Problem solving, not attack complex problem
The five-state approach follows an ancient approach.
Margaret J. Wheatley and Geoff Crinean ©2004
Organizations today face severe disabilities to solve problems. in almost every organization regardless of mission and duty People are frustrated by seemingly insoluble problems. Every attempt at resolution results in unintended consequences that worsen the original problem. Relationships deteriorate when people become hostile in their positions. Each side insisted on finding their own way out. unwilling to consider alternatives Too many problem-solving sessions become battlegrounds where decision-making relies on power rather than intelligence.
Consider the language used to describe solutions. We "attack the problem," "deal with the problem," "stab it," "wrestle it to the ground," "beat it." we will complain to them "Breaking my mind," "slandering me," "using me as a sparring target," or "I was killed." When faced with resistance, we "back off," "back off," or "regroup." "Does it have legs?") The aggressive description of such a solution points to a shocking conclusion. We have experience in solving problems as a war zone. We view competing ideas as enemies. And we use the problem as a weapon to blame and defeat the opposition forces. No wonder we can't come up with a sustainable solution!
Proactive problem-solving techniques are also manifested in subtle ways. Almost every problem faced by an organization is very complex. But we act as though simple cause and effect working We try to find a simple reason. The only one that causes things to go wrong. We look for the single action or single person that caused this mess. As soon as we find the wrong person We act as if we've solved the problem. Of course, it's always someone else's fault. not our fault This is one of the joys of being the scapegoat when we walk away. And other people or their projects are affected. Finding the blame is the only reward of simple thinking.
But the satisfaction of naming a scapegoat is fleeting. which creates a weak and hostile corporate culture In a culture of blame People become defensive and reactive. come out to protect yourself Innovation and risk taking are gone. What happened was a stiff position. Stronger factions, alliances or even allies. when polarization occurs Appreciation for multiple perspectives will disappear. People trust only those who think like them. The real information lies underground and only furious gossip and paranoid rumors are revealed. Passive aggression is stronger in calculated tactics where people interrupt, stall, and sabotage. Retracted thinking is a momentary reaction and long-term strategic thinking disappears. Everyone had to defend himself. And no one thinks about the whole organization.
This regrettable situation is quite predictable. Aggressiveness will only increase aggression. It will only create more fear and anger. It is impossible to avoid this intensifying cycle as long as aggressive strategies are used.What is less obvious is that our solution is inherently aggressive.. We do not notice that our attempts to solve problems by looking for simple causes by treating the problem as an enemy without the need to blame All these behaviors contribute to increasing the problems we face. and the deterioration of the organization? or the ability of communities to work together
There are better alternatives than a proactive approach to solving this problem. But before detailing the five-step process. Let's note for a moment how aggressively the sea of energy in which we blindly swim.
Today, our senses are attacked with aggression. We are faced with images of a world of war and ever-increasing violence. in our personal life We can't help but encounter angry people cursing at our mobile phones. Watch TV talk shows where guests and viewers verbally and sometimes physically threaten each other. Or attend a public meeting that turns into a shouting battle. Aggression often appears in advertising images. Since the promised food products From "press your hunger" to the latest candy commercial where previously benign M&Ms(tm) turned into violent and noisy moviegoers bash to everyone's delight.
Aggression is not the only dominant energy in this day and age. But we regard them as positive qualities. Parents scream from the sidelines at their child's sporting event: "Aggressive!" Employees are rewarded for their aggressive timing and plans. The dictionary defines "offensive" as a hostile act. But it also has a positive meaning of assertiveness, courage and courage.
The apparent aggression in our behavior and language outweighs our inquisitive tendencies. Aggression only moves in one direction. but will create more aggression We were caught in a whirlpool of rage and violence that rapidly escalated. when in fear and anger We lose the ability to respond in other ways. We attack more and more ferociously, thus generating even more frightening reactions from those against us.
Aggression is inherently destructive to relationships. People and ideologies conflict with each other. by believing that in order to survive They had to destroy their opponents. Although this is absolutely necessary on the real battlefield. But as aggression moves into day-to-day relationships, It will destroy our ability to work and live together. broken relationship increased distrust People retreated to protect themselves and become isolated. Paranoia became commonplace. Aggressive tactics induce fear and anger. And these emotions shattered all hope for healthy communities, working groups, families and organizations.
aggression in the organization
Aggression is the most common behavior used by many organizations. It is an invisible medium that influences all decisions and actions. What is not acknowledged is that aggression is one of the greatest obstacles to thinking clearly and working together well during this difficult time. Aggression is evident in the corresponding metaphors of war and sport. These images are used continuously as we "Bring in the artillery," "dominate the field," plan a "snipe attack," or "gather troops." Recently, even emails have turned violent: "I'll email you."
