking the problem statement and structuring an approach. This means developing multiple hypotheses — key questions you can either prove or disprove.

Given our problem statement, you may develop the following three hypotheses:

• Company X has room to improve its pricing strategy to increase profitability
• Company X can explore new market opportunities unlocked by new entrants
• Company X can explore new business models or operating models due to advances in technology

As you can see, these three statements identify different areas you can research and either prove or disprove. In a consulting team, you may have a “workstream leader” for each statement.

Once you establish the structure you you may shift to the second type of analysis: a bottom-up approach . This involves doing deep research around your problem statement, testing your hypotheses, running different analysis and continuing to ask more questions. As you do the analysis, you will begin to see different patterns that may unlock new questions, change your thinking or even confirm your existing hypotheses. You may need to tweak your hypotheses and structure as you learn new information.

A project vacillates many times between these two approaches. Here is a hypothetical timeline of a project:

Step 5: Make a slides like a consultant

The next step is taking the structure and research and turning it into a slide. When people see slides from McKinsey and BCG, they see something that is compelling and unique, but don’t really understand all the work that goes into those slides. Both companies have a healthy obsession (maybe not to some people!) with how things look, how things are structured and how they are presented.

They also don’t understand how much work is spent on telling a compelling “story.” The biggest mistake people make in the business world is mistaking showing a lot of information versus telling a compelling story. This is an easy mistake to make — especially if you are the one that did hours of analysis. It may seem important, but when it comes down to making a slide and a presentation, you end up deleting more information rather than adding. You really need to remember the following:

Data matters, but stories change hearts and minds

Here are four quick ways to improve your presentations:

Tip #1 — Format, format, format

Both McKinsey and BCG had style templates that were obsessively followed. Some key rules I like to follow:

• Make sure all text within your slide body is the same font size (harder than you would think)
• Do not go outside of the margins into the white space on the side
• All titles throughout the presentation should be 2 lines or less and stay the same font size
• Each slide should typically only make one strong point

Tip #2 — Titles are the takeaway

The title of the slide should be the key insight or takeaway and the slide area should prove the point. The below slide is an oversimplification of this:

Even in consulting, I found that people struggled with simplifying a message to one key theme per slide. If something is going to be presented live, the simpler the better. In reality, you are often giving someone presentations that they will read in depth and more information may make sense.

To go deeper, check out these 20 presentation and powerpoint tips .

Tip #3 — Have “MECE” Ideas for max persuasion

“MECE” means mutually exclusive, collectively exhaustive — meaning all points listed cover the entire range of ideas while also being unique and differentiated from each other.

An extreme example would be this:

• Slide title: There are seven continents
• Slide content: The seven continents are North America, South America, Europe, Africa Asia, Antarctica, Australia

The list of continents provides seven distinct points that when taken together are mutually exclusive and collectively exhaustive . The MECE principle is not perfect — it is more of an ideal to push your logic in the right direction. Use it to continually improve and refine your story.

Applying this to a profitability problem at the highest level would look like this:

Goal: Increase profitability

2nd level: We can increase revenue or decrease costs

3rd level: We can increase revenue by selling more or increasing prices

Each level is MECE. It is almost impossible to argue against any of this (unless you are willing to commit accounting fraud!).

Tip #4 — Leveraging the Pyramid Principle

The pyramid principle is an approach popularized by Barbara Minto and essential to the structured problem solving approach I learned at McKinsey. Learning this approach has changed the way I look at any presentation since.

Here is a rough outline of how you can think about the pyramid principle as a way to structure a presentation:

As you build a presentation, you may have three sections for each hypothesis. As you think about the overall story, the three hypothesis (and the supporting evidence) will build on each other as a “story” to answer the defined problem. There are two ways to think about doing this — using inductive or deductive reasoning:

If we go back to our profitability example from above, you would say that increasing profitability was the core issue we developed. Lets assume that through research we found that our three hypotheses were true. Given this, you may start to build a high level presentation around the following three points:

These three ideas not only are distinct but they also build on each other. Combined, they tell a story of what the company should do and how they should react. Each of these three “points” may be a separate section in the presentation followed by several pages of detailed analysis. There may also be a shorter executive summary version of 5–10 pages that gives the high level story without as much data and analysis.

Step 6: The only way to improve is to get feedback and continue to practice

Ultimately, this process is not something you will master overnight. I’ve been consulting, either working for a firm or on my own for more than 10 years and am still looking for ways to make better presentations, become more persuasive and get feedback on individual slides.

The process never ends.

The best way to improve fast is to be working on a great team . Look for people around you that do this well and ask them for feedback. The more feedback, the more iterations and more presentations you make, the better you will become. Good luck!

If you enjoyed this post, you’ll get a kick out of all the free lessons I’ve shared that go a bit deeper. Check them out here .

Do you have a toolkit for business problem solving? I created Think Like a Strategy Consultant as an online course to make the tools of strategy consultants accessible to driven professionals, executives, and consultants. This course teaches you how to synthesize information into compelling insights, structure your information in ways that help you solve problems, and develop presentations that resonate at the C-Level. Click here to learn more or if you are interested in getting started now, enroll in the self-paced version ($497) or hands-on coaching version ($997). Both versions include lifetime access and all future updates.

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Smart Problem Definition and Measurement Prevents Stupid ‘AIC’s and Pains

The Six Sigma Black Belt approaches problems using disciplined problem solving methodologies. One such approach called DMAIC (Define, Measure, Analyze, Improve and Control) focuses on reducing process variation and defects. Regardless of what approach is used, the problem Definition and Measurement phases are most critical to avoid foolish effort in Analysis, Improvement and Control resulting in much pain by fixing the wrong problem.

DMAIC Refresher

For those who are not familiar or need a refresher, here is a summary of the DMAIC process steps.

• Define the Problem – The objective of the define step is to establish what is important to the organization and why things need to be changed.
• Measure the Situation – The objective of the measurement step is to determine the status quo; base-line the current performance. An essential part of this is to establish consensus for the critical metrics of focus.
• Analyze the Data – The objective of analysis is to look for root causes to the problem defined in the first step
• Improve the Process - The objective in this step is to identify, evaluate, select and deploy a solution to fix the root cause(s) identified in the Analysis step.
• Control for Improvement – The objective in the control step is to assure the improvement ‘stick’ and the organization does not revert to previous bad processes.

If the problem is not clearly defined and we are not looking at the right metrics, the project will surely go down the path of fixing the wrong things causing much pain to the organization.

