how to create problem solving questions

A guide to problem framing: best practices & templates

Two people looking at a laptop and having a conversation

When creating solutions and products, it’s critical to correctly frame the problem you’re attempting to solve.

Remember the Google Glass? What about the Segway? Taken on their own account, these were groundbreaking products with cutting-edge technology. No one had seen anything like them before. Yet they failed for a simple reason: They were solutions in search of a problem.

Now imagine if their creators had spent more time trying to understand the problem their customers faced. Imagine they had actually tried to identify a real challenge and properly define how it could be addressed. The result would have likely been closer to a Tesla or even an iPhone — at the very least, we wouldn’t be talking about them in nearly the same way.

This shows just how important it is to frame a problem before trying to solve it. Let’s go over in detail how you can apply problem framing to your next project.

What is problem framing?

Problem framing is a process for analyzing, understanding, and ultimately defining a problem or challenge in order to develop an effective solution. While it can be done on an individual level, it is typically practiced across teams so that you can achieve alignment and work more cohesively toward an agreed-upon outcome.

In short, problem framing is an opportunity to take a step back, assess the landscape of your problem and break down its root causes, then focus on a solution that is most likely to lead to the outcome you want.

Why problem framing is critical for better outcomes

Framing the problem is important because it sets the direction and scope of the solution design process, ensuring that efforts are focused on addressing the core issues. It helps avoid wasted time and resources on irrelevant or superficial solutions.

Good design and effective iteration can help improve a product, but they won’t tell you if you’re addressing the right problem — only problem framing can do that. Here are some ways this process can ensure your solution achieves better results:

It provides clarity. Whether your team isn’t sure what problem they’re facing or can’t reach an agreement, taking the time to break the problem apart can ensure everyone understands it. And that is crucial to developing a solution that actually works.
It narrows the scope. With a better understanding of the problem, you can eliminate everything but the most essential aspects that need to be addressed. That means only addressing underlying issues instead of just their symptoms.
It achieves alignment. By having a clear definition in hand, you can ensure that all team members and stakeholders share a common understanding of the problem and how to address it. This will help reduce misunderstandings and conflict.
It increases efficiency. While some may think problem framing is an extra step, it can actually help keep you from wasting resources and time by preventing you from focusing on irrelevant or ineffective solutions.

How to frame a problem

Whether you think you have a good idea of your problem or have no clue where to begin, learning how to properly frame it can give you new insights into how to solve it. Here’s a process for doing just that.

Create a problem statement

A good first step is to make sure that everyone can agree on what exactly the problem is. This is a great opportunity to write out a problem statement, or a clear and concise explanation of the problem or challenge you intend to solve.

The goal behind writing a problem statement is to describe the problem as comprehensively as possible, while also spurring your team into action. If your team can’t even reach an agreement on what the problem is, then try to discuss the problem from multiple angles to ensure you’re incorporating multiple perspectives. This will help you achieve alignment.

Even when everyone already has a good idea of the problem, this step can still help ensure complete clarity by taking the simple but effective step of making your team write it down. Learn more about what goes into creating a good problem statement in our full guide .

Identify and understand the problem's root cause

Although identifying your problem’s root cause or causes should be a part of writing out your problem statement , it’s important enough to deserve a discussion on its own. After all, if you are just focusing on the symptoms of your problem, then any solution you develop will ultimately fail.

The key to uncovering a problem’s root cause is to ask why it is happening, rather than what. Typically, there will be multiple answers to this. One way to start organizing and categorizing these different causes and their various effects is by using a fishbone diagram . Start out by writing down your problem, then come up with different categories that could be contributing to it. From there, start brainstorming different causes.

Once you have everything laid out cleanly, you can vote on what you think are the most significant contributors — or, if necessary, even rethink the problem itself.

Empathize with the end-users of the problem

Once you have a good idea of your problem and can articulate it, you also need to ensure that this is a problem your stakeholders face. That means being able to properly understand and empathize with their needs.

To accomplish this, consider organizing an empathy mapping session . Start out by gathering a diverse range of stakeholders in order to reduce biases and leverage different perspectives. Ask them to share their opinion regarding the product, service, or situation, encouraging open-ended responses. As you gather this feedback, divide it into four different categories: thoughts, feelings, actions, and observations —then start looking for areas of improvement. This is where your highest priority problems will be.

The act of interviewing your stakeholders, writing down their responses, and organizing them across different categories should give you a much deeper understanding of the user’s point of view and their needs.

Frame the problem to brainstorm solutions

With your user research in hand and your problem statement honed, it’s time to start framing the problem in order to come up with effective solutions.

During this process, your goal should be to get your team to rethink the problem in creative ways to help you find new ways to solve it. While there are many ways to do this, the Mural problem framing template provides a simple three-step procedure that can help you explore your challenge in new ways to get the right answer. Each person must transform the problem into four different questions that invite deeper, more nuanced thinking. These questions are then discussed, voted on, and narrowed down to the most promising, providing you with a clear frame for future work.

Tips to effectively frame the problem

Thinking through problems in new ways and effectively framing them involves outside-the-box creativity , a healthy dose of empathy, and a willingness to take risks. This can be intimidating for some people. So here are some quick tips to help make this process more effective.

Start with asynchronous collaboration

Focused sessions are the most effective sessions — and what you probably want to focus on the most while problem framing is coming up with possible solutions. That’s why encouraging stakeholders, end-users, and other participants to start collaborating asynchronously on ways to reframe and rethink your problem can be so beneficial.

Plus, getting participants to work on their own can help avoid groupthink, or the tendency to come up with ideas people will agree with rather than ideas that are actually useful. This will ultimately lead to better decisions and more effective solutions.

In-person sessions aren’t the only way to collaborate! Learn how async collaboration can solve your meeting problem .

Map out the context of the problem

Helping your team understand the drivers and impacts of the issue you are trying to solve will help them gain a more nuanced view on why this issue exists, as well as how best to solve it. This is why bringing in end users and empathizing with their needs is so important — but there’s no reason you have to stop there. By creating a customer journey map , you can identify vital pain points in the customer experience, locate areas for improvement, and create solutions that are personalized to the customer.

Mural offers several customer journey templates to get you started. For instance, our map template lets you break down the journey across five separate components for a more granular view, while our experience diagramming template is great for examining individual customer’s experiences.

Don't be afraid to dig deeper with stakeholders and the end-users

Fully understanding an issue and how it affects your stakeholders can take time. For some, this can be frustrating. After all, your objective is to come up with a solution, which will likely require a fair amount of design and iteration itself.

Try to resist the urge to jump ahead. Instead, embrace the problem-framing process as much as possible by digging in deep with your stakeholders and end users. Really try to explore and understand why their problem exists in the first place so you can find a better potential solution.

Even if all this takes extra time, just remember that it’s better to properly identify and understand the problem you aim to solve rather than solving the wrong problem.

Hold a vote to prioritize solutions

If you’re fortunate, you’ll come to the end of your problem framing session with a wealth of possible solutions to choose from. But this can also be overwhelming. Which is the best course of action? How should you decide?

When faced with these questions, you could try creating a prioritization matrix . This simple tool allows you to quickly identify and weigh the most important factors when making a decision. These could include factors like risk, costs, benefits, and stakeholder interests. You can then place them on a matrix according to the criteria of your choosing, such as potential difficulty and potential impact.

Once you’ve narrowed down your solutions, you could hold a vote to further prioritize what you’ll work on next. Lucky for you, Mural comes with a built-in voting feature that makes this easy.

Hold better problem-framing sessions

Often used in the design thinking process , problem framing is an essential step for understanding the issues you need to solve and uncovering creative new solutions for addressing them. And it doesn’t have to be limited to the beginning of projects. As your projects change and evolve, problem framing can be a useful process for realigning your team and making sure they are staying focused on what matters most.

But you’re not doing it on your own. With its array of tools, templates, and features, the Mural platform is designed to help you at every step of the process: from the first sticky note, to the project’s last step in execution.

Start designing with digital whiteboard platform or go ahead and dive into our library of templates . And don’t forget to let us know what you come up with!

Looking to level-up client engagements? Learn how to make client collaboration more engaging and personalized with this cheat-sheet.

Frequently asked questions on problem framing

What is the main focus of problem framing.

The main focus of problem framing is to define the problem accurately, understand its underlying causes, and identify its broader implications. It aims to provide a clear and comprehensive view of the problem, enabling teams to develop targeted and effective solutions.

What is the difference between problem statements and problem framing?

Problem statements simply state the issue at hand, while problem framing goes a step further by providing context, boundaries, and a deeper understanding of the problem's root causes and impact.

What are the main benefits of problem framing?

The benefits of problem framing include clear direction for the project, targeted and impactful solutions, user-centric design, fostering innovation and creativity, and improved problem-solving and decision-making. It ensures that organizations solve the right problems and achieve more successful outcomes.

About the authors

David Young

Tagged Topics

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How to Identify the Right Problems to Solve

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Behavioral Interviews

Answering Problem-Solving Interview Questions: Tips and Examples

Problem-solving skills are difficult to describe and quantify: they’re a combination of different hard and soft skills such as logical inference, technical knowledge, adaptability and innovation, leadership potential, decision-making, productivity, and collaboration.

All are crucial for developing expertise and delivering results at work — especially when the going gets tough.

And because problem-solving is so important, you’re almost guaranteed to get asked about it in a job interview. Read on, and make sure no problem-solving question catches you off guard.

In this article, you’ll learn:

How to answer problem-solving job interview questions
Types of problem-solving questions
Why recruiters ask these questions and what your answers might reveal
Sample answers for the main types of problem-solving questions

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How to Answer Problem-Solving Job Interview Questions

Here’s how to understand the intention behind problem-solving interview questions and create an informative answer that will highlight your expertise and potential.

Understand the problem-solving question and why recruiters ask it

Reflect on your thought process, be specific, follow up with clear outcomes, use the star method.

Hiring managers and recruiters want to know how you identify roadblocks, analyze information, and overcome challenges. These challenges can vary from specific, technical issues to more general issues like improving company processes or handling interpersonal relationships.

To put these skills to the test, recruiters use “problem-solving” job interview questions, also known as analytical questions. Here are some common ones:

Tell me about a situation where you had to solve a difficult problem.
Give me a specific example of a time when you used good judgment and logic in solving a problem.
Describe a time when you didn’t know how to solve a problem. What did you do?
Describe how you approach a complex or difficult problem.

Here’s what these questions help recruiters discover:

Your adaptability and innovation

Are you an out-of-the-box thinker who’s open to new ideas and who can handle uncharted waters easily?

Efficiency and productivity

Are your problem-solving skills contributing to the team’s performance, removing bottlenecks, smoothing out processes, and keeping projects on track?

Collaboration and communication

Are you successfully collaborating with others to find solutions? Are you handling people-related problems effectively?

Decision-making

Can you efficiently evaluate different options and reach a decision independently? Can you make sound decisions to minimize risks and maximize benefits and opportunities?

Leadership potential

Are your problem-solving skills so good that they open up new opportunities for you to move in the leadership direction ?

Problem-solving interview questions are not tied to a specific role and industry. Mastering your problem-solving skills will help you stand out from the competition and be more successful in your role, whatever it may be.

And if you need help with answering other common interview questions, sign up for our free course !

Be mindful of your thought processes when you face a difficult problem.

Is your initial reaction to panic or are you calm and enthusiastic to tackle it? Is the problem stopping you from focusing on everything else you’re working on? Do you look at the problem as a whole or do you break it down?

Understanding how you think and approach the problem will help you know yourself and improve your problem-solving skills, but it’ll also make it easier to answer these tricky questions during an interview.

Tailor your answers to problem-solving interview questions so that you cover specific details, actions, and skills relevant to the position. If possible, list the results and share lessons learned from an experience you’re describing.

We’re not saying you should lie and make up a story about your problem-solving skills for each position you apply for; remember that this is a broad set of skills and you surely have something relevant from your past experience that you can bring up.

💡 For example, if you’re a Customer Service Representative applying for the same role in another company, you can speak about how you solved a customer’s problem or how you helped the team switch to a new CRM tool and transfer all the data.

💡 If you’re applying for a leadership role in the customer service field, you can speak about how you handled an interpersonal problem within a team or how you spotted bottlenecks and modified processes to make the team more efficient.

💡 If you’re moving to a Sales position, you can highlight your selling experience and talk about a time when you had to solve a customer’s problem and you managed to upsell them in the process.

Prove you have outstanding problem-solving skills by listing clear outcomes for every problem you solved. They can be quantitative or qualitative.

💡 Fixed a process? Say that it improved team productivity by X%.

💡 Handled a difficult client? If they became a VIP customer later on, mention it.

💡 Resolved a conflict? Describe how the experience helped you strengthen the bonds in a team.

💡 Solved a complex technical problem? Say that you got a bonus for it, or that you expanded and improved the existing documentation to help coworkers in the future.

Whenever possible, use the STAR (situation-task-action-result) method in your answer:

(S) ituation: Describe the situation and provide context.
(T) ask: What tasks you planned on doing to tackle the issue, your contribution.
(A) ction you took (step-by-step).
(R) esult of your efforts.