And the aggression in the organization is on the rise. reflect social trends The competition has become increasingly ruthless with strategies aimed at destroying the competition and achieving total market domination. Instead of the old strategy of coexistence within well-defined niche groups. The resurgence of leadership in command and control was a less obvious but violent form of aggression. in which one person's will is imposed on another, demanding obedience and compliance
On a day-to-day basis in the organization, there is blatant aggression in meetings where one or two people dominate the time. speed up the agenda and insist on their opinions or strategies Indifferent aggression is still prevalent, for example, when people circumvent time. when they agree to do things then failed to execute when they refuse to respond to communications or do things contrary to previous agreements when they do it secretly and failed to communicate what they were doing, were doing when they resorted to cynicism and complaining.
The impact of increased aggression has a profound impact on organizational relationships. distrust grows steadily Until one survey Managers reported that the main reason they attended meetings was because they didn't trust what their co-workers would do when they were away. More and more employees retreated to self-defense situations. Hoard resources and information for fear of losing control of their work. And worker stress levels are at record highs. In Canada, 1 in 3 lost workdays is caused by emotional/mental reasons.
Organizations fall into one-way aggression. Fear and anger will continue to grow. unless we observe what is going on and decide on a non-aggressive approach. In the past, proactive strategies were part of many organizational cultures. but is governed by other practices. when we have more time And not drenched in uncertainty and fear of the unknown future. Aggressive behavior was moderately influential, such as participation. seeking consensus patient problem solving unification and multiple perspectives. But now, in this culture of speed and domination, Nothing can counterbalance aggressive actions. until we choose another way We will still experience anger. Increased frustration, despair, and fatigue.
Solve problems without aggression.
For generations, humanity has struggled to find less destructive ways of coexistence. in today's culture We need to find ways to work and live together with less aggression. If we want to solve serious problems that annoy us and hinder us The five-step process described here originates from ancient Tibetan teachings. We have taken it and expanded it based on our experience working in many large and complex organizations and communities facing intractable problems. This process allows individuals and groups to break free from aggressive dynamics. But it also uses the passion and energy of everyone involved to develop greater clarity and insight into proper and effective action.
To move from proactive response to problem solving It requires some skills that are rarely used:humility curiosity and willingness to listenHumility is a courageous act. We have to accept that we are not enough to solve the problem. Our methods have not worked and will never be able to. Even our own valuable answers are not enough. If everyone agrees with our demands and does as we ask. The problem is still not resolved. we need more information more insights This kind of humility is rare in competitive organizations and communities. But it's a door we have to walk through to find the real exit. One wise educator put it this way: “Humility is the admission that I don't know the full story. Empathy is accepting that you don't know either."
Hope humility will lead us out of our bunker. Into the open space where we step out of our stern position and become a little skeptical. We must be open to the possibility that colleagues and even strangers have information and perspectives that may be valuable to us. Only with their data do we have the opportunity to see this problem in all its complexity. Every point of view, bias and opinion offers more information. If we begin to realize that we are all on the same sidethat the problem is the problemThen our different positions become useful as it allows us to see the situation more fully.
Five steps to solving complex problems
To develop a deep understanding of a complex problem and to determine the appropriate action to address it. There are five activities that must be completed in order. These are:
- cooling, quiet
- Increases value through effective resistance.
- magnet resources
- Accurate Destruction
- smart action
These five phases are described as cyclical because they work on development. One stage creates conditions for the next. However, this stage of development can sometimes pass quickly. Or a group may spend most of one stage and move quickly through the next. Each step has an associated pattern. Shapes that provide the right structure for the job at hand. There are also different core behaviors that facilitate queries for each step.
Step One: Cooling, Silence
Imagine your recent experience in a conflict situation. Most likely, people are arguing about their positions, not listening, raising their voices, expressing themselves, inherently dominating. act aggressive There is nothing good from this ongoing conflict. But we're still in there. Unwilling to abandon this drama Now imagine what would happen if someone intervened in the process to reduce the drama and cool the situation. This first step was done using an ancient pattern of calming circles.