Avoid Stupid

“Ever since Bob came in as Vice President of Sales the company has been going down-hill”. Now that’s what I would call a stupid problem definition; not likely to build consensus and chart a course for solving real problems.

At a recent party I got pulled into a discussion on the economy, and of course that always leads to politics. I “stupidly” asserted that unemployment has gone up significantly under the current administration. The immediate response from my opponent was (paraphrasing here) “That’s not true”; followed by “Besides, he inherited all these problems from his predecessor”.

So, let's look at what just happened:  I asserted a problem statement that was narrowly focused and extremely biased; there was no consensus on the measures; and the discussion immediately transitioned into root cause analysis.

A smarter approach (aside from not discussing politics at a social gathering) would have been to define a problem in terms of what is important and why it needs to be changed.  For example, if I had asserted “According to the Bureau of Labor Statistics the seasonal average annual unemployment rate in the US has varied significantly across administrations, which has contributed to economic uncertainty”, there might have been a more productive discussion (on the other hand it might have caused my host to ask me to leave the party because I was boring everyone to death!).

Of course both of these examples are tongue-in-cheek and intended to make a point about the importance of developing a solid definition of the problem and identifying unequivocal measures to support the problem statement.

Playing it SMART

SMART is an acronym outlining guidelines for developing goals for organizations and individuals.  But I also find these to be extremely useful during each of the DMAIC steps, especially problem definition.

• Vague – Under the new VP of Sales the company is going down-hill
• SMARTer – Market share has declined 20% over the past six months
• Vague – We need to be more successful
• SMARTer – We need to regain lost market share by 10% each quarter
• Vague – Let’s be the best company in the world
• SMARTer – Let’s make measureable improvements in customer satisfaction
• Vague – The education system in this country is broken
• SMARTer – We need an initiative to work with the local High School to help produce more qualified workers for our company
• Vague – Let’s get ‘er done
• SMARTer – Permanent corrective actions must be fully implemented by the start of the first quarter.

Note that many of these guidelines are overlapping and reinforcing. For example, a non-specific problem statement is almost certain to be un-measurable, un-attainable, irrelevant, and un-bounded in a time.  The point is that all goals or problem statements should have all of the SMART characteristics.

The Objective is Focusing on the Right Problem

Whether you are a Six Sigma Black Belt, Project Leader, Manager, Business owner, or just trying to solve a personal problem, the important thing to remember is to define the problem specifically and quantitatively before you go blindly down a path of fixing the wrong problem, or not fixing anything at all. Using structured methods like DMAIC and simple guidelines like SMART will help you achieve success and avoid painful results.

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9 SMART Goals Examples for Developing Critical Thinking

Critical thinking is all about using your head to make judgments rather than simply following your gut instinct or going along with what others think or do.

It’s about being open-minded and considering all the available information before coming to a conclusion. But that’s easier said than done.

Luckily, developing goals is an amazing approach to sharpening your critical thinking skills. Whether you are an industry professional or a college student, setting SMART goals will elevate your ability to think critically.

You’ll be living more successfully in your career and personal life. After all, SMART goals are crucial to making a step-by-step plan for realizing your visions. This is a powerful tool that determines if you attain your dreams.

Table of Contents

What is a SMART Goal?

It would be best if you used the SMART goal framework to set goals for improving critical thinking. SMART is an acronym that stands for specific, measurable, attainable, relevant, and time-based.

Let’s discuss each SMART component for critical thinking:

The more specific your goals, the higher your chance of reaching them. If you only create vague goals, you lose out on opportunities for success.

For instance, suppose your goal is to boost critical thinking. Although this is a worthy goal, it isn’t precise enough. How will you go about improving your critical thinking skills? Why is critical thinking necessary to you in the first place?

Specificity will ensure you are on the right path to goal attainment. You will have a better structure and plan to arrive at your destination.

The importance of creating measurable goals can’t be understated. You must have a metric to track progress regularly. That way, you’ll clearly understand how close you are to goal completion.

If your critical thinking goals involve reading more books on the topic, you could make them quantifiable. For example, you could “read four books on critical thinking until three months later.” Since you know the exact amount of books you must read, you can pace yourself more effectively.

When developing goals for critical thinking skills, you must be realistic. For example, if you want to enhance your ability to learn new information, you can’t expect to do so in a few days. You must stay dedicated and have a long enough timeline to tackle this goal.

Consider the “why” when creating goals for yourself. Using the previous example, boosting your learning ability could be a means to get better grades in school or excel in the workplace.

Making sure all your goals are relevant will encourage you to stay motivated throughout the process. Ask yourself, “ Does this goal align with my values and interests?” If the answer is yes, then you’ll have a much easier time sparking inspiration.

It would help if you had a timeline to aid you in turning goals into reality . Adding an end date for your critical thinking goals will hold you accountable for making progress.

Otherwise, you may procrastinate and abandon the race to success altogether. That would be an unfortunate turn of events, so ensure you have an exact target end date.

Why Are SMART Goals Important for Critical Thinking?

Thinking critically is an essential skill in any part of life. Whether you’re trying to solve a complex problem at work, deciding your finances, or even just hoping to understand the news, critical thinking will help you make rational judgments.

That’s why setting SMART goals is instrumental in upgrading your critical thinking. SMART goals can force you to think critically about your options and make decisions that align with your objectives.

Regardless if you’re trying to enhance your critical thinking skills for work or your personal life, SMART goals can be a true lifesaver.

9 SMART Goals Examples for Critical Thinking

Let’s take a look at several SMART goals examples to improve your critical thinking skills:

1. Be an Active and Engaged Learner

“In the next 6 months, I want to improve my ability to actively and deeply engage with new information. I will read for 20 minutes daily and reflect on what I’ve read.”

Specific: The individual wants to become an active and engaged learner.

Measurable: You will read for 20 minutes every day and reflect on what you’ve read.

Attainable: This is an achievable goal because it is specific and measurable.

Relevant: The goal is appropriate because learning is integral to thinking critically.

Time-based: This goal is time-bound because it has an end date of 6 months.

2. Develop a Growth Mindset

“By the end of two weeks, I want to develop a growth mindset. I will read one book on the power of mindset and complete all the exercises. And for the cherry on top, I’ll seek a mentor to help me develop my growth mindset.”

Specific: The goal is to develop a growth mindset by reading books and completing exercises on the topic.

Measurable: The person will ensure they read at least one book on the topic and find a mentor.

Attainable: This can be developed with time and directed effort.

Relevant: A growth mindset benefits anyone looking to expand their thinking capabilities.