It’ll help you create a well-rounded answer that’s informative and engaging. Plus, using this method to prepare answers in advance will help you memorize the story quickly and easily.

✅ Bear in mind that not every problem-solving interview question can be answered with a STAR method. Some questions will be very specific and will ask for quick and short information about a certain tool or similar. Other questions, the ones beginning with “Give me an example when…” or “Tell me about a time when…” will be the perfect opportunity to use the STAR method.

Also, remember that there’s never a single correct answer to a problem-solving question, just like there usually are multiple solutions to a given problem — a study on the hospitality industry revealed that the most successful problem-solving strategies applied in the workplace were always very specific to given circumstances.

Questions about your problem-solving skills are just one group of the standard interview questions, you can be almost sure you will get asked. Prepare for other interview “classics” with our dedicated guides:

Tell Me About Yourself: Sample Answers
Where Do You See Yourself in 5 Years?
Why Did You Leave Your Last Job?
What Are Your Strenghts?
What Is Your Greatest Weakness?
How Do You Handle Conflict?
Why Should We Hire You?
Why Do You Want to Work Here?

If prepping for a video interview, learn what to expect from this guide: Video Interviewing Tips & Tricks

And if you’re interested in interviewing for specific positions, see:

Sales Interview Questions and Answers
Customer Service Interview Questions and Answers
Customer Service Manager Interview Questions and Answers
Behavioral Interview Questions for Customer Service

Types of Problem-Solving Job Interview Questions

How do you approach complex problems.

Can you provide an example of a challenging issue you’ve encountered and how you resolved it?

How do you prioritize multiple tasks when faced with tight deadlines?

Tell me about a time when you faced a difficult problem at work. How did you solve it?
Tell me about a time when your team faced a problem and you helped to find a solution.

Describe a situation in which you received criticism for your solution to a problem. How did you handle that?

Can you provide an example of when you had to collaborate with a team to solve a work-related problem.

Can you describe a situation where you had to use your problem-solving skills to make a decision?

How would you respond if a high-priority project was suddenly delayed, jeopardizing the deadline?

Imagine a scenario where your manager was unavailable, but a client had an urgent issue – what would you do, if you encountered a high-stress situation that required you to stay calm and focused, how would you handle it.

Imagine you’re faced with a tight deadline, but you’ve encountered a significant roadblock. How would you handle this situation?
How would you assess and resolve a performance issue in a web application?
Describe your approach to troubleshooting a networking issue that spans multiple devices.
How would you approach debugging a piece of software with limited documentation?
How would you deal with an angry VIP customer if your boss was away?
What would you do if you noticed a decline in the ROI of your team?
How would you troubleshoot an error in a software product that has been released to customers?

1. General problem-solving questions

These questions aim to discover your general approach to problems and challenges.

Interviewers want to know how you approach the process of solving complex problems. Do you jump straight into it or do you take a step back, break the problem down into manageable components, analyze the info you have, and then dive in?

Can you provide an example of a challenging issue you’ve encountered and how you resolved it?

Can you assess a situation and find the most appropriate solution? Can you handle the pressure? Do you take the lead during difficult times? Are you able to take responsibility for the outcomes?

This question is more specific than the previous one, so make sure you think about a situation in advance and prepare your answer using the STAR method.

Big Interview’s Answer Builder can help you shape your answer. You’ll be able to list and filter the points you’d like to mention, add details and rearrange the order to create a compelling story.

Plus, you’ll get bite-sized tips on how to answer the most common interview questions while you’re in the Builder.

Recruiters want to know how you set criteria based on which you’ll set priorities, how and if you juggle between multiple tasks, and how you communicate and collaborate with other people involved.

General problem-solving sample answer

“Tell me about a time when you faced a difficult problem at work. How did you solve it?”

Behavioral questions about problem-solving

Behavioral questions ask for specific situations from your past in which you displayed a certain behavior. Based on it, recruiters hope to predict how you’ll perform in the future.

Tell me about a time when your team faced a problem and you helped to find a solution

This one’s asked to assess your teamwork and cooperation skills in tough situations.

Interestingly, a 2015 study on problem-solving in the workplace showed that when it comes to expertise-related problems, employees rarely relied on trial-and-error or information retrieval as modes of problem-solving.

Instead, they mostly relied on help from others, that is, their coworkers who they believed were experts on the subject matter.

This puts emphasis on the importance of teamwork and collaboration in problem-solving. And you certainly noticed how easier it gets to solve a problem (or brainstorm a new idea) as a group, when different individuals bring fresh, unique ideas to the table.

So, recruiters want to know if you’d be cooperative and open to a teamwork experience, and these factors might hint at how you’ll fit in with the team.

This one checks how you handle feedback and criticism — it’s challenging, but it’s essential for growth.

In your answer, make sure you depict a situation in which you demonstrated that growth mindset and the ability to see that taking criticism is not a sign of weakness (or a personal attack on you) but a unique opportunity to learn something new.

Similarly to the first question in this group, this one aims to see how you perform in a team and solve problems collectively.

According to a study , in a team, task completion can be independent , when each team member completes their own activities, sequential , when activities go from one team member to another, reciprocal , when activities are done back-and-forth between team members, or intensive , when all team members work on activities and problem-solving simultaneously.

Recruiters want to get to know more about your ideal teamwork process model and how you connect with others to solve problems.

Your answer will tell them if you’re a good team problem-solver, team player, and if you’re able to give and share credit, as well as take responsibility if something goes wrong.

Behavioral problem-solving sample answer

“Can you describe a situation where you had to use your problem-solving skills to make a decision?”

Situational problem-solving questions

Situational problem-solving questions put you in a hypothetical situation, present a problem, and ask for your opinion/solution.

Even if you haven’t encountered a similar situation in the past, it will help you to draw parallels from your experience to create answers to these questions.

Your answer to this question will tell recruiters about your flexibility, time and task organization, prioritization, as well as how you handle pressure.

An ideal employee will be able to think quickly and adapt to unforeseen circumstances, all the while remaining calm and composed. You’ll want to aim at displaying these qualities in your answer.

Taking the lead and taking calculated risks shows that a person has outstanding problem-solving skills and is not afraid to take initiative, which shows leadership potential.

Your answer to this question needs to demonstrate your ability to quickly analyze information, weigh pros and cons of a situation, and make decisions on the spot. This is especially important if you’re applying for leadership positions, like a team leader or a project manager.

Recruiters and hiring managers want to assess your ability to handle stress, make rational decisions, and maintain a focused approach in tricky, high-pressure situations.

Make sure to provide them with relevant examples from your past that will paint a picture of your skills and abilities. This is especially relevant for high-pressure positions such as police officers, lawyers, financial analysts, and similar.

Situational problem-solving sample answer

“Imagine you’re faced with a tight deadline, but you’ve encountered a significant roadblock. How would you handle this situation?”

Technical questions about problem-solving

Technical problem-solving questions are based on the technical knowledge that underlies each role. They aim to check your expertise or the means by which you connect the dots or obtain information if you don’t possess it.

Will you sort through the documentation to find a solution? Or is your first reaction to recall a past experience? Perhaps you prefer connecting with an expert or a coworker with more experience than you. Or you’re the type of person to synthesize your existing knowledge and try to find a solution through trial and error. Maybe you’ll turn to a book or a course? Whatever it is, recruiters would like to know.

There are many ways to solve these problems and your preferred strategies will give recruiters insight into how you think and act.

Examples of technical questions about problem-solving are:

💡 Bear in mind that, with the rapid development of AI, the majority of technical tasks might be overtaken by robots in the future. That’s why it’s important that you work on your non-technical skills, too. Employers are already admitting that problem-solving skills are the second most important skill they’re looking for. For this reason, researchers are working hard to find and develop frameworks for helping people improve their problem-solving capabilities — you can read more about it in this paper on problem-solving skills among graduate engineers .

Technical problem-solving sample answer

“How would you troubleshoot an error in a software product that has been released to customers?”

✅ Pro tip: Practicing in advance is the only way to make sure your answer is flawless! The Mock Interview Tool will help you record your answer and get instant feedback on its quality and delivery. From power words and your pace of speech to “ummm” counter and eye contact, you’ll get help on how to improve in no time!

Our tool helped AJ land his first job in tech and get 7 job offers in the process . “I think Big Interview was super helpful in that aspect of having canned answers for every possible scenario and being in the moment of answering those questions.”, said AJ.

Problem-Solving Interview Questions: Popular Opinions vs. Expert Advice

Now that we covered different types of problem-solving questions and how to answer them, we decided to dive into popular forums and see what job-seekers have to say on this topic. We picked pieces of advice that resonated with the community and confronted them with expert-backed best practices. Let’s see where we stand.

IndianaJones Jr on Reddit said : “If I was an interviewer asking this question, I would expect a personalized answer relevant to yourself, not to specific projects. At least that’s my interpretation.

“What are your experiences in problem-solving?”

Sample answer: Generally, when I’m working on a project I find it’s easier to start at the end and work backwards. I use that to get a broad strokes idea of where my work needs to take me on any particular project and then I head in that direction. I find that when I get to specific problems I can get too stuck on using tried and true methods so I try to encourage myself to use out-of-the-box solutions. For example [your example here]…”

Career expert comments:

The “bones” of this sample answer are solid. It puts emphasis on breaking down the candidate’s thought process and displays patterns through which the candidate solves problems and learns along the way. However, the most important part of the answer — the actual example of a candidate’s problem-solving skills put to practice — remains a placeholder. Remember, the more specific you get in your answer, the better the impression you make on the interviewer. So here, I recommend paying equal attention to a specific situation in which you solved a problem and using the STAR method to tell that story.

Ambitious_Tell_4852 , when discussing the question “Give an example of a challenge you faced and how you overcame it,” said:

“Clearly, that is the standard trick question designed for a prospective new hire to tell a prospective employer about his/her professional weaknesses. Oldest “negative Nelli’’ question imaginable during the interview process. Always keep your answer thorough and positive albeit sickeningly sugar-coated! 😁”

This is, straight-out, a bad piece of advice. If an interviewer wants to hear about your weaknesses, they will ask “What is your greatest weakness?”

A question about overcoming a challenge isn’t a trick question at all. I’d argue it’s actually an opportunity to share some of your proudest wins. But when it comes to answering this question, it’s true that your answers do need to be thorough and positive. This doesn’t mean you need to sugar-coat anything, though. Interviewers don’t want to hear you downplaying your challenges. On the contrary, they want to hear you speak about them honestly and explain what you learned from them. And being able to do so puts a healthy, positive spin on the situation. To put it shortly: provide a real example from your past, answer this question honestly, and emphasize the results and lessons learned.

Here’s an opinion from a hiring manager, Hugh on Quora, about how to answer a question about a time you needed to solve a problem:

“It really doesn’t matter what the problem you describe is or how you solved it. What I am looking/listening for is 1) the size of the problem (the bigger, the better, a broken shoelace before going out on a date is not an impressive problem) and 2) a step-by-step process to a satisfactory solution (if suddenly all variables fell into place does not show me that you solved the problem — you were just there when it solved itself).

I am also looking/listening for an example of how you solve a problem after you are hired. I may have to explain it to my superiors, and I would like to know that I have a complete and accurate story to tell.”

Career expert comments:

A good piece of advice from someone who has first-hand hiring experience. When talking about problem-solving, a detailed description of your process is key. The only thing I wouldn’t agree with is having to choose a “big” problem. If you do have experience solving a big problem, that’s great. But sometimes you won’t have a major problem to talk about, and it largely depends on your level of experience and your position. So pick a relevant difficulty, even if it’s not that big, in which you displayed skills relevant to the role you’re applying for.

Problem-solving skills encompass your logical inference, technical knowledge, adaptability and innovation, leadership potential, decision-making, productivity, and collaboration.
Because these skills are important in the workplace, there’s a variety of problem-solving interview questions recruiters will ask to assess you.
Some of them include behavioral, situational, or technical problem-solving questions.
In order to answer these questions, you need to be aware of your thought processes when faced with a problem.
In your answer, be as specific as you can and use the STAR format whenever possible.
Make sure to highlight outcomes, results, or lessons learned.
As always, the best strategy is to anticipate these questions and prepare rough answers in advance. Including practicing your answer so you’re confident for your interview.

____________________

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Learn how to talk about your proudest accomplishments without bragging or underselling yourself.
Learn how to answer tricky questions about conflict resolution in the workplace.

How can I improve my problem-solving skills?

Stay in the loop with new technologies and trends. Accept challenges and problems as a way to grow, don’t panic over them. Acquire a systematic approach to analyzing problems, break them down into smaller components which will help you discover root causes and devise a solution plan. Practice logical thinking, evaluating evidence, and staying objective. And give yourself time. Perhaps not surprisingly, studies suggest that the more business experience you have, the better you become at problem-solving.

Are there specific resources available to practice problem-solving interview questions?