Circles are cool, calm, peaceful (peaceful) shapes, a form of equality. which is the most common and enduring form of human Circles were discovered about 500,000 years ago, when the ancestors of early humans sat around a campfire trying to keep warm. The equality of the circles was very important back then. If they sit in a square shape or some other form. Some of them must have froze!
in calming high-conflict groups You must walk in the circle. (or several small circles) as soon as you sit in this pattern. And obviously everyone will have a chance to speak. everything will be quiet Anyone who only takes drama or is famous in the band will be stupid. Circles create a relaxing space. where even the quiet was able to recognize that their voices were welcome. while the drama is silent People will still speak passionately. But more quietly and seriously.
The process is pretty straightforward. You walk around in a circle and everyone who wants to speak speaks along. and within a limited time People who choose not to speak may pass and contribute later if they wish. As each spoke, the others fell silent, listening as best they could. People may ask questions if they don't understand what is being said. But this is not the time for exchanging or debating. The mission is for each person to hear their voices. to allow each person to contribute to the circle (See the endnote for additional resources on the circular process for large and small groups.)
There are many benefits to this listening process. The first is that good listeners are created when people feel listened to. Listening is a reciprocal process. We will be more attentive to others if they are interested in us. We are often surprised when people truly listen to us. Their unexpected acceptance encourages us to listen better.
The second benefit is that listening brings people together. You can actually see this happening in circles. When people are quieter and more engaged they leaned in The circle gets tighter, the room gets quieter, the noise level is greatly reduced. But the concentration of listening is still clear.
and when we listen We become more aware that each of us is human. Struggling with life's challenges One proverb explains this: "You can't hate someone whose story you know." We may disagree on certain issues or share common values. But as soon as we realize that there is someone behind this position. We will be more open to them and less reactive.
The purpose of calming down, calming down, and calming down is first and foremost to develop a greater appreciation of the complexity of the problem. using a process that initially brings people together Everyone has a slightly different point of view based on individual differences. And because each of us sits in a different part of an organization or community. The world is not exactly the same for two people. And circles provide a way to capture many different perspectives without judging or defending as much.
The main behavior of this first process is patience and curiosity. We must be willing to throw away our soapboxes and be curious about others' point of view. and we must be patient Walk in circles and give everyone the same amount of time. If we run out of patience Shows that we are still committed to our position. We just want to finish this so we can win using a more aggressive approach. but usually Other people's words begin to awaken our curiosity. We learn what we don't know. and develop greater awareness of how other people are affected by the issue being considered.
Step Two: Augmentation, Effective Resistance
After the initial cooling and calming process, It is imperative to return to the root of the conflict. That is, different perspectives and positions of people. in order to understand the complexity of the problem We need to learn more about it. We achieve this understanding by allowing individuals or titles to reason in depth. What is needed here isto widen the differenceIt's a way to appreciate the details of a situation or problem. We are trying to increase our understanding from realizing that no one or any position has a sufficient picture of what is happening.
to create this difference and depth. Sitting around a square table to literally "siding" will help. People have to choose which side they are on. (more than four sides is ok As long as it's not an octagon and people can change sides as the process develops), you can still sit as a spectator. with each side presented from the front The fact that most public forums use such forms explains why they only increase conflict and strongholds. They start by amplifying differences. instead of quieting and calming the situation If you start with siding I guarantee that it will only exacerbate the conflict.
Each division is responsible for developing in-depth positions. This is not the time for slogans or campaigns. The task is to delve into the logic and logic of each position. It is important to keep each aspect of exploration separate. We do not seek compromise. A mix of views, consensus, or negotiations. Each position has its own reasons. And the goal is to develop the specific maturity of each aspect.
Respect and clear thinking are the main behaviors of this step. we listen intently Even those with whom we deeply disagree. This kind of respect is easier as people sit in circles and develop bonds and tolerance. Respect also means that we are open to the possibility that we will hear something useful from our opponent. We are willing to be curious to see if others have insights and wisdom that benefit the community.
And clear thinking is important. We escape from emotions (No matter how much we care about the issue) and use reasoning to develop more clarity about what's going on. We want to remove the fog caused by our emotional investment in this issue. As each side presented an analysis of the problem, the others listened. The inherent complexity of the situation became evident. People are often overwhelmed when they realize how complicated things really are. But this flooding has great benefits. Because it keeps people off their exact platform. confused and overwhelmed We are open to new interpretations and possibilities. Confusion often has its helpful counterpart, humility. Confusion, therefore, is a necessary precursor to letting go of entrenched positions and moving forward in collective creative exploration.