Time-based: You will develop a growth mindset within two weeks.

3. Be Aware of Your Biases

“I’ll strive to be more aware of my personal biases and preconceptions. For one month, I will read one article or book each week on bias and write down my thoughts in a journal. I will also speak to three people from different perspectives about an issue I feel strongly about.”

Specific: There are actionable steps to becoming more aware of your biases, such as reading about biases and talking to people with unique perspectives.

Measurable: You can check your progress by tracking how often you read about bias and talk to others with different perspectives.

Attainable: This goal is reachable with intentional effort.

Relevant: Recognizing your personal biases is crucial to drawing rational conclusions.

Time-based: You should complete this goal in the next month .

4. Examine Evidence and Arguments

“For 5 months, I will increase my ability to examine evidence and arguments. I’ll do this by attending two workshops and reading 5 articles and books on the subject. Furthermore, I will discuss with my mentor how to examine evidence and arguments.”

Specific: This SMART statement clearly defines what the individual wants to achieve.

Measurable: The individual will know they are making progress when they attend the workshops, read the articles and books, and talk to their mentor.

Attainable: This goal is achievable as long as the individual is willing to commit the time and effort.

Relevant: This is relevant to the individual’s life as it will help them develop a critical thinking skill that is useful in many day-to-day situations.

Time-based: The goal should be reached within 5 months.

5. Question Assumptions

“I’ll start questioning my assumptions more, especially when making decisions for three months. I will do this by setting aside 10 minutes at the start of every day to reflect on my assumptions, and I’ll question assumptions that others make during conversations.”

Specific: The goal states the objective, what will be done to achieve it, and the timeline.

Measurable: You could keep track of the number of times you question assumptions in a day or week.

Attainable: This goal is possible because it is realistic to question assumptions more.

Relevant: This is pertinent to critical thinking because it helps you reflect on your assumptions and biases.

Time-based: The specific timeline for this goal is three months. It could also be something that you work on every day.

6. Consider Different Viewpoints

“I will consider different points of view when making decisions for the next two months. I will try to see things from the perspective of others, even if I disagree with them.”

Specific: The goal is clear and concise, stating precisely the objective.

Measurable: This can be measured by observing the decision-making process and determining whether or not different viewpoints were considered.

Attainable: This goal can be met by changing how you approach decision-making.

Relevant: This is relevant to critical thinking because it requires you to think from different perspectives.

Time-based: There is a two-month timeline for meeting this particular goal.

7. Reflect on Your Beliefs and Values

“I will spend 30 minutes each week reflecting on my beliefs and values for a month. I want to be able to articulate why I hold the beliefs that I do and how my values guide my thinking process.”

Specific: There is a set time for reflection and a focus on both beliefs and values.

Measurable: You’ll reflect on your beliefs and values for 30 minutes each week.

Attainable: The statement is achievable with regular reflection.

Relevant: Understanding your own beliefs and values will help you think more objectively.

Time-based: You should complete this goal within the next month.

8. Be Persistent in the Search for Truth

“I will never accept something as true just because it is convenient or popular. I’ll never rush when dealing with complex problems. I will take at least 10 minutes to consider all sides of the issue and gather as much information as possible before making a judgment.”

Specific: There are particular actions to being persistent in your search for truth, such as taking 10 minutes to consider all sides of the issue and gathering information.

Measurable: Ensure you are taking the time to consider all sides of an issue before making a judgment.

Attainable: This goal is doable with intentional effort.

Relevant: Persisting in your search for truth will support rational thinking.

Time-based: This is a recurring SMART goal to pursue every single day.

9. Set Learning Objectives

“In the next month, I want to learn more about data analysis to make informed decisions in my work. I will do this by taking an online course on data analysis and reading two books on the subject. Lastly, I’ll chat with my boss and colleagues about data analysis and how it can be used in our work.”

Specific: You want to learn more about data analysis to improve your work decisions.

Measurable: The goal is measurable because it includes taking an online course and reading two books on the subject.

Attainable: This is feasible because you are taking active steps to learn about data analysis.

Relevant: This is pertinent to the individual because data analysis can foster critical thinking in their work.

Time-based: The goal is time-bound since it has a one-month timeline.

Final Thoughts

Creating SMART goals is necessary in order to boost your critical thinking. Although other goal techniques like visualization could lend a helping hand, you should still take advantage of the SMART framework.

SMART goals are a powerful tool in your arsenal, and it would certainly be a waste not to apply them in your daily life.

In any case, don’t be shy to apply the 9 SMART goals examples for efficient critical thinking. You will surely be steps closer to succeeding in all areas.

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10 Smart Goal Examples (and How to Use Them)

You can’t beat the feeling of achieving a hard-earned goal. But no matter how fulfilling the payoff is, it’s often not enough to push us past our comfort zone to cross the finish line. Often, we need some help keeping ourselves and our teams focused, efficient, and motivated.

This is where SMART goals come in. With the SMART goal framework, you can set meaningful goals and track your progress toward completing them. Let’s take a look at the framework, how to use it, and some examples and tips to help you make and nail your own SMART goals.

What are SMART goals?

SMART goals are a methodology for setting goals in a structured, well-defined, and actionable way. SMART is an acronym that stands for:

• Specific. What is it exactly that you’re trying to achieve?
• Measurable. What things will change to tell you that you’ve achieved the goal?
• Attainable. Is it a reasonable, achievable goal, or is it too much to pull off?
• Relevant. How does it tie into the “bigger picture” of what you’re trying to accomplish, whether it’s business or life goals?
• Time-bound. What day and/or time will you achieve the goal by?

The origin of the SMART framework

The SMART framework was created by consultant and corporate planning director George T. Doran . It was first published in a 1981 issue of the journal Management Review to help write management goals and objectives in a better way.

It’s been adapted over time—you can see this by the fact that his original SMART acronym was slightly different from the one we’re using. (Doran’s was Specific, Measurable, Assignable, Realistic, and Time-bound.)

How to write SMART goals

Let’s look at some fundamentals as you set your SMART objectives. We’ll break them down based on each of the five elements.

Specific. Be as granular as possible in describing exactly what it is you want to do, instead of vague language that’s hard to track and measure. For example, instead of saying “Get more sales,” try something more specific, like “Increase revenue by 50% by the end of the year.”

Measurable. Outline how you’ll be sure you’ve achieved the goal, using numbers or milestones if possible. In the example above, you could keep the milestone at a 50% increase, or you can use the specific dollar amount that the extra 50% would bring you to, like $100,000. Some milestone examples that meet the smart criteria include getting a certification, submitting a competition entry, or building a functional prototype.