There’s a variety of resources available to you, such as courses and Youtube tutorials, Facebook/LinkedIn groups, forums such as Reddit and Quora, books, or online platforms like Big Interview. If you’re trying to develop technical problem-solving skills, you might benefit from relevant platforms’ knowledge bases or YT channels; but if you’re looking specifically for how to answer interview questions, platforms like Big Interview are the way to go.

How should I handle a question about a problem-solving scenario I have not encountered before?

Don’t be afraid to ask additional questions for clarification. If you’ve never dealt with this problem before, be honest about it but answer how you would solve the problem if you were faced with it today. Break the problem down into manageable steps, try to recall a similar situation from your own experience that could help you draw parallels, and propose several different solutions.

Can I talk about my problem-solving experiences derived from non-professional settings such as student projects?

Yes, especially if you’re a recent graduate or a candidate with limited experience. You can use experiences and examples from student projects, extracurricular activities, and you can even use examples from your personal life, as long as you present them in a professional manner and connect them to the position you’re applying for. Remember to highlight the results, as well as the skills that helped you solve the problem and that are relevant to the position you’re applying for.

Are there any common mistakes to avoid when answering problem-solving questions during an interview?

The most common mistake is not preparing in advance which causes rambling. You need to make sure that your answer is informative and well-structured, and that you’re not only presenting a solution but also laying down the steps to display your logical reasoning. Make sure not to forget to give credit to teammates if they contributed to solving the problem you chose to talk about. Finally, for a coherent and informative presentation, make sure you use the STAR method.

What can I do if I don’t know the answer to a technical problem-solving question in an interview?

Handle it professionally. You can always try to reach a conclusion by breaking down the problem and thinking out loud to show your thinking mechanism. Draw parallels between the problem at hand and another similar problem you encountered before. Lay down possible solutions, even if you’re not sure they’ll work, and be transparent — feel free to tell the recruiter you’re not sure how to answer it, but make sure you emphasize that you’re open to learning.

Can I ask for help or guidance from the interviewer during a problem-solving question?

Avoid asking for help directly, but ask for clarification in case something is unclear or if you need additional information. Sometimes, the interviewer will take the initiative and provide you with hints to encourage you and see how you think.

How can I demonstrate creativity and resourcefulness when answering problem-solving questions?

It’s all about storytelling! Preparing in advance will provide some space for displaying your creativity. You can do it by making fun analogies or drawing parallels from well-known situations; or making pop-culture references.

Maja Stojanovic

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How to improve your problem solving skills and build effective problem solving strategies

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What is a problem solving process?

What are the problem solving steps I need to follow?

Problem solving strategies

What skills do i need to be an effective problem solver, how can i improve my problem solving skills.

Solving problems is like baking a cake. You can go straight into the kitchen without a recipe or the right ingredients and do your best, but the end result is unlikely to be very tasty!

Using a process to bake a cake allows you to use the best ingredients without waste, collect the right tools, account for allergies, decide whether it is a birthday or wedding cake, and then bake efficiently and on time. The result is a better cake that is fit for purpose, tastes better and has created less mess in the kitchen. Also, it should have chocolate sprinkles. Having a step by step process to solve organizational problems allows you to go through each stage methodically and ensure you are trying to solve the right problems and select the most appropriate, effective solutions.

What are the problem solving steps I need to follow?

All problem solving processes go through a number of steps in order to move from identifying a problem to resolving it.

Depending on your problem solving model and who you ask, there can be anything between four and nine problem solving steps you should follow in order to find the right solution. Whatever framework you and your group use, there are some key items that should be addressed in order to have an effective process.

We’ve looked at problem solving processes from sources such as the American Society for Quality and their four step approach , and Mediate ‘s six step process. By reflecting on those and our own problem solving processes, we’ve come up with a sequence of seven problem solving steps we feel best covers everything you need in order to effectively solve problems.

1. Problem identification

The first stage of any problem solving process is to identify the problem or problems you might want to solve. Effective problem solving strategies always begin by allowing a group scope to articulate what they believe the problem to be and then coming to some consensus over which problem they approach first. Problem solving activities used at this stage often have a focus on creating frank, open discussion so that potential problems can be brought to the surface.

2. Problem analysis

Though this step is not a million miles from problem identification, problem analysis deserves to be considered separately. It can often be an overlooked part of the process and is instrumental when it comes to developing effective solutions.

The process of problem analysis means ensuring that the problem you are seeking to solve is the right problem . As part of this stage, you may look deeper and try to find the root cause of a specific problem at a team or organizational level.

Remember that problem solving strategies should not only be focused on putting out fires in the short term but developing long term solutions that deal with the root cause of organizational challenges.

Whatever your approach, analyzing a problem is crucial in being able to select an appropriate solution and the problem solving skills deployed in this stage are beneficial for the rest of the process and ensuring the solutions you create are fit for purpose.

3. Solution generation

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

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

4. Solution development

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

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

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

5. Decision making

Nearly there! Once your group has reached consensus and selected a solution that applies to the problem at hand you have some decisions to make. You will want to work on allocating ownership of the project, figure out who will do what, how the success of the solution will be measured and decide the next course of action.

The decision making stage is a part of the problem solving process that can get missed or taken as for granted. Fail to properly allocate roles and plan out how a solution will actually be implemented and it less likely to be successful in solving the problem.

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

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

6. Solution implementation

This is what we were waiting for! All problem solving strategies have the end goal of implementing a solution and solving a problem in mind.

Remember that in order for any solution to be successful, you need to help your group through all of the previous problem solving steps thoughtfully. Only then can you ensure that you are solving the right problem but also that you have developed the correct solution and can then successfully implement and measure the impact of that solution.

Project management and communication skills are key here – your solution may need to adjust when out in the wild or you might discover new challenges along the way.

7. Solution evaluation

So you and your team developed a great solution to a problem and have a gut feeling its been solved. Work done, right? Wrong. All problem solving strategies benefit from evaluation, consideration, and feedback. You might find that the solution does not work for everyone, might create new problems, or is potentially so successful that you will want to roll it out to larger teams or as part of other initiatives.

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

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

It’s worth underlining how important record keeping is throughout the problem solving process. If a solution didn’t work, you need to have the data and records to see why that was the case. If you go back to the drawing board, notes from the previous workshop can help save time. Data and insight is invaluable at every stage of the problem solving process and this one is no different.

Problem solving workshops made easy

Problem solving strategies are methods of approaching and facilitating the process of problem-solving with a set of techniques , actions, and processes. Different strategies are more effective if you are trying to solve broad problems such as achieving higher growth versus more focused problems like, how do we improve our customer onboarding process?

Broadly, the problem solving steps outlined above should be included in any problem solving strategy though choosing where to focus your time and what approaches should be taken is where they begin to differ. You might find that some strategies ask for the problem identification to be done prior to the session or that everything happens in the course of a one day workshop.

The key similarity is that all good problem solving strategies are structured and designed. Four hours of open discussion is never going to be as productive as a four-hour workshop designed to lead a group through a problem solving process.

Good problem solving strategies are tailored to the team, organization and problem you will be attempting to solve. Here are some example problem solving strategies you can learn from or use to get started.

Use a workshop to lead a team through a group process

Often, the first step to solving problems or organizational challenges is bringing a group together effectively. Most teams have the tools, knowledge, and expertise necessary to solve their challenges – they just need some guidance in how to use leverage those skills and a structure and format that allows people to focus their energies.

Facilitated workshops are one of the most effective ways of solving problems of any scale. By designing and planning your workshop carefully, you can tailor the approach and scope to best fit the needs of your team and organization.

Problem solving workshop

Creating a bespoke, tailored process
Tackling problems of any size
Building in-house workshop ability and encouraging their use

Workshops are an effective strategy for solving problems. By using tried and test facilitation techniques and methods, you can design and deliver a workshop that is perfectly suited to the unique variables of your organization. You may only have the capacity for a half-day workshop and so need a problem solving process to match.

By using our session planner tool and importing methods from our library of 700+ facilitation techniques, you can create the right problem solving workshop for your team. It might be that you want to encourage creative thinking or look at things from a new angle to unblock your groups approach to problem solving. By tailoring your workshop design to the purpose, you can help ensure great results.

One of the main benefits of a workshop is the structured approach to problem solving. Not only does this mean that the workshop itself will be successful, but many of the methods and techniques will help your team improve their working processes outside of the workshop.

We believe that workshops are one of the best tools you can use to improve the way your team works together. Start with a problem solving workshop and then see what team building, culture or design workshops can do for your organization!

Run a design sprint

Great for:

aligning large, multi-discipline teams
quickly designing and testing solutions
tackling large, complex organizational challenges and breaking them down into smaller tasks

By using design thinking principles and methods, a design sprint is a great way of identifying, prioritizing and prototyping solutions to long term challenges that can help solve major organizational problems with quick action and measurable results.

Some familiarity with design thinking is useful, though not integral, and this strategy can really help a team align if there is some discussion around which problems should be approached first.

The stage-based structure of the design sprint is also very useful for teams new to design thinking. The inspiration phase, where you look to competitors that have solved your problem, and the rapid prototyping and testing phases are great for introducing new concepts that will benefit a team in all their future work.

It can be common for teams to look inward for solutions and so looking to the market for solutions you can iterate on can be very productive. Instilling an agile prototyping and testing mindset can also be great when helping teams move forwards – generating and testing solutions quickly can help save time in the long run and is also pretty exciting!

Break problems down into smaller issues

Organizational challenges and problems are often complicated and large scale in nature. Sometimes, trying to resolve such an issue in one swoop is simply unachievable or overwhelming. Try breaking down such problems into smaller issues that you can work on step by step. You may not be able to solve the problem of churning customers off the bat, but you can work with your team to identify smaller effort but high impact elements and work on those first.

This problem solving strategy can help a team generate momentum, prioritize and get some easy wins. It’s also a great strategy to employ with teams who are just beginning to learn how to approach the problem solving process. If you want some insight into a way to employ this strategy, we recommend looking at our design sprint template below!

Use guiding frameworks or try new methodologies

Some problems are best solved by introducing a major shift in perspective or by using new methodologies that encourage your team to think differently.

Props and tools such as Methodkit , which uses a card-based toolkit for facilitation, or Lego Serious Play can be great ways to engage your team and find an inclusive, democratic problem solving strategy. Remember that play and creativity are great tools for achieving change and whatever the challenge, engaging your participants can be very effective where other strategies may have failed.

LEGO Serious Play

Improving core problem solving skills
Thinking outside of the box
Encouraging creative solutions

LEGO Serious Play is a problem solving methodology designed to get participants thinking differently by using 3D models and kinesthetic learning styles. By physically building LEGO models based on questions and exercises, participants are encouraged to think outside of the box and create their own responses.

Collaborate LEGO Serious Play exercises are also used to encourage communication and build problem solving skills in a group. By using this problem solving process, you can often help different kinds of learners and personality types contribute and unblock organizational problems with creative thinking.

Problem solving strategies like LEGO Serious Play are super effective at helping a team solve more skills-based problems such as communication between teams or a lack of creative thinking. Some problems are not suited to LEGO Serious Play and require a different problem solving strategy.

Card Decks and Method Kits

New facilitators or non-facilitators
Approaching difficult subjects with a simple, creative framework
Engaging those with varied learning styles

Card decks and method kids are great tools for those new to facilitation or for whom facilitation is not the primary role. Card decks such as the emotional culture deck can be used for complete workshops and in many cases, can be used right out of the box. Methodkit has a variety of kits designed for scenarios ranging from personal development through to personas and global challenges so you can find the right deck for your particular needs.

Having an easy to use framework that encourages creativity or a new approach can take some of the friction or planning difficulties out of the workshop process and energize a team in any setting. Simplicity is the key with these methods. By ensuring everyone on your team can get involved and engage with the process as quickly as possible can really contribute to the success of your problem solving strategy.

Source external advice

Looking to peers, experts and external facilitators can be a great way of approaching the problem solving process. Your team may not have the necessary expertise, insights of experience to tackle some issues, or you might simply benefit from a fresh perspective. Some problems may require bringing together an entire team, and coaching managers or team members individually might be the right approach. Remember that not all problems are best resolved in the same manner.

If you’re a solo entrepreneur, peer groups, coaches and mentors can also be invaluable at not only solving specific business problems, but in providing a support network for resolving future challenges. One great approach is to join a Mastermind Group and link up with like-minded individuals and all grow together. Remember that however you approach the sourcing of external advice, do so thoughtfully, respectfully and honestly. Reciprocate where you can and prepare to be surprised by just how kind and helpful your peers can be!

Mastermind Group

Solo entrepreneurs or small teams with low capacity
Peer learning and gaining outside expertise
Getting multiple external points of view quickly

Problem solving in large organizations with lots of skilled team members is one thing, but how about if you work for yourself or in a very small team without the capacity to get the most from a design sprint or LEGO Serious Play session?

A mastermind group – sometimes known as a peer advisory board – is where a group of people come together to support one another in their own goals, challenges, and businesses. Each participant comes to the group with their own purpose and the other members of the group will help them create solutions, brainstorm ideas, and support one another.