At the end of the stages of differentiation and siding You will notice that people start to move away from the square or spectator form. and started to huddle together in a mess because they wanted to talk to each other. One conflicting result of the divergence survey is that the groups The boundaries of different positions lose stiffness. And people started talking together in a cohesive group. want to solve problems together This cohesive feeling is a necessary prerequisite for the third step. When it will be an important means of attracting the necessary resources.
Step Three: Attracting Resources
magnetically Only opposites are attracted. Two magnets repel each other if they have the same pole. (or energy charges) come together, but when opposing magnets come close to each other They will cling to each other in a strong embrace. The same principles of attraction and rejection are involved in problem solving at this stage.
After going through the stages of cooling and enrichment, It's normal for people to feel good about working together as a group. Feel humbled by the complexity of the problem. and have the energy to move forward in finding a solution It's a predictable complex emotion. People will be tired and motivated. Confused but confident. However, it is normal for people at this stage to want to start planning their actions. Taking action frees us from the pressure of confusion and anxiety. We are eager to do more than to stay in these uncomfortable conditions any longer.
However, if an action is defined at this stage, This is generally a wrong action. We don't yet have a sufficient understanding of the complexity of the problem to know what actions would be helpful. If we speed up the action prematurely We are at risk of unintentional long-term consequences. Stage three takes us deeper into the matter. Instead of allowing us to jump into the stage of action prematurely.
A characteristic feature of Stage Three is the semicircle, which is a very humble symbol. It indicates that even though we understand how far the problem has come. We are only half way there. Our understanding of what happened is still incomplete. And we need more perspectives and information to complete the cycle of understanding.
The result works well through the first two processes. People feel more optimistic. Be confident they can find the resources, information, and support they need. And it is true that groups at this stage will attract what they want. The source of this attraction is the mutual understanding and cohesion of the group. As a real magnet We are creating one pole that is strong enough to attract the opposite pole. The relationship between us and the clear picture of the problem can bring out what is missing. Will we be able to attract different and opposing views to a whole new level?
Generosity is also the main behavior of this stage. We are no longer working in counter and self-defense mode. We have developed stronger relationships with colleagues. and increase our understanding As our curiosity grows When we move out of the bunker Feeling open and friendly is easier. Humbly we know only half of what we need to know. It's easier to feel generous. Welcome new perspectives and uncomfortable information.
in completing the circle of understanding It can help to sit in an arc of a semicircle facing out towards an unfinished empty circle. You can place a flipchart or whiteboard in the empty half of the circle. It's important to keep people focused on the space. not at each other You can also draw a split circle in the middle. Fill out a summary of your understanding of one area. Leave the other side blank to fill in during this step.
Questions help fill in the blanks:
- What else?
- Who needs to be here?
- what we blind What we can't see?
- What additional information and perspective do we need?
in answering these questions The group is working on the next piece. Anyone marked missing must be invited to join the group. The missing information must be researched and taken into account. It takes time to find the people, ideas and resources that have been identified. It is important for the group to come up with a realistic but effective timeline for this task.
Our willingness to accept that we only see half of the picture creates conditions that make us more attractive to others. The more sincerely we acknowledge our need for different insights and perspectives. The more they will be attracted to join us. When our humility and generosity are evident and our generosity grew more The word came out that we were a nice group to work with. Fame also helps to attract the people we need to fill our understanding.
Step Four: Accurate Destruction
Even though we live in an aggressive culture But people tend to shy away from the word "destruction." But if we look honestly at what's going on in an organization, Destruction is the most common response to organizational problems. And it's the first response. rather than the last action after careful consideration of the situation. There are far too many organizations using weapons of mass destruction than smart bombs. These WMDs include massive budget cuts. Where everything is reduced instead of a wise decision to reduce in a specific area. or mass layoffs or the ongoing reorganization that negates the most recent reorganization. We don't seem to know how to act properly. instead of the regular use of carpet bombing.
Destruction is a necessary duty in life. Everything has its season, and eventually everything loses its effectiveness and dies. We do a lot of harm with holding programs and people beyond their natural life expectancy. Just as we do when we use massive corporate air strikes. However, destruction occurs at the end of its life cycle. not the first response So it's the fourth stage here. which came after deep analysis and deliberation by a collective group of good thinkers. At this forum,Precise destruction is necessary to create greater capacity for future work.Now we can see the little elements of the situation that hinder our progress. There are little things that need to be let go because they are no longer necessary or suitable for the work we have to do.