Attainable. Make sure it’s a reasonable, achievable goal within the timeline you set. For example, if there are only 2 months left in the year, it’s probably going to be unrealistic to increase your revenue by that much. You should always dream big, but keep those big dreams in a place where you can reach them.

Relevant. Think about how this smaller goal ties into the “bigger picture,” whether you’re working toward business or life goals. In this example, an increase in revenue is almost always aligned with a long-term goal of many businesses, which is to keep growing and becoming more profitable.

Time-bound. Choose a target date or deadline to keep you motivated and able to track progress. In our example, the deadline is the end of the year. We know what needs to be done in the interim, which helps us to further break the task down into smaller actionable steps.

10 examples of SMART goals

Now that you understand what they are and how to write them, let’s look at some SMART goal examples to inspire you.

These 10 SMART goal-setting examples showcase how you can create powerful personal, business, work, and leadership goals.

1. SMART goal for getting fit

I’m going to follow the Nike app training program to run a marathon without stopping, six months from now.

Interpretation:

• Specific: I’m going to start running daily and train for a marathon.
• Measurable: I will follow the Nike app training program to run a full marathon without stopping.
• Achievable: I have done some running before, my body is reasonably healthy, and the marathon is six months from now.
• Relevant: I want to become a fit, healthy, and strong person—I want to be full of vitality, energy, and zest for life.
• Time-bound: I have signed up for a marathon six months from now.

2. SMART goal for completing a personal project

I’m going to write a 60,000-word novel in six months, finishing on June 30. I will do this by writing 2,500 words per week.

• Specific: I’m going to write a 60,000-word sci-fi novel.
• Measurable: I will finish writing 60,000 words in six months.
• Achievable: I will write 2,500 words per week.
• Relevant: I’ve always dreamed of becoming a professional writer.
• Time-bound: I will start writing tomorrow, January 1, and finish June 30.

3. SMART goal for improving relationships

I will call David, Sarah, and Mom twice per week for three months to develop my relationships with them.

• Specific: I will develop my relationships with David, Sarah, and Mom.
• Measurable: I will call each of these people twice per week.
• Achievable: I talk to these people regularly, and we always say how it would be nice to talk more.
• Relevant: I want to deepen my social ties, feel more loved and supported in my life, and support those I love.
• Time-bound: I will stick to this plan for three months, then re-evaluate and plan my next steps.

4. SMART goal example for starting a business

I will start a dropshipping business with Shopify on Saturday. I will spend one hour on this business each day and work to land my first sale within two weeks.

• Specific: I will start a dropshipping business .
• Measurable: I will work on my business for one hour each day, and the goal is to land my first sale within two weeks.
• Achievable: I have watched some videos on dropshipping and know that I can use Shopify to start a business quickly .
• Relevant: I want to quit my job, work from home, and be my own boss .
• Time-bound: I will begin on Saturday and land my first sale within two weeks.

5. SMART goal example for marketing a business

I will begin a Facebook Ads course tomorrow and start investing 30% of my business profits into paid campaigns within one week. I will continue to learn and invest in Facebook Ads to double my sales within three months.

• Specific: I’m going to learn how to use Facebook Ads and invest 30% of my profits into this marketing channel.
• Measurable: The goal is to double my sales within three months.
• Achievable: I have a reasonably successful small business that is ready to handle a growth in sales.
• Relevant: I want to make six-figures per year working from home.
• Time-bound: I will start a Facebook Ads course tomorrow and start running paid campaigns within one week. Then, I’ll continue to learn and scale-up, and evaluate my results in three months.

6. SMART goal example for growing a business

I will hire a VA to manage customer service inquiries within two weeks to free up time. I’ll use this time to research and add five new products to my store before the end of the month.

• Specific: I’m going to hire a virtual assistant (VA) to manage customer service inquiries for me. That way, I can free up time to conduct product research and add new products to my store.
• Measurable: The goal is to hire a VA and add five new products to my store.
• Achievable: I have some experience hiring freelancers on Upwork, and I understand how to find winning products .
• Relevant: I aim to work on my business, not in my business so that I can grow my income and work less hours.
• Time-bound: I will hire a VA within two weeks and then add five new products to my store within one month.

7. SMART goal example for landing a dream job

I will land my dream job working for a SaaS company like Shopify and travel long-term as a digital nomad. To achieve this, I will apply to one job per week for two months—submitting a total of eight job applications.

• Specific: I’m going to become a search engine optimization (SEO) specialist for a leading software-as-a-service (SaaS) company like Shopify and work remotely.
• Measurable: I will apply to a minimum of eight job applications within two months.
• Achievable: I’ve worked as an SEO specialist for two years in an office for an accounting firm, and I’m good at my job.
• Relevant: I want to collaborate with interesting people, contribute to something innovative, and join a company with room for me to grow. Also, I want to travel long term as a digital nomad .
• Time-bound: I will apply to eight suitable job applications within two months by submitting one application per week.

8. SMART goal example for earning a promotion

I’m going to land a promotion to become a senior SEO specialist at my company. I will do this by taking on an additional work project within two weeks, completing the required training within six weeks, and submitting my application within eight weeks.

• Specific: I’m going to earn a promotion and become a senior SEO specialist.
• Measurable: I will complete the required training and submit my application. I will also take on an additional work project to demonstrate my readiness to shoulder more responsibility.
• Achievable: I’ve worked as an SEO specialist for three years, and my work has produced significant results. Also, my company is looking to take on another senior SEO specialist at the end of this quarter.
• Relevant: I want to keep learning and challenging myself as I progress in my career.
• Time-bound: I will take on one additional work project within the next two weeks, complete the required training within six weeks, and submit my application within eight weeks.

9. SMART goal example for improving team results

I will lead my team to improve our qualification process so that the team only calls high qualified leads that are likely to purchase. We aim to increase sales by 5% within three months.

• Specific: I’m going to help my team qualify sales leads better, so they only spend their time selling to people who are likely to purchase.
• Measurable: The goal is to increase the team’s sales by 5%.
• Achievable: We’ve identified the top reason our leads don’t purchase: they don’t fully match our target market . If we can ensure everyone we call matches our target market, our sales will likely increase.
• Relevant: Our core aim is to grow company sales by more than 20% this year.
• Time-bound: We aim to increase sales by 5% within three months before re-evaluating our strategy.