Mastermind groups are very effective in creating an energized, supportive atmosphere that can deliver meaningful results. Learning from peers from outside of your organization or industry can really help unlock new ways of thinking and drive growth. Access to the experience and skills of your peers can be invaluable in helping fill the gaps in your own ability, particularly in young companies.

A mastermind group is a great solution for solo entrepreneurs, small teams, or for organizations that feel that external expertise or fresh perspectives will be beneficial for them. It is worth noting that Mastermind groups are often only as good as the participants and what they can bring to the group. Participants need to be committed, engaged and understand how to work in this context.

Coaching and mentoring

Focused learning and development
Filling skills gaps
Working on a range of challenges over time

Receiving advice from a business coach or building a mentor/mentee relationship can be an effective way of resolving certain challenges. The one-to-one format of most coaching and mentor relationships can really help solve the challenges those individuals are having and benefit the organization as a result.

A great mentor can be invaluable when it comes to spotting potential problems before they arise and coming to understand a mentee very well has a host of other business benefits. You might run an internal mentorship program to help develop your team’s problem solving skills and strategies or as part of a large learning and development program. External coaches can also be an important part of your problem solving strategy, filling skills gaps for your management team or helping with specific business issues.

Now we’ve explored the problem solving process and the steps you will want to go through in order to have an effective session, let’s look at the skills you and your team need to be more effective problem solvers.

Problem solving skills are highly sought after, whatever industry or team you work in. Organizations are keen to employ people who are able to approach problems thoughtfully and find strong, realistic solutions. Whether you are a facilitator , a team leader or a developer, being an effective problem solver is a skill you’ll want to develop.

Problem solving skills form a whole suite of techniques and approaches that an individual uses to not only identify problems but to discuss them productively before then developing appropriate solutions.

Here are some of the most important problem solving skills everyone from executives to junior staff members should learn. We’ve also included an activity or exercise from the SessionLab library that can help you and your team develop that skill.

If you’re running a workshop or training session to try and improve problem solving skills in your team, try using these methods to supercharge your process!

Active listening

Active listening is one of the most important skills anyone who works with people can possess. In short, active listening is a technique used to not only better understand what is being said by an individual, but also to be more aware of the underlying message the speaker is trying to convey. When it comes to problem solving, active listening is integral for understanding the position of every participant and to clarify the challenges, ideas and solutions they bring to the table.

Some active listening skills include:

Paying complete attention to the speaker.
Removing distractions.
Avoid interruption.
Taking the time to fully understand before preparing a rebuttal.
Responding respectfully and appropriately.
Demonstrate attentiveness and positivity with an open posture, making eye contact with the speaker, smiling and nodding if appropriate. Show that you are listening and encourage them to continue.
Be aware of and respectful of feelings. Judge the situation and respond appropriately. You can disagree without being disrespectful.
Observe body language.
Paraphrase what was said in your own words, either mentally or verbally.
Remain neutral.
Reflect and take a moment before responding.
Ask deeper questions based on what is said and clarify points where necessary.

Active Listening #hyperisland #skills #active listening #remote-friendly This activity supports participants to reflect on a question and generate their own solutions using simple principles of active listening and peer coaching. It’s an excellent introduction to active listening but can also be used with groups that are already familiar with it. Participants work in groups of three and take turns being: “the subject”, the listener, and the observer.

Analytical skills

All problem solving models require strong analytical skills, particularly during the beginning of the process and when it comes to analyzing how solutions have performed.

Analytical skills are primarily focused on performing an effective analysis by collecting, studying and parsing data related to a problem or opportunity.

It often involves spotting patterns, being able to see things from different perspectives and using observable facts and data to make suggestions or produce insight.

Analytical skills are also important at every stage of the problem solving process and by having these skills, you can ensure that any ideas or solutions you create or backed up analytically and have been sufficiently thought out.

Nine Whys #innovation #issue analysis #liberating structures With breathtaking simplicity, you can rapidly clarify for individuals and a group what is essentially important in their work. You can quickly reveal when a compelling purpose is missing in a gathering and avoid moving forward without clarity. When a group discovers an unambiguous shared purpose, more freedom and more responsibility are unleashed. You have laid the foundation for spreading and scaling innovations with fidelity.

Collaboration

Trying to solve problems on your own is difficult. Being able to collaborate effectively, with a free exchange of ideas, to delegate and be a productive member of a team is hugely important to all problem solving strategies.

Remember that whatever your role, collaboration is integral, and in a problem solving process, you are all working together to find the best solution for everyone.

Marshmallow challenge with debriefing #teamwork #team #leadership #collaboration In eighteen minutes, teams must build the tallest free-standing structure out of 20 sticks of spaghetti, one yard of tape, one yard of string, and one marshmallow. The marshmallow needs to be on top. The Marshmallow Challenge was developed by Tom Wujec, who has done the activity with hundreds of groups around the world. Visit the Marshmallow Challenge website for more information. This version has an extra debriefing question added with sample questions focusing on roles within the team.

Communication

Being an effective communicator means being empathetic, clear and succinct, asking the right questions, and demonstrating active listening skills throughout any discussion or meeting.

In a problem solving setting, you need to communicate well in order to progress through each stage of the process effectively. As a team leader, it may also fall to you to facilitate communication between parties who may not see eye to eye. Effective communication also means helping others to express themselves and be heard in a group.

Bus Trip #feedback #communication #appreciation #closing #thiagi #team This is one of my favourite feedback games. I use Bus Trip at the end of a training session or a meeting, and I use it all the time. The game creates a massive amount of energy with lots of smiles, laughs, and sometimes even a teardrop or two.

Creative problem solving skills can be some of the best tools in your arsenal. Thinking creatively, being able to generate lots of ideas and come up with out of the box solutions is useful at every step of the process.

The kinds of problems you will likely discuss in a problem solving workshop are often difficult to solve, and by approaching things in a fresh, creative manner, you can often create more innovative solutions.

Having practical creative skills is also a boon when it comes to problem solving. If you can help create quality design sketches and prototypes in record time, it can help bring a team to alignment more quickly or provide a base for further iteration.

The paper clip method #sharing #creativity #warm up #idea generation #brainstorming The power of brainstorming. A training for project leaders, creativity training, and to catalyse getting new solutions.

Critical thinking

Critical thinking is one of the fundamental problem solving skills you’ll want to develop when working on developing solutions. Critical thinking is the ability to analyze, rationalize and evaluate while being aware of personal bias, outlying factors and remaining open-minded.

Defining and analyzing problems without deploying critical thinking skills can mean you and your team go down the wrong path. Developing solutions to complex issues requires critical thinking too – ensuring your team considers all possibilities and rationally evaluating them.

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

Data analysis

Though it shares lots of space with general analytical skills, data analysis skills are something you want to cultivate in their own right in order to be an effective problem solver.

Being good at data analysis doesn’t just mean being able to find insights from data, but also selecting the appropriate data for a given issue, interpreting it effectively and knowing how to model and present that data. Depending on the problem at hand, it might also include a working knowledge of specific data analysis tools and procedures.

Having a solid grasp of data analysis techniques is useful if you’re leading a problem solving workshop but if you’re not an expert, don’t worry. Bring people into the group who has this skill set and help your team be more effective as a result.

Decision making

All problems need a solution and all solutions require that someone make the decision to implement them. Without strong decision making skills, teams can become bogged down in discussion and less effective as a result.

Making decisions is a key part of the problem solving process. It’s important to remember that decision making is not restricted to the leadership team. Every staff member makes decisions every day and developing these skills ensures that your team is able to solve problems at any scale. Remember that making decisions does not mean leaping to the first solution but weighing up the options and coming to an informed, well thought out solution to any given problem that works for the whole team.

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

Dependability

Most complex organizational problems require multiple people to be involved in delivering the solution. Ensuring that the team and organization can depend on you to take the necessary actions and communicate where necessary is key to ensuring problems are solved effectively.

Being dependable also means working to deadlines and to brief. It is often a matter of creating trust in a team so that everyone can depend on one another to complete the agreed actions in the agreed time frame so that the team can move forward together. Being undependable can create problems of friction and can limit the effectiveness of your solutions so be sure to bear this in mind throughout a project.

Team Purpose & Culture #team #hyperisland #culture #remote-friendly This is an essential process designed to help teams define their purpose (why they exist) and their culture (how they work together to achieve that purpose). Defining these two things will help any team to be more focused and aligned. With support of tangible examples from other companies, the team members work as individuals and a group to codify the way they work together. The goal is a visual manifestation of both the purpose and culture that can be put up in the team’s work space.

Emotional intelligence

Emotional intelligence is an important skill for any successful team member, whether communicating internally or with clients or users. In the problem solving process, emotional intelligence means being attuned to how people are feeling and thinking, communicating effectively and being self-aware of what you bring to a room.

There are often differences of opinion when working through problem solving processes, and it can be easy to let things become impassioned or combative. Developing your emotional intelligence means being empathetic to your colleagues and managing your own emotions throughout the problem and solution process. Be kind, be thoughtful and put your points across care and attention.

Being emotionally intelligent is a skill for life and by deploying it at work, you can not only work efficiently but empathetically. Check out the emotional culture workshop template for more!

Facilitation

As we’ve clarified in our facilitation skills post, facilitation is the art of leading people through processes towards agreed-upon objectives in a manner that encourages participation, ownership, and creativity by all those involved. While facilitation is a set of interrelated skills in itself, the broad definition of facilitation can be invaluable when it comes to problem solving. Leading a team through a problem solving process is made more effective if you improve and utilize facilitation skills – whether you’re a manager, team leader or external stakeholder.

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

Flexibility

Being flexible is a vital skill when it comes to problem solving. This does not mean immediately bowing to pressure or changing your opinion quickly: instead, being flexible is all about seeing things from new perspectives, receiving new information and factoring it into your thought process.

Flexibility is also important when it comes to rolling out solutions. It might be that other organizational projects have greater priority or require the same resources as your chosen solution. Being flexible means understanding needs and challenges across the team and being open to shifting or arranging your own schedule as necessary. Again, this does not mean immediately making way for other projects. It’s about articulating your own needs, understanding the needs of others and being able to come to a meaningful compromise.

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

Working in any group can lead to unconscious elements of groupthink or situations in which you may not wish to be entirely honest. Disagreeing with the opinions of the executive team or wishing to save the feelings of a coworker can be tricky to navigate, but being honest is absolutely vital when to comes to developing effective solutions and ensuring your voice is heard.

Remember that being honest does not mean being brutally candid. You can deliver your honest feedback and opinions thoughtfully and without creating friction by using other skills such as emotional intelligence.

Explore your Values #hyperisland #skills #values #remote-friendly Your Values is an exercise for participants to explore what their most important values are. It’s done in an intuitive and rapid way to encourage participants to follow their intuitive feeling rather than over-thinking and finding the “correct” values. It is a good exercise to use to initiate reflection and dialogue around personal values.

Initiative

The problem solving process is multi-faceted and requires different approaches at certain points of the process. Taking initiative to bring problems to the attention of the team, collect data or lead the solution creating process is always valuable. You might even roadtest your own small scale solutions or brainstorm before a session. Taking initiative is particularly effective if you have good deal of knowledge in that area or have ownership of a particular project and want to get things kickstarted.

That said, be sure to remember to honor the process and work in service of the team. If you are asked to own one part of the problem solving process and you don’t complete that task because your initiative leads you to work on something else, that’s not an effective method of solving business challenges.

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

Impartiality

A particularly useful problem solving skill for product owners or managers is the ability to remain impartial throughout much of the process. In practice, this means treating all points of view and ideas brought forward in a meeting equally and ensuring that your own areas of interest or ownership are not favored over others.

There may be a stage in the process where a decision maker has to weigh the cost and ROI of possible solutions against the company roadmap though even then, ensuring that the decision made is based on merit and not personal opinion.

Empathy map #frame insights #create #design #issue analysis An empathy map is a tool to help a design team to empathize with the people they are designing for. You can make an empathy map for a group of people or for a persona. To be used after doing personas when more insights are needed.

Being a good leader means getting a team aligned, energized and focused around a common goal. In the problem solving process, strong leadership helps ensure that the process is efficient, that any conflicts are resolved and that a team is managed in the direction of success.

It’s common for managers or executives to assume this role in a problem solving workshop, though it’s important that the leader maintains impartiality and does not bulldoze the group in a particular direction. Remember that good leadership means working in service of the purpose and team and ensuring the workshop is a safe space for employees of any level to contribute. Take a look at our leadership games and activities post for more exercises and methods to help improve leadership in your organization.

Leadership Pizza #leadership #team #remote-friendly This leadership development activity offers a self-assessment framework for people to first identify what skills, attributes and attitudes they find important for effective leadership, and then assess their own development and initiate goal setting.

In the context of problem solving, mediation is important in keeping a team engaged, happy and free of conflict. When leading or facilitating a problem solving workshop, you are likely to run into differences of opinion. Depending on the nature of the problem, certain issues may be brought up that are emotive in nature.