A lot of things have to be considered for destruction: outdated beliefs; inappropriate or dangerous values; Traditional practices that no longer make sense unusual habitual behavior Aspects of culture that hinder future direction longer useful programs; Policies that do not work as intended a specific person who refuses to change or hinder progress
At this stage of the troubleshooting process We can count on it to execute with precision and discipline. We no longer reacted. intent on eliminating people and things that threaten us We have a very clear picture of the problem. and can use this newfound clarity to make real judgments. We act as intelligent and informed contributors. Rather than being a member of an organization or community that is excluded or fighting. We are now skilled enough to discern the small acts of destruction that bring real benefit.
The precise form of destruction is a triangle. The triangle is a very stable structure. It sits on a wide base that supports its peak. Groups can sit in a triangular shape leaving the top area open, with flipcharts or small whiteboards in a narrow spot. Or people can draw a triangle and focus on the apex. The main skills of this stage are discipline and ingenuity. We are constrained by the triangle to offer little to be destroyed in that narrow apex. We apply laser judgment to very complex situations.
Precise destruction is a compassionate nature. We no longer protect ourselves. Attack what we think is dangerous to us. We know exactly what is blocking the solution. Little elements hold us back or burden us with the past. When we decide what to destroy We do so out of deep awareness of the problem. We do not act out of fear or anger. but from clarity and sympathy.
Step Five: Smart Actions
This final stage is a reward for completing the first four stages. We are now a cohesive and intelligent group of people who have developed a genuine and insightful perspective on the issues being considered. We become good systems thinkers because we incorporate so many different and diverse perspectives and information into our analysis. We can't help but appreciate the dense interconnection and dynamic variety in this scenario. We also developed very useful skills to work together. We are better listeners. Open your mind and be more curious. develop new thinking and analytical skills We also learned to work with people we once misunderstood, ignored or feared. We became a smarter, more diverse, inclusive and confident team. ready to work The main behavior of this stage is commitment and teamwork. We don't have to build it or go out and get it trained. This is the result of all the work we have done up to this point.
The form for this step is the existing organization. It's time to use a process that people are familiar with: action planning. Strategy project planning Budgeting, measurement, these processes have a key role to play. What was missing from them earlier was good thinking. Bored or exhausted, people use it on a rote basis without understanding or intelligence. Or they are forced to use it in every situation. Even situations that do not make sense. However, now these exhausting and exhausting processes can be filled with the light of clear thought and the power of intense determination. Newly developed insights can be used to intelligently determine the most appropriate actions, measures and strategies. Empowerment will come naturally. When people make changes and abandon existing processes and methods that are unusual or absurd.
Keep in mind that leaders need to be prepared for big changes. when any group have developed insights and connections at this level They won't be able to push it back into the little box. or consistent behavior with awakened wisdom people want to participate Wanting to change things, wanting to make things happen, they will work with existing structures and processes. Rather, it will barely notice and adjust and adapt as needed. Often leaders fear losing control and try to control such groups. Their own fear pushes them back to aggressive styles of command and control. However, wise leaders understand the level of success this group has achieved and the insight they now have. It's time to celebrate the fact that so much determination and ingenuity are now being used in the organization.
When we can put aside our fear and anger and choose a response other than aggression. We will create the conditions to bring out the best in human beings. without aggression It's possible to think well. Curious about the differences? and happy to be friends Our energy finds new avenues for creativity rather than defense. We learned that it is possible to feel passionate about a position without resisting or shunning people of different preferences.
As we strive to keep our organization and community functioning properly during this difficult time, If we want to find real solutions to the problems that are affecting us. It's important that we understand the price we pay for our aggressive methods. If we want to work together more intelligently We must choose a process that arouses curiosity. humility Generosity and intelligence. The greatest benefit is that we learn that working together is a good thing again.
Note: To learn the process To apply circles to both large and small groups, seewww.turningtooneanother.netThis site was created by Margaret Wheatley and has downloadable guides for different circle processes. Reference books, articles, and lists of organizations and communities. Many use the process of circles.
Margaret Wheatley Ed.D.