10. SMART goal example for managing a team

I will improve team communication and free up wasted time by implementing a team messaging solution within two weeks. The aim is to cut the time spent on messaging from an average of 1.5 hours to 45 minutes per day per team member within onbe month.

• Specific: I’m going to help the team communicate better to free up time wasted on communication inefficiencies. This way, the team can spend this time on their core responsibilities instead.
• Measurable: Our time-tracking software shows that team members spend an average of 1.5 hours per day on email. We aim to cut this time in half to 45 minutes per day.
• Achievable: We can avoid the confusion created by long email chains with a team messaging solution like Slack. If we implement a messaging solution, it’s plausible that we can drastically reduce the time spent on email.
• Relevant: I want to empower my team to produce their best work and increase their impact by reducing time wasted on unnecessary and inefficient tasks.
• Time-bound : We will implement a messaging solution within two weeks and half the time spent on communication within the next month

5 tips for using SMART goals

1. Break larger goals into smaller ones

If your goal feels overwhelming, or if you feel like there are a lot of moving parts to keep track of, break it down into smaller goals. This way, you’ll be able to move through the process in a linear way, clearing out any dependencies that are getting in the way of advancing.

2. Share with everyone involved

Naturally, you’ll share your SMART goals with anyone who’s directly involved in making them happen. But you might also consider sharing with others who are involved, but not necessarily in a direct way. These third parties can help keep you accountable and motivated, and you’ll all be on the same page.

3. Physically write them down

If you keep the goal in your head, the odds dramatically increase that you might forget or unintentionally move the target. By writing them down, you’re ensuring that they stay crystal clear. Try putting your goal somewhere noticeable, like a sticky note on your desk or a calendar alert as you hit critical milestones.

4. Pivot or tweak as needed

As with many things in life, it might not work out as you planned. (It’s practically a guarantee that this will happen eventually.) When roadblocks or changes come up, keep a flexible and creative mindset so you can roll with the punches. Think about how you can make adjustments while still keeping the main objective intact.

5. Failure is OK—learn from it

Building off the previous point: sometimes, staying flexible isn’t enough. Don’t be deterred by failure. It’s a natural part of life, and even the world’s most successful people have plenty of failures that taught them valuable lessons to get where they are now.

Leading with your own smart goal

If you’re struggling to meet your goals, or looking for an interesting new way to frame them, SMART goal setting might be right up your alley. When you follow each of the five steps, you’ll have a clear and straightforward path to work toward. You’ll also be able to better coordinate and collaborate with others, whether they’re your team, stakeholders, or friends and family.

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Brain Power

7 most effective problem solving techniques that smart people use.

Problems are, by their very nature, problematic. There are life problems, work problems, creative problems, and relationship problems. When we’re lucky, intuition takes over, and we solve a problem right away. When we’re not so lucky, we get stuck.

We might spend weeks or even months obsessing over how to write that term paper, get out of debt, or win back the love of our life. But instead of obsessing, let’s look at some effective problem solving techniques that people in the know rely on.

Ideation Vs Evaluation

It’s important to first understand and separate two stages of creativity before we look at effective problem solving techniques. Ideation is like brainstorming. It’s the stage of creativity where we’re looking for as many possible solutions as we can think of. There’s no judgment or evaluation of ideas at this stage. More is more.

After we’ve come up with as many solutions as possible, only then can we move onto the evaluation stage. This is when we analyze each possible solution and think about what works and what doesn’t. Here’s when all those good ideas from ideation rise to the top and the outlandish and impractical ones are abandoned.

7 Problem Solving Techniques That Work

Everyone has different ways of solving problems. Some are more creative, some are more organized. Some prefer to work on problems alone, others with a group. Check out the problem solving techniques below and find one that works for you.

1. Lean on Your Squad

The first of our seven problem solving techniques is to surround yourself with people you trust. Sometimes problems can be solved alone, but other times, you need some help.

There’s a concept called emergence that begins to explain why groups may be better for certain kinds of problem solving. Steven Johnson describes emergence as bottom up system organization. [1] My favorite example is an ant colony. Ants don’t have a president or boss telling them what to do. Instead, the complicated organization of the ant colony comes out of each individual ant just fulfilling their biological destiny.

Group creativity can also take on an emergent quality. When individuals really listen to, support, and add onto each other’s ideas, the sum of that group creativity can be much more than what any individual could have created on their own.

Therefore, if you are struggling to solve a problem, you may want to find a group of people with whom you can collaborate, so you can start riffing with them about possible solutions.

2. Regulate Your Emotions

The next of the problem solving techniques is to be honest about how you’re feeling. We can’t solve problems as efficiently when we’re stressed out or upset, so starting with some emotional self-awareness goes a long way in helping us problem solve.

Dr. Daniel Siegel famously tells us to “Name it to tame it.” [2] He’s talking about naming our feelings, which offers us a better chance of regulating ourselves. I have to know that I’m stressed or upset if I want to calm down quickly in order to get back to a more optimal problem-solving state.

After you know how you’re feeling, you can take steps to regulate that feeling. If you’re feeling stressed out or upset, you can take a walk or try breathing exercises . Mindfulness exercises can also help you regain your sense of presence.

One thing that good problem solvers do is listen. They collect all the information they can and process it carefully before even attempting to solve the problem.

It’s tempting to jump right in and start problem solving before the scope of the problem is clear. But that’s a mistake.

Smart problem solvers listen carefully in order to get as many points of view and perspectives as possible. This allows them to gain a better understanding of the problem, which gives them a huge advantage in solving that problem.

4. Don’t Label Ideas as Bad…Yet

The fourth of the seven problem solving techniques is to gather as many possible solutions as you can. There are no bad ideas…yet.

Think back to the two stages of creativity. When we are in the ideation stage, we shouldn’t be evaluating each other’s ideas, input, and possible solutions.

When we evaluate, judge, and criticize during the ideation stage, we inadvertently hamper creativity. One possible outcome of evaluating during ideation is creative suppression. [3]

When someone responds to someone else’s creative input with judgment or criticism, creative suppression can occur if the person who had the idea shuts down because of that judgment or criticism.

Imagine you’re at a meeting brainstorming ways to boost your sales numbers. You suggest hiring a new team member, but your colleague rolls their eyes and says that can’t happen since the numbers are already down.

Now, your colleague may be 100% correct. However, their comment might make you shut down for the rest of the meeting, which means your team won’t be getting any more possible solutions from you.

If your colleague had waited to evaluate the merits of your idea until after the brainstorming session, your team could have come up with more possible solutions to their current problem.