Being an effective mediator means helping those people on either side of such a divide are heard, listen to one another and encouraged to find common ground and a resolution. Mediating skills are useful for leaders and managers in many situations and the problem solving process is no different.

Conflict Responses #hyperisland #team #issue resolution A workshop for a team to reflect on past conflicts, and use them to generate guidelines for effective conflict handling. The workshop uses the Thomas-Killman model of conflict responses to frame a reflective discussion. Use it to open up a discussion around conflict with a team.

Planning

Solving organizational problems is much more effective when following a process or problem solving model. Planning skills are vital in order to structure, deliver and follow-through on a problem solving workshop and ensure your solutions are intelligently deployed.

Planning skills include the ability to organize tasks and a team, plan and design the process and take into account any potential challenges. Taking the time to plan carefully can save time and frustration later in the process and is valuable for ensuring a team is positioned for success.

3 Action Steps #hyperisland #action #remote-friendly This is a small-scale strategic planning session that helps groups and individuals to take action toward a desired change. It is often used at the end of a workshop or programme. The group discusses and agrees on a vision, then creates some action steps that will lead them towards that vision. The scope of the challenge is also defined, through discussion of the helpful and harmful factors influencing the group.

Prioritization

As organisations grow, the scale and variation of problems they face multiplies. Your team or is likely to face numerous challenges in different areas and so having the skills to analyze and prioritize becomes very important, particularly for those in leadership roles.

A thorough problem solving process is likely to deliver multiple solutions and you may have several different problems you wish to solve simultaneously. Prioritization is the ability to measure the importance, value, and effectiveness of those possible solutions and choose which to enact and in what order. The process of prioritization is integral in ensuring the biggest challenges are addressed with the most impactful solutions.

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

Project management

Some problem solving skills are utilized in a workshop or ideation phases, while others come in useful when it comes to decision making. Overseeing an entire problem solving process and ensuring its success requires strong project management skills.

While project management incorporates many of the other skills listed here, it is important to note the distinction of considering all of the factors of a project and managing them successfully. Being able to negotiate with stakeholders, manage tasks, time and people, consider costs and ROI, and tie everything together is massively helpful when going through the problem solving process.

Record keeping

Working out meaningful solutions to organizational challenges is only one part of the process. Thoughtfully documenting and keeping records of each problem solving step for future consultation is important in ensuring efficiency and meaningful change.

For example, some problems may be lower priority than others but can be revisited in the future. If the team has ideated on solutions and found some are not up to the task, record those so you can rule them out and avoiding repeating work. Keeping records of the process also helps you improve and refine your problem solving model next time around!

Personal Kanban #gamestorming #action #agile #project planning Personal Kanban is a tool for organizing your work to be more efficient and productive. It is based on agile methods and principles.

Research skills

Conducting research to support both the identification of problems and the development of appropriate solutions is important for an effective process. Knowing where to go to collect research, how to conduct research efficiently, and identifying pieces of research are relevant are all things a good researcher can do well.

In larger groups, not everyone has to demonstrate this ability in order for a problem solving workshop to be effective. That said, having people with research skills involved in the process, particularly if they have existing area knowledge, can help ensure the solutions that are developed with data that supports their intention. Remember that being able to deliver the results of research efficiently and in a way the team can easily understand is also important. The best data in the world is only as effective as how it is delivered and interpreted.

Customer experience map #ideation #concepts #research #design #issue analysis #remote-friendly Customer experience mapping is a method of documenting and visualizing the experience a customer has as they use the product or service. It also maps out their responses to their experiences. To be used when there is a solution (even in a conceptual stage) that can be analyzed.

Risk management

Managing risk is an often overlooked part of the problem solving process. Solutions are often developed with the intention of reducing exposure to risk or solving issues that create risk but sometimes, great solutions are more experimental in nature and as such, deploying them needs to be carefully considered.

Managing risk means acknowledging that there may be risks associated with more out of the box solutions or trying new things, but that this must be measured against the possible benefits and other organizational factors.

Be informed, get the right data and stakeholders in the room and you can appropriately factor risk into your decision making process.

Decisions, Decisions… #communication #decision making #thiagi #action #issue analysis When it comes to decision-making, why are some of us more prone to take risks while others are risk-averse? One explanation might be the way the decision and options were presented. This exercise, based on Kahneman and Tversky’s classic study , illustrates how the framing effect influences our judgement and our ability to make decisions . The participants are divided into two groups. Both groups are presented with the same problem and two alternative programs for solving them. The two programs both have the same consequences but are presented differently. The debriefing discussion examines how the framing of the program impacted the participant’s decision.

Team-building

No single person is as good at problem solving as a team. Building an effective team and helping them come together around a common purpose is one of the most important problem solving skills, doubly so for leaders. By bringing a team together and helping them work efficiently, you pave the way for team ownership of a problem and the development of effective solutions.

In a problem solving workshop, it can be tempting to jump right into the deep end, though taking the time to break the ice, energize the team and align them with a game or exercise will pay off over the course of the day.

Remember that you will likely go through the problem solving process multiple times over an organization’s lifespan and building a strong team culture will make future problem solving more effective. It’s also great to work with people you know, trust and have fun with. Working on team building in and out of the problem solving process is a hallmark of successful teams that can work together to solve business problems.

9 Dimensions Team Building Activity #ice breaker #teambuilding #team #remote-friendly 9 Dimensions is a powerful activity designed to build relationships and trust among team members. There are 2 variations of this icebreaker. The first version is for teams who want to get to know each other better. The second version is for teams who want to explore how they are working together as a team.

Time management

The problem solving process is designed to lead a team from identifying a problem through to delivering a solution and evaluating its effectiveness. Without effective time management skills or timeboxing of tasks, it can be easy for a team to get bogged down or be inefficient.

By using a problem solving model and carefully designing your workshop, you can allocate time efficiently and trust that the process will deliver the results you need in a good timeframe.

Time management also comes into play when it comes to rolling out solutions, particularly those that are experimental in nature. Having a clear timeframe for implementing and evaluating solutions is vital for ensuring their success and being able to pivot if necessary.

Improving your skills at problem solving is often a career-long pursuit though there are methods you can use to make the learning process more efficient and to supercharge your problem solving skillset.

Remember that the skills you need to be a great problem solver have a large overlap with those skills you need to be effective in any role. Investing time and effort to develop your active listening or critical thinking skills is valuable in any context. Here are 7 ways to improve your problem solving skills.

Share best practices

Remember that your team is an excellent source of skills, wisdom, and techniques and that you should all take advantage of one another where possible. Best practices that one team has for solving problems, conducting research or making decisions should be shared across the organization. If you have in-house staff that have done active listening training or are data analysis pros, have them lead a training session.

Your team is one of your best resources. Create space and internal processes for the sharing of skills so that you can all grow together.

Ask for help and attend training

Once you’ve figured out you have a skills gap, the next step is to take action to fill that skills gap. That might be by asking your superior for training or coaching, or liaising with team members with that skill set. You might even attend specialized training for certain skills – active listening or critical thinking, for example, are business-critical skills that are regularly offered as part of a training scheme.

Whatever method you choose, remember that taking action of some description is necessary for growth. Whether that means practicing, getting help, attending training or doing some background reading, taking active steps to improve your skills is the way to go.

Learn a process

Problem solving can be complicated, particularly when attempting to solve large problems for the first time. Using a problem solving process helps give structure to your problem solving efforts and focus on creating outcomes, rather than worrying about the format.

Tools such as the seven-step problem solving process above are effective because not only do they feature steps that will help a team solve problems, they also develop skills along the way. Each step asks for people to engage with the process using different skills and in doing so, helps the team learn and grow together. Group processes of varying complexity and purpose can also be found in the SessionLab library of facilitation techniques . Using a tried and tested process and really help ease the learning curve for both those leading such a process, as well as those undergoing the purpose.

Effective teams make decisions about where they should and shouldn’t expend additional effort. By using a problem solving process, you can focus on the things that matter, rather than stumbling towards a solution haphazardly.

Create a feedback loop

Some skills gaps are more obvious than others. It’s possible that your perception of your active listening skills differs from those of your colleagues.

It’s valuable to create a system where team members can provide feedback in an ordered and friendly manner so they can all learn from one another. Only by identifying areas of improvement can you then work to improve them.

Remember that feedback systems require oversight and consideration so that they don’t turn into a place to complain about colleagues. Design the system intelligently so that you encourage the creation of learning opportunities, rather than encouraging people to list their pet peeves.

While practice might not make perfect, it does make the problem solving process easier. If you are having trouble with critical thinking, don’t shy away from doing it. Get involved where you can and stretch those muscles as regularly as possible.

Problem solving skills come more naturally to some than to others and that’s okay. Take opportunities to get involved and see where you can practice your skills in situations outside of a workshop context. Try collaborating in other circumstances at work or conduct data analysis on your own projects. You can often develop those skills you need for problem solving simply by doing them. Get involved!

Use expert exercises and methods

Learn from the best. Our library of 700+ facilitation techniques is full of activities and methods that help develop the skills you need to be an effective problem solver. Check out our templates to see how to approach problem solving and other organizational challenges in a structured and intelligent manner.

There is no single approach to improving problem solving skills, but by using the techniques employed by others you can learn from their example and develop processes that have seen proven results.

Try new ways of thinking and change your mindset

Using tried and tested exercises that you know well can help deliver results, but you do run the risk of missing out on the learning opportunities offered by new approaches. As with the problem solving process, changing your mindset can remove blockages and be used to develop your problem solving skills.

Most teams have members with mixed skill sets and specialties. Mix people from different teams and share skills and different points of view. Teach your customer support team how to use design thinking methods or help your developers with conflict resolution techniques. Try switching perspectives with facilitation techniques like Flip It! or by using new problem solving methodologies or models. Give design thinking, liberating structures or lego serious play a try if you want to try a new approach. You will find that framing problems in new ways and using existing skills in new contexts can be hugely useful for personal development and improving your skillset. It’s also a lot of fun to try new things. Give it a go!

Encountering business challenges and needing to find appropriate solutions is not unique to your organization. Lots of very smart people have developed methods, theories and approaches to help develop problem solving skills and create effective solutions. Learn from them!

Books like The Art of Thinking Clearly , Think Smarter, or Thinking Fast, Thinking Slow are great places to start, though it’s also worth looking at blogs related to organizations facing similar problems to yours, or browsing for success stories. Seeing how Dropbox massively increased growth and working backward can help you see the skills or approach you might be lacking to solve that same problem. Learning from others by reading their stories or approaches can be time-consuming but ultimately rewarding.

A tired, distracted mind is not in the best position to learn new skills. It can be tempted to burn the candle at both ends and develop problem solving skills outside of work. Absolutely use your time effectively and take opportunities for self-improvement, though remember that rest is hugely important and that without letting your brain rest, you cannot be at your most effective.

Creating distance between yourself and the problem you might be facing can also be useful. By letting an idea sit, you can find that a better one presents itself or you can develop it further. Take regular breaks when working and create a space for downtime. Remember that working smarter is preferable to working harder and that self-care is important for any effective learning or improvement process.

Want to design better group processes?

Over to you

Now we’ve explored some of the key problem solving skills and the problem solving steps necessary for an effective process, you’re ready to begin developing more effective solutions and leading problem solving workshops.

Need more inspiration? Check out our post on problem solving activities you can use when guiding a group towards a great solution in your next workshop or meeting. Have questions? Did you have a great problem solving technique you use with your team? Get in touch in the comments below. We’d love to chat!

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The Art of Effective Problem Solving: A Step-by-Step Guide

Author: Daniel Croft

Daniel Croft is an experienced continuous improvement manager with a Lean Six Sigma Black Belt and a Bachelor's degree in Business Management. With more than ten years of experience applying his skills across various industries, Daniel specializes in optimizing processes and improving efficiency. His approach combines practical experience with a deep understanding of business fundamentals to drive meaningful change.

Whether we realise it or not, problem solving skills are an important part of our daily lives. From resolving a minor annoyance at home to tackling complex business challenges at work, our ability to solve problems has a significant impact on our success and happiness. However, not everyone is naturally gifted at problem-solving, and even those who are can always improve their skills. In this blog post, we will go over the art of effective problem-solving step by step.

You will learn how to define a problem, gather information, assess alternatives, and implement a solution, all while honing your critical thinking and creative problem-solving skills. Whether you’re a seasoned problem solver or just getting started, this guide will arm you with the knowledge and tools you need to face any challenge with confidence. So let’s get started!

Problem Solving Methodologies

Individuals and organisations can use a variety of problem-solving methodologies to address complex challenges. 8D and A3 problem solving techniques are two popular methodologies in the Lean Six Sigma framework.

Methodology of 8D (Eight Discipline) Problem Solving:

The 8D problem solving methodology is a systematic, team-based approach to problem solving. It is a method that guides a team through eight distinct steps to solve a problem in a systematic and comprehensive manner.