Margaret Wheatley is a respected author, speaker and teacher on how we get work done. maintain our relationship and is willing to go forward to serve during this difficult time. She has written six books:walk away keep walking(together with Deborah Frieze, 2011);perseverance(2553);Leadership and new science;Face to Face: Simple Conversations to Bring Hope to the Future;an easier way(with Myron Rogers); andFinding Our Path: Leadership in Unstable Times. Each of her books has been translated into many languages. Leadership and Emerging Science appear in 18 languages. She is the co-founder and honorary president of The Berkana Institute, working with diverse people and communities around the world, especially in the Global South. These communities rediscover health and resilience by rediscovering the wisdom and wealth that are already present in people, traditions, and the environment.www.berkana.org). Wheatley received a PhD in Organizational Behavior and Change from Harvard University. and a master's degree in media ecology from New York University. She has been a corporate consultant since 1973, a young global citizen. Was a professor in two graduate business programs. Writer with many works and be a happy mother and grandmother She has received many awards and honorary doctorates. You can read her full biography athttp://margaretwheatley.com/bio.htmlAnd many of her articles can be downloaded (for free) athttp://margaretwheatley.com/writing.html.
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Simple problem-solving often involves assessing and evaluating potential solutions for problems that have few variables or intricacies. Complex problem-solving often involves assessing and evaluating potential solutions for problems that have several variables and intricacies.What is the complex problem solving method? ›
Complex problem solving is a collection of self-regulated psychological processes and activities necessary in dynamic environments to achieve ill-defined goals that cannot be reached by routine actions. Creative combinations of knowledge and a broad set of strategies are needed.What are the 4 common barriers to problem solving? ›
Some barriers do not prevent us from finding a solution, but do prevent us from finding the most efficient solution. Four of the most common processes and factors are mental set, functional fixedness, unnecessary constraints and irrelevant information.What are the 5 problem-solving styles? ›
There are four main problem-solving styles: analytical, intuitive, directive, and collaborative. Analytical problem solvers prefer to rely on data and logic to solve problems. Intuitive problem solvers rely on their gut instincts and creativity. Directive problem solvers are action-oriented and prefer to take charge.What are the three types of problem-solving? ›
Complicated versus complex
Complicated challenges are technical in nature. They have straight-line, step-by-step solutions, and tend to be predictable. People with the right expertise can usually design solutions that are easy to implement. Complex challenges, on the other hand, require innovative responses.
There are two major types of problem solving – reflective and creative. Regardless of the type of problem solving a class uses, problem solving focuses on knowing the issues, considering all possible factor and finding a solution.How do I improve my complex problem solving? ›
- Identity and understand the right problem. ...
- Research the systems and practices behind the problem. ...
- Visualise the problem. ...
- Brainstorm creative solutions. ...
- Identify the best answer.
Cognitive Ability and Complex Problem-solving. Now, cognitive ability predicts performance in the workplace for two reasons. One, it underpins a person's propensity to learn. And two, it very much underpins a person's ability to solve complex problems.How do you develop complex problem solving skills? ›
- Identify the problem?
- Determine the Root Causes.
- Find Multiple Solutions.
- Find the Solution that will Work Best.
- Plan and Implement Your Solution.
- Measure the Success of Your Solution.
Analyze—Understand the root cause. Plan—Determine how to resolve the problem. Implement—Put the resolution in place. Evaluate—Determine if the resolution is producing the desired results.What are the 6 problem solving strategies? ›
- Step 1: Identify and define the problem. State the problem as clearly as possible. ...
- Step 2: Generate possible solutions. ...
- Step 3: Evaluate alternatives. ...
- Step 4: Decide on a solution. ...
- Step 5: Implement the solution. ...
- Step 6: Evaluate the outcome.
1) Understand the Problem-Make sure you understand what the question is asking and what information will be used to solve the problem. 2) Devise a Plan-Figure out what method you will use to solve the problem. 4) Look Back-Double check your answer and make sure it is reasonable.What are the 7 problem-solving strategies? ›
- Identify the issues.
- Understand everyone's interests.
- List the possible solutions (options)
- Evaluate the options.
- Select an option or options.
- Document the agreement(s).
- Agree on contingencies, monitoring, and evaluation.
- Step 1: Identify and define the problem. State the problem as clearly as possible. ...
- Step 2: Generate possible solutions. ...
- Step 3: Evaluate alternatives. ...
- Step 4: Decide on a solution. ...
- Step 5: Implement the solution. ...
- Step 6: Evaluate the outcome.
Those steps are: Define the problem. List all the possible solutions. Evaluate the options.