During the ideation stage, more is more. We want as many ideas as possible, so reserve the evaluation until there’s no more ideating left to do.

Another trick for better ideating is to “Yes And” each other’s ideas In improvisation, there’s a principle known as “Yes And.” It means that one improviser should agree with the other’s idea for the scene and then add a new detail onto that reality.

For example, if someone says, “I can’t hear over your loud music,” the other person needs to go along with that idea and then add onto it. They might say, “Sorry, I’ll turn it down, but I don’t think everyone else here at the club will appreciate it.”

Now the scene is getting interesting. We’re in a club, and the DJ is going to turn the music down. Playing “Yes And” with each other made the scene better by filling in details about who and where the improvisers are.

Yes Anding also works well during ideation sessions. Since we’ve already established that we shouldn’t be evaluating each other’s ideas yet, Yes Anding gives us something we can do. We can see the merits of each other’s ideas and try to build on them. This will make all of our possible solutions more fully realized than a simple laundry list.

5. Approach Problems With Playfulness

Approaching problem solving too seriously can exacerbate the problem. Sometimes we get too fixated on finding solutions and lose a sense of playfulness and fun.

It makes sense. When there are deadlines and people counting on us, we can try to force solutions, but stepping back and approaching problems from a more playful perspective can lead to more innovative solutions.

Think about how children approach problem solving. They don’t have the wealth of wisdom that decades on this planet give. Instead, they play around and try out imaginative and sometimes unpractical approaches.

That’s great for problem solving. Instead of limiting ourselves to how things have always been done, a sense of play and playfulness can lead us to truly innovative, out-of-the-box solutions.

6. Let the Unconscious Mind Roam

This may seem counterintuitive, but another technique to try when you become too fixated on a problem is to take a break to let the unconscious mind take over for a bit.

Our conscious brain can only handle a limited amount of information at a time. Plus, it’s energetically exhausting to use our conscious brain for problem solving. Think about a time when you were studying for a test. It’s draining. [4]

But we’re in luck. There’s another part of our brain that isn’t draining and can integrate tons more information at a time—our unconscious.

This is why you come up with your best ideas in the shower or on your way to work or while you’re jogging. When you give your conscious brain a break, your unconscious has a chance to sift through mounds of information to arrive at solutions.

It’s how I write my articles. With my conscious brain, I think about which article I’m going to write. My problem is how to write it, so once I think carefully about the topic, I take a break. Then, the structure, sources, content, and sometimes phrasing happens in fits and starts while I’m not thinking about the article at all. It happens when I’m lying in bed, showering, and walking in the woods.

The key is to get in the habit of practicing this alternation between conscious and unconscious problem solving and to absolutely not force solutions. Sometimes, you just need to take a little break.

7. Be Candid

The last of the problem solving techniques happens during the evaluation stage. If we’re going to land on the best possible solution to our problems, we have to be able to openly and honestly evaluate ideas .

During the evaluating stage, criticism and feedback need to be delivered honestly and respectfully. If an idea doesn’t work, that needs to be made clear. The goal is that everyone should care about and challenge each other. This creates an environment where people take risks and collaborate because they trust that everyone has their best interest in mind and isn’t going to pull any punches.

Final Thoughts

In order to come up with the best solutions for problems, ideation and evaluation have to be two distinct steps in the creative process. Then, you should tap into some of the above techniques to get your ideas organized and your problems solved.

Hopefully, these seven problem solving techniques will help your problems be less…problematic.

Featured photo credit: Daria Nepriakhina via unsplash.com

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Problem Solving: 15 Examples for Setting Performance Goals

Problem Solving: Use these examples for setting employee performance goals. Help your employees master this skill with 5 fresh ideas that drive change.

Problem Solving is the skill of defining a problem to determine its cause, identify it, prioritize and select alternative solutions to implement in solving the problems and reviving relationships.

Problem Solving: Set Goals for your Employees. Here are some examples:

• To be accommodative of other people's ideas and views and to be willing to take them on board.
• Research well enough to gather factual information before setting out to solve a problem.
• Look at things in different perspectives and angles and to develop alternative options.
• Be willing enough to collaborate with other when it comes to problem-solving issues.
• Learn to articulate or communicate in a proper manner that can be well understood by people.
• Get first to understand what the problem really is before starting to solve it.
• Show great confidence and poise when making decisions and not afraid to make mistakes and learn from them.
• Keep a cool head when dealing with more pressing and exhausting issues.
• Try to ask the right questions that will act as a guide to coming up with proper solutions.
• Be more flexible to change and adapt to new tact and ways of finding new solutions.

Problem Solving: Improve and master this core skill with these ideas

• Identify the problem. determine the nature of the problem, break it down and come up with a useful set of actions to address the challenges that are related to it.
• Concentrate on the solution, not the problem. Looking for solutions will not happen if you focus on the problem all the time. Concentrating on finding the answer is a move that brings about new opportunities and ideas that can be lucrative.
• Write down as many solutions as possible. Listing down various solutions is important to help you keep an open mind and boost creative thinking that can trigger potential solutions. This list will also act as your reminder.
• Think laterally. Thinking laterally means changing the approach and looking at things differently as well as making different choices.
• Use positive language that creates possibilities. Using words that are active to speak to others, and yourself build a mind that thinks creatively encouraging new ideas and solutions to be set.

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Home / Lean Management / SMART Problem Solving

SMART Problem Solving

• Lean Management

Marcin Skóra

• August 26, 2023
• Post Views: 2,275

Smart Problem Solving , a topic declined through all cases. They dealt with problems from birth throughout their entire lives… until death. But, are we really sure… Before we begin discussing methods of problem-solving – quoting a classic. We need to answer ourselves one darn important question.

Table of Contents

Decoding Problems: Bridging the Gap

According to the definition that resonates with me the most – we define a problem as the difference between the current state and the desired state. In straightforward terms, a problem describes situations in which we feel uncomfortable. However, what if we don’t know what tool to use to solve the encountered problem? We can either criticize the given situation like humans and put out the fire or approach the issue systematically.

SMART Approach: Sharpening the Focus on Problems

At the very beginning of our journey, let’s focus on the problem. Describing what a problem is, it’s worth utilizing the S.M.A.R.T method .

S – Specific: The problem should be clearly and precisely defined.

M – Measurable: The problem should be quantifiable.

A – Achievable: The problem should be realistic and attainable (described analytically, with data, not a one-time event/incident).

R – Relevant: The problem should be significant and genuine.