The 8D process consists of the following steps:

Form a team: Assemble a group of people who have the necessary expertise to work on the problem.
Define the issue: Clearly identify and define the problem, including the root cause and the customer impact.
Create a temporary containment plan: Put in place a plan to lessen the impact of the problem until a permanent solution can be found.
Identify the root cause: To identify the underlying causes of the problem, use root cause analysis techniques such as Fishbone diagrams and Pareto charts.
Create and test long-term corrective actions: Create and test a long-term solution to eliminate the root cause of the problem.
Implement and validate the permanent solution: Implement and validate the permanent solution’s effectiveness.
Prevent recurrence: Put in place measures to keep the problem from recurring.
Recognize and reward the team: Recognize and reward the team for its efforts.

Download the 8D Problem Solving Template

A3 Problem Solving Method:

The A3 problem solving technique is a visual, team-based problem-solving approach that is frequently used in Lean Six Sigma projects. The A3 report is a one-page document that clearly and concisely outlines the problem, root cause analysis, and proposed solution.

The A3 problem-solving procedure consists of the following steps:

Determine the issue: Define the issue clearly, including its impact on the customer.
Perform root cause analysis: Identify the underlying causes of the problem using root cause analysis techniques.
Create and implement a solution: Create and implement a solution that addresses the problem’s root cause.
Monitor and improve the solution: Keep an eye on the solution’s effectiveness and make any necessary changes.

Subsequently, in the Lean Six Sigma framework, the 8D and A3 problem solving methodologies are two popular approaches to problem solving. Both methodologies provide a structured, team-based problem-solving approach that guides individuals through a comprehensive and systematic process of identifying, analysing, and resolving problems in an effective and efficient manner.

Step 1 – Define the Problem

The definition of the problem is the first step in effective problem solving. This may appear to be a simple task, but it is actually quite difficult. This is because problems are frequently complex and multi-layered, making it easy to confuse symptoms with the underlying cause. To avoid this pitfall, it is critical to thoroughly understand the problem.

To begin, ask yourself some clarifying questions:

What exactly is the issue?
What are the problem’s symptoms or consequences?
Who or what is impacted by the issue?
When and where does the issue arise?

Answering these questions will assist you in determining the scope of the problem. However, simply describing the problem is not always sufficient; you must also identify the root cause. The root cause is the underlying cause of the problem and is usually the key to resolving it permanently.

Try asking “why” questions to find the root cause:

What causes the problem?
Why does it continue?
Why does it have the effects that it does?

By repeatedly asking “ why ,” you’ll eventually get to the bottom of the problem. This is an important step in the problem-solving process because it ensures that you’re dealing with the root cause rather than just the symptoms.

Once you have a firm grasp on the issue, it is time to divide it into smaller, more manageable chunks. This makes tackling the problem easier and reduces the risk of becoming overwhelmed. For example, if you’re attempting to solve a complex business problem, you might divide it into smaller components like market research, product development, and sales strategies.

To summarise step 1, defining the problem is an important first step in effective problem-solving. You will be able to identify the root cause and break it down into manageable parts if you take the time to thoroughly understand the problem. This will prepare you for the next step in the problem-solving process, which is gathering information and brainstorming ideas.

Step 2 – Gather Information and Brainstorm Ideas

Gathering information and brainstorming ideas is the next step in effective problem solving. This entails researching the problem and relevant information, collaborating with others, and coming up with a variety of potential solutions. This increases your chances of finding the best solution to the problem.

Begin by researching the problem and relevant information. This could include reading articles, conducting surveys, or consulting with experts. The goal is to collect as much information as possible in order to better understand the problem and possible solutions.

Next, work with others to gather a variety of perspectives. Brainstorming with others can be an excellent way to come up with new and creative ideas. Encourage everyone to share their thoughts and ideas when working in a group, and make an effort to actively listen to what others have to say. Be open to new and unconventional ideas and resist the urge to dismiss them too quickly.

Finally, use brainstorming to generate a wide range of potential solutions. This is the place where you can let your imagination run wild. At this stage, don’t worry about the feasibility or practicality of the solutions; instead, focus on generating as many ideas as possible. Write down everything that comes to mind, no matter how ridiculous or unusual it may appear. This can be done individually or in groups.

Once you’ve compiled a list of potential solutions, it’s time to assess them and select the best one. This is the next step in the problem-solving process, which we’ll go over in greater detail in the following section.

Step 3 – Evaluate Options and Choose the Best Solution

Once you’ve compiled a list of potential solutions, it’s time to assess them and select the best one. This is the third step in effective problem solving, and it entails weighing the advantages and disadvantages of each solution, considering their feasibility and practicability, and selecting the solution that is most likely to solve the problem effectively.

To begin, weigh the advantages and disadvantages of each solution. This will assist you in determining the potential outcomes of each solution and deciding which is the best option. For example, a quick and easy solution may not be the most effective in the long run, whereas a more complex and time-consuming solution may be more effective in solving the problem in the long run.

Consider each solution’s feasibility and practicability. Consider the following:

Can the solution be implemented within the available resources, time, and budget?
What are the possible barriers to implementing the solution?
Is the solution feasible in today’s political, economic, and social environment?

You’ll be able to tell which solutions are likely to succeed and which aren’t by assessing their feasibility and practicability.

Finally, choose the solution that is most likely to effectively solve the problem. This solution should be based on the criteria you’ve established, such as the advantages and disadvantages of each solution, their feasibility and practicability, and your overall goals.

It is critical to remember that there is no one-size-fits-all solution to problems. What is effective for one person or situation may not be effective for another. This is why it is critical to consider a wide range of solutions and evaluate each one based on its ability to effectively solve the problem.

Step 4 – Implement and Monitor the Solution

Communication the missing peice from Lean Six Sigma - Learnleansigma

When you’ve decided on the best solution, it’s time to put it into action. The fourth and final step in effective problem solving is to put the solution into action, monitor its progress, and make any necessary adjustments.

To begin, implement the solution. This may entail delegating tasks, developing a strategy, and allocating resources. Ascertain that everyone involved understands their role and responsibilities in the solution’s implementation.

Next, keep an eye on the solution’s progress. This may entail scheduling regular check-ins, tracking metrics, and soliciting feedback from others. You will be able to identify any potential roadblocks and make any necessary adjustments in a timely manner if you monitor the progress of the solution.

Finally, make any necessary modifications to the solution. This could entail changing the solution, altering the plan of action, or delegating different tasks. Be willing to make changes if they will improve the solution or help it solve the problem more effectively.

It’s important to remember that problem solving is an iterative process, and there may be times when you need to start from scratch. This is especially true if the initial solution does not effectively solve the problem. In these situations, it’s critical to be adaptable and flexible and to keep trying new solutions until you find the one that works best.

To summarise, effective problem solving is a critical skill that can assist individuals and organisations in overcoming challenges and achieving their objectives. Effective problem solving consists of four key steps: defining the problem, generating potential solutions, evaluating alternatives and selecting the best solution, and implementing the solution.

You can increase your chances of success in problem solving by following these steps and considering factors such as the pros and cons of each solution, their feasibility and practicability, and making any necessary adjustments. Furthermore, keep in mind that problem solving is an iterative process, and there may be times when you need to go back to the beginning and restart. Maintain your adaptability and try new solutions until you find the one that works best for you.

Novick, L.R. and Bassok, M., 2005. Problem Solving . Cambridge University Press.

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Daniel Croft

Daniel Croft is a seasoned continuous improvement manager with a Black Belt in Lean Six Sigma. With over 10 years of real-world application experience across diverse sectors, Daniel has a passion for optimizing processes and fostering a culture of efficiency. He's not just a practitioner but also an avid learner, constantly seeking to expand his knowledge. Outside of his professional life, Daniel has a keen Investing, statistics and knowledge-sharing, which led him to create the website www.learnleansigma.com, a platform dedicated to Lean Six Sigma and process improvement insights.

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15 Common Problem-Solving Interview Questions

In an interview for a big tech company, I was asked if I’d ever resolved a fight — and the exact way I went about handling it. I felt blindsided, and I stammered my way through an excuse of an answer.

It’s a familiar scenario to fellow technical job seekers — and one that risks leaving a sour taste in our mouths. As candidate experience becomes an increasingly critical component of the hiring process, recruiters need to ensure the problem-solving interview questions they prepare don’t dissuade talent in the first place.

Interview questions designed to gauge a candidate’s problem-solving skills are more often than not challenging and vague. Assessing a multifaceted skill like problem solving is tricky — a good problem solver owns the full solution and result, researches well, solves creatively and takes action proactively.

It’s hard to establish an effective way to measure such a skill. But it’s not impossible.

We recommend taking an informed and prepared approach to testing candidates’ problem-solving skills . With that in mind, here’s a list of a few common problem-solving interview questions, the science behind them — and how you can go about administering your own problem-solving questions with the unique challenges of your organization in mind.

Key Takeaways for Effective Problem-Solving Interview Questions

Problem solving lies at the heart of programming.
Testing a candidate’s problem-solving skills goes beyond the IDE. Problem-solving interview questions should test both technical skills and soft skills.
STAR, SOAR and PREP are methods a candidate can use to answer some non-technical problem-solving interview questions.
Generic problem-solving interview questions go a long way in gauging a candidate’s fit. But you can go one step further by customizing them according to your company’s service, product, vision, and culture.

Technical Problem-Solving Interview Question Examples

Evaluating a candidates’ problem-solving skills while using coding challenges might seem intimidating. The secret is that coding challenges test many things at the same time — like the candidate’s knowledge of data structures and algorithms, clean code practices, and proficiency in specific programming languages, to name a few examples.

Problem solving itself might at first seem like it’s taking a back seat. But technical problem solving lies at the heart of programming, and most coding questions are designed to test a candidate’s problem-solving abilities.

Here are a few examples of technical problem-solving questions:

1. Mini-Max Sum

This well-known challenge, which asks the interviewee to find the maximum and minimum sum among an array of given numbers, is based on a basic but important programming concept called sorting, as well as integer overflow. It tests the candidate’s observational skills, and the answer should elicit a logical, ad-hoc solution.

2. Organizing Containers of Balls

This problem tests the candidate’s knowledge of a variety of programming concepts, like 2D arrays, sorting and iteration. Organizing colored balls in containers based on various conditions is a common question asked in competitive examinations and job interviews, because it’s an effective way to test multiple facets of a candidate’s problem-solving skills.

3. Build a Palindrome

This is a tough problem to crack, and the candidate’s knowledge of concepts like strings and dynamic programming plays a significant role in solving this challenge. This problem-solving example tests the candidate’s ability to think on their feet as well as their ability to write clean, optimized code.

4. Subarray Division

Based on a technique used for searching pairs in a sorted array ( called the “two pointers” technique ), this problem can be solved in just a few lines and judges the candidate’s ability to optimize (as well as basic mathematical skills).

5. The Grid Search

This is a problem of moderate difficulty and tests the candidate’s knowledge of strings and searching algorithms, the latter of which is regularly tested in developer interviews across all levels.

Common Non-Technical Problem-Solving Interview Questions

Testing a candidate’s problem-solving skills goes beyond the IDE . Everyday situations can help illustrate competency, so here are a few questions that focus on past experiences and hypothetical situations to help interviewers gauge problem-solving skills.

1. Given the problem of selecting a new tool to invest in, where and how would you begin this task?

Key Insight : This question offers insight into the candidate’s research skills. Ideally, they would begin by identifying the problem, interviewing stakeholders, gathering insights from the team, and researching what tools exist to best solve for the team’s challenges and goals.

2. Have you ever recognized a potential problem and addressed it before it occurred?

Key Insight: Prevention is often better than cure. The ability to recognize a problem before it occurs takes intuition and an understanding of business needs.

3. A teammate on a time-sensitive project confesses that he’s made a mistake, and it’s putting your team at risk of missing key deadlines. How would you respond?

Key Insight: Sometimes, all the preparation in the world still won’t stop a mishap. Thinking on your feet and managing stress are skills that this question attempts to unearth. Like any other skill, they can be cultivated through practice.

4. Tell me about a time you used a unique problem-solving approach.

Key Insight: Creativity can manifest in many ways, including original or novel ways to tackle a problem. Methods like the 10X approach and reverse brainstorming are a couple of unique approaches to problem solving.

5. Have you ever broken rules for the “greater good?” If yes, can you walk me through the situation?

Key Insight: “Ask for forgiveness, not for permission.” It’s unconventional, but in some situations, it may be the mindset needed to drive a solution to a problem.

6. Tell me about a weakness you overcame at work, and the approach you took.

Key Insight: According to Compass Partnership , “self-awareness allows us to understand how and why we respond in certain situations, giving us the opportunity to take charge of these responses.” It’s easy to get overwhelmed when faced with a problem. Candidates showing high levels of self-awareness are positioned to handle it well.

7. Have you ever owned up to a mistake at work? Can you tell me about it?

Key Insight: Everybody makes mistakes. But owning up to them can be tough, especially at a workplace. Not only does it take courage, but it also requires honesty and a willingness to improve, all signs of 1) a reliable employee and 2) an effective problem solver.