T – Time-bound: The problem should have a defined time frame.

Fusing Lean Philosophy with Thinking Bounds

The practical use of the SMART tool as a method for defining problems allows for a precise focus on describing the problem, contributing to a clear and distinct answer to the question WHY. Following the philosophy of Lean , one must question the status quo and surpass boundaries, unlocking critical thinking. One of the most effective ways to transition from a problem to a solution is simultaneous critical and creative thinking.

Critical and Creative Fusion: The WOW Effect

Are you wondering why? Both modes of thinking function similarly, thereby propelling the problem-solving process. Critical thinking is detail-oriented. It analyzes, calculates – generates risks. Creative thinking is original and expansive, sometimes daunting and enchanting. Through experimenting, by combining these two modes of thinking, we achieve a wonderful WOW effect. In my opinion, engineers dealing with a range of different problems every day should consistently think creatively. This significantly enhances work efficiency. I wonder what experiences you have in smart problem solving?

As a Lean philosophy enthusiast and change leader focused on data, not opinions, I specialize in identifying process waste, guiding leaders through change, and improving team communication. I prioritize employee well-being, believing it aligns with business goals. My hands-on approach in business transformations and PDCA experiments follows the #gotosee principle. If you're seeking practical, impactful change, feel free to contact me.

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Privacy Overview

What Kamala Harris has said so far on key issues in her campaign

As she ramps up her nascent presidential campaign, Vice President Kamala Harris is revealing how she will address the key issues facing the nation.

In speeches and rallies, she has voiced support for continuing many of President Joe Biden’s measures, such as lowering drug costs , forgiving student loan debt and eliminating so-called junk fees. But Harris has made it clear that she has her own views on some key matters, particularly Israel’s treatment of Gazans in its war with Hamas.

In a departure from her presidential run in 2020, the Harris campaign has confirmed that she’s moved away from many of her more progressive stances, such as her interest in a single-payer health insurance system and a ban on fracking.

Harris is also expected to put her own stamp and style on matters ranging from abortion to the economy to immigration, as she aims to walk a fine line of taking credit for the administration’s accomplishments while not being jointly blamed by voters for its shortcomings.

Her early presidential campaign speeches have offered insights into her priorities, though she’s mainly voiced general talking points and has yet to release more nuanced plans. Like Biden, she intends to contrast her vision for America with that of former President Donald Trump. ( See Trump’s campaign promises here .)

“In this moment, I believe we face a choice between two different visions for our nation: one focused on the future, the other focused on the past,” she told members of the historically Black sorority Zeta Phi Beta at an event in Indianapolis in late July. “And with your support, I am fighting for our nation’s future.”

Here’s what we know about Harris’ views:

Harris took on the lead role of championing abortion rights for the administration after Roe v. Wade was overturned in June 2022. This past January, she started a “ reproductive freedoms tour ” to multiple states, including a stop in Minnesota thought to be the first by a sitting US president or vice president at an abortion clinic .

On abortion access, Harris embraced more progressive policies than Biden in the 2020 campaign, as a candidate criticizing his previous support for the Hyde Amendment , a measure that blocks federal funds from being used for most abortions.

Policy experts suggested that although Harris’ current policies on abortion and reproductive rights may not differ significantly from Biden’s, as a result of her national tour and her own focus on maternal health , she may be a stronger messenger.

High prices are a top concern for many Americans who are struggling to afford the cost of living after a spell of steep inflation. Many voters give Biden poor marks for his handling of the economy, and Harris may also face their wrath.

In her early campaign speeches, Harris has echoed many of the same themes as Biden, saying she wants to give Americans more opportunities to get ahead. She’s particularly concerned about making care – health care, child care, elder care and family leave – more affordable and available.

Harris promised at a late July rally to continue the Biden administration’s drive to eliminate so-called “junk fees” and to fully disclose all charges, such as for events, lodging and car rentals. In early August, the administration proposed a rule that would ban airlines from charging parents extra fees to have their kids sit next to them.

On day one, I will take on price gouging and bring down costs. We will ban more of those hidden fees and surprise late charges that banks and other companies use to pad their profits.”

Since becoming vice president, Harris has taken more moderate positions, but a look at her 2020 campaign promises reveals a more progressive bent than Biden.

As a senator and 2020 presidential candidate, Harris proposed providing middle-class and working families with a refundable tax credit of up to $6,000 a year (per couple) to help keep up with living expenses. Titled the LIFT the Middle Class Act, or Livable Incomes for Families Today, the measure would have cost at the time an estimated $3 trillion over 10 years.

Unlike a typical tax credit, the bill would allow taxpayers to receive the benefit – up to $500 – on a monthly basis so families don’t have to turn to payday loans with very high interest rates.

As a presidential candidate, Harris also advocated for raising the corporate income tax rate to 35%, where it was before the 2017 Tax Cuts and Jobs Act that Trump and congressional Republicans pushed through Congress reduced the rate to 21%. That’s higher than the 28% Biden has proposed.

Affordable housing was also on Harris’ radar. As a senator, she introduced the Rent Relief Act, which would establish a refundable tax credit for renters who annually spend more than 30% of their gross income on rent and utilities. The amount of the credit would range from 25% to 100% of the excess rent, depending on the renter’s income.

Harris called housing a human right and said in a 2019 news release on the bill that every American deserves to have basic security and dignity in their own home.

Consumer debt

Hefty debt loads, which weigh on people’s finances and hurt their ability to buy homes, get car loans or start small businesses, are also an area of interest to Harris.

As vice president, she has promoted the Biden administration’s initiatives on student debt, which have so far forgiven more than $168 billion for nearly 4.8 million borrowers . In mid-July, Harris said in a post on X that “nearly 950,000 public servants have benefitted” from student debt forgiveness, compared with only 7,000 when Biden was inaugurated.

A potential Harris administration could keep that momentum going – though some of Biden’s efforts have gotten tangled up in litigation, such as a program aimed at cutting monthly student loan payments for roughly 3 million borrowers enrolled in a repayment plan the administration implemented last year.

The vice president has also been a leader in the White House efforts to ban medical debt from credit reports, noting that those with medical debt are no less likely to repay a loan than those who don’t have unpaid medical bills.

In a late July statement praising North Carolina’s move to relieve the medical debt of about 2 million residents, Harris said that she is “committed to continuing to relieve the burden of medical debt and creating a future where every person has the opportunity to build wealth and thrive.”

Health care

Harris, who has had shifting stances on health care in the past, confirmed in late July through her campaign that she no longer supports a single-payer health care system .

During her 2020 campaign, Harris advocated for shifting the US to a government-backed health insurance system but stopped short of wanting to completely eliminate private insurance.

The measure called for transitioning to a Medicare-for-All-type system over 10 years but continuing to allow private insurance companies to offer Medicare plans.

The proposal would not have raised taxes on the middle class to pay for the coverage expansion. Instead, it would raise the needed funds by taxing Wall Street trades and transactions and changing the taxation of offshore corporate income.

When it comes to reducing drug costs, Harris previously proposed allowing the federal government to set “a fair price” for any drug sold at a cheaper price in any economically comparable country, including Canada, the United Kingdom, France, Japan or Australia. If manufacturers were found to be price gouging, the government could import their drugs from abroad or, in egregious cases, use its existing but never-used “march-in” authority to license a drug company’s patent to a rival that would produce the medication at a lower cost.

Harris has been a champion on climate and environmental justice for decades. As California’s attorney general, Harris sued big oil companies like BP and ConocoPhillips, and investigated Exxon Mobil for its role in climate change disinformation. While in the Senate, she sponsored the Green New Deal resolution.

During her 2020 campaign, she enthusiastically supported a ban on fracking — but a Harris campaign official said in late July that she no longer supports such a ban.

Fracking is the process of using liquid to free natural gas from rock formations – and the primary mode for extracting gas for energy in battleground Pennsylvania. During a September 2019 climate crisis town hall hosted by CNN, she said she would start “with what we can do on Day 1 around public lands.” She walked that back later when she became Biden’s running mate.

Biden has been the most pro-climate president in history, and climate advocates find Harris to be an exciting candidate in her own right. Democrats and climate activists are planning to campaign on the stark contrasts between Harris and Trump , who vowed to push America decisively back to fossil fuels, promising to unwind Biden’s climate and clean energy legacy and pull America out of its global climate commitments.

If elected, one of the biggest climate goals Harris would have to craft early in her administration is how much the US would reduce its climate pollution by 2035 – a requirement of the Paris climate agreement .

Immigration

Harris has quickly started trying to counter Trump’s attacks on her immigration record.

Her campaign released a video in late July citing Harris’ support for increasing the number of Border Patrol agents and Trump’s successful push to scuttle a bipartisan immigration deal that included some of the toughest border security measures in recent memory.

The vice president has changed her position on border control since her 2020 campaign, when she suggested that Democrats needed to “critically examine” the role of Immigration and Customs Enforcement, or ICE, after being asked whether she sided with those in the party arguing to abolish the department.

In June of this year, the White House announced a crackdown on asylum claims meant to continue reducing crossings at the US-Mexico border – a policy that Harris’ campaign manager, Julie Chavez Rodriguez, indicated in late July to CBS News would continue under a Harris administration.

Trump’s attacks stem from Biden having tasked Harris with overseeing diplomatic efforts in Central America in March 2021. While Harris focused on long-term fixes, the Department of Homeland Security remained responsible for overseeing border security.

She has only occasionally talked about her efforts as the situation along the US-Mexico border became a political vulnerability for Biden. But she put her own stamp on the administration’s efforts, engaging the private sector.

Harris pulled together the Partnership for Central America, which has acted as a liaison between companies and the US government. Her team and the partnership are closely coordinating on initiatives that have led to job creation in the region. Harris has also engaged directly with foreign leaders in the region.

Experts credit Harris’ ability to secure private-sector investments as her most visible action in the region to date but have cautioned about the long-term durability of those investments.

Israel-Hamas

The Israel-Hamas war is the most fraught foreign policy issue facing the country and has spurred a multitude of protests around the US since it began in October.

After meeting with Israeli Prime Minister Benjamin Netanyahu in late July, Harris gave a forceful and notable speech about the situation in Gaza.

We cannot look away in the face of these tragedies. We cannot allow ourselves to become numb to the suffering. And I will not be silent.”

Harris echoed Biden’s repeated comments about the “ironclad support” and “unwavering commitment” to Israel. The country has a right to defend itself, she said, while noting, “how it does so, matters.”

However, the empathy she expressed regarding the Palestinian plight and suffering was far more forceful than what Biden has said on the matter in recent months. Harris mentioned twice the “serious concern” she expressed to Netanyahu about the civilian deaths in Gaza, the humanitarian situation and destruction she called “catastrophic” and “devastating.”

She went on to describe “the images of dead children and desperate hungry people fleeing for safety, sometimes displaced for the second, third or fourth time.”

Harris emphasized the need to get the Israeli hostages back from Hamas captivity, naming the eight Israeli-American hostages – three of whom have been killed.

But when describing the ceasefire deal in the works, she didn’t highlight the hostage for prisoner exchange or aid to be let into Gaza. Instead, she singled out the fact that the deal stipulates the withdrawal by the Israeli military from populated areas in the first phase before withdrawing “entirely” from Gaza before “a permanent end to the hostilities.”

Harris didn’t preside over Netanyahu’s speech to Congress in late July, instead choosing to stick with a prescheduled trip to a sorority event in Indiana.

Harris is committed to supporting Ukraine in its fight against Russian aggression, having met with Ukrainian President Volodymyr Zelensky at least six times and announcing last month $1.5 billion for energy assistance, humanitarian needs and other aid for the war-torn country.

At the Munich Security Conference earlier this year, Harris said: “I will make clear President Joe Biden and I stand with Ukraine. In partnership with supportive, bipartisan majorities in both houses of the United States Congress, we will work to secure critical weapons and resources that Ukraine so badly needs. And let me be clear: The failure to do so would be a gift to Vladimir Putin.”

More broadly, NATO is central to our approach to global security. For President Biden and me, our sacred commitment to NATO remains ironclad. And I do believe, as I have said before, NATO is the greatest military alliance the world has ever known.”

Police funding

The Harris campaign has also walked back the “defund the police” sentiment that Harris voiced in 2020. What she meant is she supports being “tough and smart on crime,” Mitch Landrieu, national co-chair for the Harris campaign and former mayor of New Orleans, told CNN’s Pamela Brown in late July.

In the midst of nationwide 2020 protests sparked by George Floyd’s murder by a Minneapolis police officer, Harris voiced support for the “defund the police” movement, which argues for redirecting funds from law enforcement to social services. Throughout that summer, Harris supported the movement and called for demilitarizing police departments.

Democrats largely backed away from calls to defund the police after Republicans attempted to tie the movement to increases in crime during the 2022 midterm elections.

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