8. How would you approach working with an upset customer?

Key Insight: With the rise of empathy-driven development and more companies choosing to bridge the gap between users and engineers, today’s tech teams speak directly with customers more frequently than ever before. This question brings to light the candidate’s interpersonal skills in a client-facing environment.

9. Have you ever had to solve a problem on your own, but needed to ask for additional help? How did you go about it?

Key Insight: Knowing when you need assistance to complete a task or address a situation is an important quality to have while problem solving. This questions helps the interviewer get a sense of the candidate’s ability to navigate those waters.

10. Let’s say you disagree with your colleague on how to move forward with a project. How would you go about resolving the disagreement?

Key Insight: Conflict resolution is an extremely handy skill for any employee to have; an ideal answer to this question might contain a brief explanation of the conflict or situation, the role played by the candidate and the steps taken by them to arrive at a positive resolution or outcome.

Strategies for Answering Problem-Solving Questions

If you’re a job seeker, chances are you’ll encounter this style of question in your various interview experiences. While problem-solving interview questions may appear simple, they can be easy to fumble — leaving the interviewer without a clear solution or outcome.

It’s important to approach such questions in a structured manner. Here are a few tried-and-true methods to employ in your next problem-solving interview.

1. Shine in Interviews With the STAR Method

S ituation, T ask, A ction, and R esult is a great method that can be employed to answer a problem-solving or behavioral interview question. Here’s a breakdown of these steps:

Situation : A good way to address almost any interview question is to lay out and define the situation and circumstances.
Task : Define the problem or goal that needs to be addressed. Coding questions are often multifaceted, so this step is particularly important when answering technical problem-solving questions.
Action : How did you go about solving the problem? Try to be as specific as possible, and state your plan in steps if you can.
Result : Wrap it up by stating the outcome achieved.

2. Rise above difficult questions using the SOAR method

A very similar approach to the STAR method, SOAR stands for S ituation, O bstacle, A ction, and R esults .

Situation: Explain the state of affairs. It’s important to steer clear of stating any personal opinions in this step; focus on the facts.
Obstacle: State the challenge or problem you faced.
Action: Detail carefully how you went about overcoming this obstacle.
Result: What was the end result? Apart from overcoming the obstacle, did you achieve anything else? What did you learn in the process?

3. Do It the PREP Way

Traditionally used as a method to make effective presentations, the P oint, R eason, E xample, P oint method can also be used to answer problem-solving interview questions.

Point : State the solution in plain terms.
Reasons: Follow up the solution by detailing your case — and include any data or insights that support your solution.
Example: In addition to objective data and insights, drive your answer home by contextualizing the solution in a real-world example.
Point : Reiterate the solution to make it come full circle.

How to Customize Problem-Solving Interview Questions

Generic problem-solving interview questions go a long way in gauging a candidate’s skill level, but recruiters can go one step further by customizing these problem-solving questions according to their company’s service, product, vision, or culture.

Here are some tips to do so:

Break down the job’s responsibilities into smaller tasks. Job descriptions may contain ambiguous responsibilities like “manage team projects effectively.” To formulate an effective problem-solving question, envision what this task might look like in a real-world context and develop a question around it.
Tailor questions to the role at hand. Apart from making for an effective problem-solving question, it gives the candidate the impression you’re an informed technical recruiter. For example, an engineer will likely have attended many scrums. So, a good question to ask is: “Suppose you notice your scrums are turning unproductive. How would you go about addressing this?”
Consider the tools and technologies the candidate will use on the job. For example, if Jira is the primary project management tool, a good problem-solving interview question might be: “Can you tell me about a time you simplified a complex workflow — and the tools you used to do so?”
If you don’t know where to start, your company’s core values can often provide direction. If one of the core values is “ownership,” for example, consider asking a question like: “Can you walk us through a project you owned from start to finish?”
Sometimes, developing custom content can be difficult even with all these tips considered. Our platform has a vast selection of problem-solving examples that are designed to help recruiters ask the right questions to help nail their next technical interview.

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6 REST API Interview Questions Every Developer Should Know

By Mike Simpson

When candidates prepare for interviews, they usually focus on highlighting their leadership, communication, teamwork, and similar crucial soft skills . However, not everyone gets ready for problem-solving interview questions. And that can be a big mistake.

Problem-solving is relevant to nearly any job on the planet. Yes, it’s more prevalent in certain industries, but it’s helpful almost everywhere.

Regardless of the role you want to land, you may be asked to provide problem-solving examples or describe how you would deal with specific situations. That’s why being ready to showcase your problem-solving skills is so vital.

If you aren’t sure who to tackle problem-solving questions, don’t worry, we have your back. Come with us as we explore this exciting part of the interview process, as well as some problem-solving interview questions and example answers.

What Is Problem-Solving?

When you’re trying to land a position, there’s a good chance you’ll face some problem-solving interview questions. But what exactly is problem-solving? And why is it so important to hiring managers?

Well, the good folks at Merriam-Webster define problem-solving as “the process or act of finding a solution to a problem.” While that may seem like common sense, there’s a critical part to that definition that should catch your eye.

What part is that? The word “process.”

In the end, problem-solving is an activity. It’s your ability to take appropriate steps to find answers, determine how to proceed, or otherwise overcome the challenge.

Being great at it usually means having a range of helpful problem-solving skills and traits. Research, diligence, patience, attention-to-detail , collaboration… they can all play a role. So can analytical thinking , creativity, and open-mindedness.

But why do hiring managers worry about your problem-solving skills? Well, mainly, because every job comes with its fair share of problems.

While problem-solving is relevant to scientific, technical, legal, medical, and a whole slew of other careers. It helps you overcome challenges and deal with the unexpected. It plays a role in troubleshooting and innovation. That’s why it matters to hiring managers.

How to Answer Problem-Solving Interview Questions

Okay, before we get to our examples, let’s take a quick second to talk about strategy. Knowing how to answer problem-solving interview questions is crucial. Why? Because the hiring manager might ask you something that you don’t anticipate.

Problem-solving interview questions are all about seeing how you think. As a result, they can be a bit… unconventional.

These aren’t your run-of-the-mill job interview questions . Instead, they are tricky behavioral interview questions . After all, the goal is to find out how you approach problem-solving, so most are going to feature scenarios, brainteasers, or something similar.

So, having a great strategy means knowing how to deal with behavioral questions. Luckily, there are a couple of tools that can help.

First, when it comes to the classic approach to behavioral interview questions, look no further than the STAR Method . With the STAR method, you learn how to turn your answers into captivating stories. This makes your responses tons more engaging, ensuring you keep the hiring manager’s attention from beginning to end.

Now, should you stop with the STAR Method? Of course not. If you want to take your answers to the next level, spend some time with the Tailoring Method , too.

With the Tailoring Method, it’s all about relevance. So, if you get a chance to choose an example that demonstrates your problem-solving skills, this is really the way to go.

We also wanted to let you know that we created an amazing free cheat sheet that will give you word-for-word answers for some of the toughest interview questions you are going to face in your upcoming interview. After all, hiring managers will often ask you more generalized interview questions!

Click below to get your free PDF now:

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1. Can you tell me about a time when you had to solve a challenging problem?

In the land of problem-solving questions, this one might be your best-case scenario. It lets you choose your own problem-solving examples to highlight, putting you in complete control.

When you choose an example, go with one that is relevant to what you’ll face in the role. The closer the match, the better the answer is in the eyes of the hiring manager.

EXAMPLE ANSWER:

“While working as a mobile telecom support specialist for a large organization, we had to transition our MDM service from one vendor to another within 45 days. This personally physically handling 500 devices within the agency. Devices had to be gathered from the headquarters and satellite offices, which were located all across the state, something that was challenging even without the tight deadline. I approached the situation by identifying the location assignment of all personnel within the organization, enabling me to estimate transit times for receiving the devices. Next, I timed out how many devices I could personally update in a day. Together, this allowed me to create a general timeline. After that, I coordinated with each location, both expressing the urgency of adhering to deadlines and scheduling bulk shipping options. While there were occasional bouts of resistance, I worked with location leaders to calm concerns and facilitate action. While performing all of the updates was daunting, my approach to organizing the event made it a success. Ultimately, the entire transition was finished five days before the deadline, exceeding the expectations of many.”

2. Describe a time where you made a mistake. What did you do to fix it?

While this might not look like it’s based on problem-solving on the surface, it actually is. When you make a mistake, it creates a challenge, one you have to work your way through. At a minimum, it’s an opportunity to highlight problem-solving skills, even if you don’t address the topic directly.

When you choose an example, you want to go with a situation where the end was positive. However, the issue still has to be significant, causing something negative to happen in the moment that you, ideally, overcame.

“When I first began in a supervisory role, I had trouble setting down my individual contributor hat. I tried to keep up with my past duties while also taking on the responsibilities of my new role. As a result, I began rushing and introduced an error into the code of the software my team was updating. The error led to a memory leak. We became aware of the issue when the performance was hindered, though we didn’t immediately know the cause. I dove back into the code, reviewing recent changes, and, ultimately, determined the issue was a mistake on my end. When I made that discovery, I took several steps. First, I let my team know that the error was mine and let them know its nature. Second, I worked with my team to correct the issue, resolving the memory leak. Finally, I took this as a lesson about delegation. I began assigning work to my team more effectively, a move that allowed me to excel as a manager and help them thrive as contributors. It was a crucial learning moment, one that I have valued every day since.”

3. If you identify a potential risk in a project, what steps do you take to prevent it?

Yes, this is also a problem-solving question. The difference is, with this one, it’s not about fixing an issue; it’s about stopping it from happening. Still, you use problem-solving skills along the way, so it falls in this question category.

If you can, use an example of a moment when you mitigated risk in the past. If you haven’t had that opportunity, approach it theoretically, discussing the steps you would take to prevent an issue from developing.

“If I identify a potential risk in a project, my first step is to assess the various factors that could lead to a poor outcome. Prevention requires analysis. Ensuring I fully understand what can trigger the undesired event creates the right foundation, allowing me to figure out how to reduce the likelihood of those events occurring. Once I have the right level of understanding, I come up with a mitigation plan. Exactly what this includes varies depending on the nature of the issue, though it usually involves various steps and checks designed to monitor the project as it progresses to spot paths that may make the problem more likely to happen. I find this approach effective as it combines knowledge and ongoing vigilance. That way, if the project begins to head into risky territory, I can correct its trajectory.”

17 More Problem-Solving-Based Interview Questions

In the world of problem-solving questions, some apply to a wide range of jobs, while others are more niche. For example, customer service reps and IT helpdesk professionals both encounter challenges, but not usually the same kind.

As a result, some of the questions in this list may be more relevant to certain careers than others. However, they all give you insights into what this kind of question looks like, making them worth reviewing.

Here are 17 more problem-solving interview questions you might face off against during your job search:

How would you describe your problem-solving skills?
Can you tell me about a time when you had to use creativity to deal with an obstacle?
Describe a time when you discovered an unmet customer need while assisting a customer and found a way to meet it.
If you were faced with an upset customer, how would you diffuse the situation?
Tell me about a time when you had to troubleshoot a complex issue.
Imagine you were overseeing a project and needed a particular item. You have two choices of vendors: one that can deliver on time but would be over budget, and one that’s under budget but would deliver one week later than you need it. How do you figure out which approach to use?
Your manager wants to upgrade a tool you regularly use for your job and wants your recommendation. How do you formulate one?
A supplier has said that an item you need for a project isn’t going to be delivered as scheduled, something that would cause your project to fall behind schedule. What do you do to try and keep the timeline on target?
Can you share an example of a moment where you encountered a unique problem you and your colleagues had never seen before? How did you figure out what to do?
Imagine you were scheduled to give a presentation with a colleague, and your colleague called in sick right before it was set to begin. What would you do?
If you are given two urgent tasks from different members of the leadership team, both with the same tight deadline, how do you choose which to tackle first?
Tell me about a time you and a colleague didn’t see eye-to-eye. How did you decide what to do?
Describe your troubleshooting process.
Tell me about a time where there was a problem that you weren’t able to solve. What happened?
In your opening, what skills or traits make a person an exceptional problem-solver?
When you face a problem that requires action, do you usually jump in or take a moment to carefully assess the situation?
When you encounter a new problem you’ve never seen before, what is the first step that you take?

Putting It All Together

At this point, you should have a solid idea of how to approach problem-solving interview questions. Use the tips above to your advantage. That way, you can thrive during your next interview.

FREE : Job Interview Questions & Answers PDF Cheat Sheet!

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What Is Your Greatest Weakness?
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Why Should We Hire You?

Click Here To Get The Job Interview Questions & Answers Cheat Sheet

Co-Founder and CEO of TheInterviewGuys.com. Mike is a job interview and career expert and the head writer at TheInterviewGuys.com.

His advice and insights have been shared and featured by publications such as Forbes , Entrepreneur , CNBC and more as well as educational institutions such as the University of Michigan , Penn State , Northeastern and others.

Learn more about The Interview Guys on our About Us page .

About The Author

Mike simpson.

Co-Founder and CEO of TheInterviewGuys.com. Mike is a job interview and career expert and the head writer at TheInterviewGuys.com. His advice and insights have been shared and featured by publications such as Forbes , Entrepreneur , CNBC and more as well as educational institutions such as the University of Michigan , Penn State , Northeastern and others. Learn more about The Interview Guys on our About Us page .

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How to Ask Problem-Solving Questions

November 29, 2021

The importance of asking questions (the right questions) is one of the foundations of my work.

There are all kinds of questions we can ask.

Some are more effective, and some are less effective, at fostering thinking and supporting problem-solving.

Asking the right questions is often about intention .

I’ve written before about the types of questions that support problem-solving , how to ask effective questions , and how to ask questions even if you already know “the answer” .

I’ve even developed a guide with “3 Tips to Break the ‘Telling Habit’” – which you can download here .

One of my articles for TheLeanMag was titled “Solve More Problems By Asking Better Questions: The Impact of Breaking Your Telling Habit” — which you can download here .

But what does the practice of asking questions to support problem-solving actually look like?

This was one of the questions I’ve been asked by leaders enrolled in my Leading to Learn Accelerator program.

In this post, I provide some resources for you to ask better questions to support problem-solving, and a video sharing the framework that I use in my head to guide the questions I ask.

Inspired by questions asked to me

As of the publishing of this post, I’m leading the second live community cohort of my Leading to Learn Accelerator program. Part of this program is a live group coaching component.

These are always really interesting and useful sessions where we all get to learn by asking questions and sharing reflections.

In fact, in this particular session, we were talking about exactly that: how to ask more effective questions to support problem-solving.

My answer: for me, it looks like the A3 thinking process.

A3 Problem-Solving Framework

When I’m coaching others to solve problems, I’ve developed a pattern of thinking that helps me structure what questions I ask to help somebody solve a problem. I use this same process when working through solving my own problems too!

Having this structure in my head gives me a framework for asking questions, and allows me to stay more focused on what the other person is saying, rather than trying to think of the “next best question” to ask.

The pattern of questions follows the problem-solving A3 thinking structure that I learned many years ago when I was first exposed to Lean and the Toyota Way. And one that I’ve learned more deeply about from Isao Yoshino when I first moved to Japan in 2015.

What is an A3 and the A3 thinking process?

A3 thinking is collaborative.

It’s a process management and improvement system that was developed by Toyota, and it can be used for problem-solving, decision-making, planning, or reporting.

I describe the flow of problem-solving A3s in my book Learning to Lead, Leading to Learn: Lessons from Toyota Leader Isao Yoshino on a Lifetime of Continuous Learning (see image here) and the history of how A3 thinking became the standard for communication and problem-solving at Toyota.

You can also learn more about A3 thinking in this post, “Toyota Leadership Lessons: Part 8 – The A3 Isn’t a Magical Tool, which I wrote in 2017 based on my discussions with Mr. Yoshino about A3 as a management and thinking process.

While the A3 can be a tool and framework for communication and problem-solving, it’s important to remember, as I highlighted in about in this popular article “When to ‘A3’: 3 Problem-Solving Tools to Match the Complexity of Your Problem”:

It’s not about the tool(s), but rather the thinking process, the coaching process that supports problem-solving, and the learning process the comes out of it.”

A structured flow for problem-solving thinking

The A3 provides the structure for problem-solving and communicating one’s thinking about solving problems.

And it’s become my habit for structuring my thinking and questions for problem-solving.

We can use the A3 framework to guide what types of open questions we ask.

In the video below I explore the structure of A3 thinking, how it works, and how it can be used to ask effective questions that help to solve problems.

Below is a lightly edited version of the video’s transcript

Today I want to respond to a question that was asked in my recent Leading to Learn Accelerator program in one of our live group coaching sessions focusing on how to ask more effective questions to support problem-solving.

In our discussion, I shared how I like to ask questions and some of the patterns of thinking that are always going through my head when I’m thinking about how to ask a question to help somebody solve a problem.

Start with A3 Problem-Solving Thinking

It usually goes along the pattern that I learned from practicing A3 thinking — an A3 being a size of paper that they use at Toyota to support problem-solving and other documentation of projects and other things.

But from a problem-solving context, it follows the following flow (see image) below.

I want to share this here and talk about the different questions that happen in my head when I think about what questions to ask.

There are many more questions you can ask in all of these elements but this is the flow of thinking that happens for me.

The Flow of Problem-Solving

In this card (see picture to the right), you can see it’s like an A3 divided into a left side and a right side.

The left side is about understanding the problem you’re trying to solve, and then the right side goes into more of the experimentation and closing the gap.

Here is how I use this A3 framework to guide questions I ask for problem-solving.

Questions that I like to start off with are around the background, like:

What is the context for this problem?
Why is it important?
What led you to be addressing this?
How does this fit into priorities?

Current Condition

Then, ask questions to understand the current condition:

What’s actually happening here?
How are you going to see?
What are you learning?
How can you describe that in words and pictures? What’s really happening?

Target / Goals

Then, understand the target by asking:

What’s the target?
What should be happening?
What’s the goal, what do we need to accomplish?
What is the outcome we need to be seeing?

What is the actual target?

Then we can define the problem.

There is a simple equation to define a problem that I learned a long time ago:

Target-Actual = Problem (the gap to close)

It’s a mantra that an executive I worked with would always say when he would go see and help support problem-solving in our organization: “Target, Actual, Please Explain”:

What’s actually happening?
What’s the gap? That’s the problem.
Please explain your thinking: What are you thinking is causing the problem? How are you solving it?

You can read more about this problem-solving equation in these articles: “Leading Daily Improvement: Creating New Habits and Practices to Support Continuous Improvement” and “When to ‘A3’: 3 Problem-Solving Tools to Match the Complexity of Your Problem”.

Once we’ve defined what the problem is in a quantifiable, measurable way, then we can move into what are the causes of the problem.

How are you learning and understanding what was actually causing the problem and getting into the root cause?

And this might be where we start asking more of the ‘why’ questions.

Countermeasures / Experiments to Close the Gap

When we really understand some of the causes — or maybe we haven’t got to the root cause yet, but we understand what our problem is and some of the causes — then we can start moving into countermeasures.

These are potential solutions to close the gap between what’s currently happening and what should be happening.

Then you can list out the different ideas and creative ideas and things that you’re going to try as countermeasures to close that gap.

And you can prioritize based on… what are we going to try first?

What’s our first step?

And then we put together our plan – what are we going to do?

Reflections

Then, really importantly: what are you learning from this?

A Thinking Process to Support Problem-Solving

An A3 document is not a static document. It’s iterative — one you continue to revise as you go through and learn.

You do not have know “A3 thinking”, or use an A3 format or an A3-sized piece of paper, to use the same thinking process.

This structure of A3-thinking is in the back of my mind of how I’m guiding people through a problem-solving process.

Starting with context — what leads you to be focused on this problem? Why is it important to you?

Understanding what’s currently happening? What’s actually happening?

What should be happening? Then, you can quantify that problem.

Then you can start doing some root cause analysis and start coming up with some creative solutions, and there may be some things you already know that you can take action on that are just do-its.

This is a problem-solving process for framing your questions and thinking

It’s correlated to the simple equation that you can use for any problem.

T his A3 framework correlates with problem-solving thinking using either an A3 format or just structured thinking for problem-solving of any scope.

Go through this problem-solving process flow and ask questions to help somebody else think more deeply about the problem he or she has ownership for.

How can you get started with asking more intentional questions, and developing continuous learning supported by A3 thinking?

You break the telling habit!

Asking more effective questions to support problem-solving is one of the most important skills we can learn. However, we often have a habit of “telling” our answers more than asking to help others think and learn.

If you can learn to break the “telling habit” and start tapping into the power of effective questions, you open up whole new horizons of possibility for your organization, your team, and yourself!

Join my self-paced “Breaking the ‘Telling Habit’” workshop, and unlock your team’s potential by discovering how to ask more effective questions. You can take the class at any time, at your own pace.

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If you don’t have it yet you can download my free guide “3 Tips to Break the ‘Telling Habit’” !

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Problem Solving Questions

5 quick tips...

Here are 5 problem solving questions which we think are understated ideas at the heart of effective problem solving. Yet they’re often missed in our rush towards seeking a solution.

We also list key articles on this site where you can find more comprehensive checklists and tools, with other structured problem solving questions. But first, what better way to begin these tips than with a pertinent quote from the great Peter Drucker:

Do not focus on finding an answer: focus on defining the question.

Part of our manage in a minute series, you can read this article to gain fresh perspectives and challenge current practice by asking 5 crucial problem solving questions.

1 Have you got a problem to solve or just a decision to make?

Sometimes a good deal of time can be saved by just making a decision rather than trying to ‘solve’ something that might not really be a problem at all. This is especially the case if you take our next question into account. For more insights into this point, read our article: decision making problems .

2 Have you found a problem that’s important enough to solve?

This is one of the best questions you can ask because it prompts you towards effective prioritisation of resources (not least your time!). Most problem solving processes miss this crucial stage of “problem finding” and as a result tend to become re-active processes, that mainly focus on problems as they emerge. Asking this question is an essential problem solving skill for finding the “right” problems to solve.

3 Have you defined the problem clearly and expressed it as a potential opportunity?

One common difficulty in problem solving is failing to clearly define the problem in the first place. And a key aspect of this should be ensuring that we position the problem as an opportunity. Framing a problem as a potential positive fundamentally changes the problem solving process . From one which simply tries to fix something, to one that encourages exploration of possibilities.

4 What can you now do, or what could you do next, by solving the problem?

A problem solving process shouldn’t end with implementation. Solving a problem should lead to an appreciation of what you’re now able to do. Firstly, to value the benefits derived from solving the problem and secondly to ask: what should we look at next?

5 Are there any wider opportunities that can now be realised?

Finally, solving a problem should be seen as a springboard to wider opportunities. The previous question might be viewed as a review of operational practices or planning but think about reviewing the bigger picture. How has this problem affected strategic plans or planning?

Problem Solving Questions: Some Further Thoughts

You’ll find a wide range of articles and other resources on the Happy Manager, which use problem solving questions as the basis for solving management problems. Here are a few you might find useful:

Best Management Tools Ever? – A Good Question The best management tools are good questions but why are they so important, and how can we ask better questions?

5 Whys: Getting to Root Causes, Fast! Asking why 5 times: “the 5 Whys”, is a simple but powerful tool to use with any problem solving activity. It’s a technique to help you get past the symptoms of a problem and to find its root causes.

Problem Solving Technique: 4 Steps To Improve Your Processes Using questions to analyse, challenge and improve business and management processes is a very useful skill.

Problem Solving Activity – A Question Checklist For Problem Solving This question checklist is a simple but effective problem solving activity. It’s straightforward to use and easy to adapt to any specific circumstance. Using a set of structured questions encourages both broad and deep analysis of your situation or problem.

Problem Solving Skill This is a useful tool to help you find the right problems to solve. Asking “why not” is an effective way to seek innovation and encourage creativity.

The Power of Positive Thinking: 5 Questions to Transform Problem Solving Go from problem-solving to opportunity-creating using the power of positive thinking. This tool also uses 5 problem solving questions to help you radically change the way you solve problems.

Seven Step Problem Solving Process Contains links to a wide range of tools to help you solve problems. Alternatively, if you want a quick overview then read our manage in a minute article: 7 Problem Solving Steps .

Still pressed for time? Follow this link for the full list of Manage in a Minute pages.

Problem solving resources

Tool 1: When you don’t know what to do
Tool 2: Defining questions for problem solving
Tool 3: Finding the right problems to solve
Tool 4: Problem solving check-list
Tool 4a: Using the question check-list with your team
Tool 5: Problem analysis in 4 steps
Tool 5a: Using 4 Step problem analysis with your team
Tool 6: Questions that create possibilities
Tool 6a: Using the 5 questions with your team
Tool 6b: Putting creativity to work – 5 alternate questions
Tool 6c: Workshop outline
Tool 7: Evaluating alternatives
Tool 8: Creative thinking techniques A-Z
Tool 9: The 5 Whys technique

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How to write a problem statement: a step-by-step guide

Many great business ideas begin with a crucial problem that needed solving. While product teams and designers may be eager to build solutions, it pays to not rush your product out the door. If you’ve ever heard the phrase “Give me six hours to chop down a tree and I will spend the first four sharpening the axe,” you might understand why.

Instead of immediately switching into solution-mode, there’s value in taking time to understand a problem from all angles. One of the best ways to properly diagnose and solve problems is to write a problem statement.

In this article, we explain what problem statements are, how to write one, and share a few examples.

What is a problem statement?

Problem statements summarize a challenge you want to resolve, its causes, who it impacts, and why that’s important. They often read like a concise overview managers can share with stakeholders and their teams.

Why are problem statements important?

Problem statements help you share details about a challenge facing your team. Instead of rushing to a solution, writing a problem statement enables you to reflect on the challenge and plan your response.

The high-level perspective a problem statement offers lets teams focus on the factors they need to change. Managers also use this top-down vantage to oversee their teams as they work out solutions.

When to use a problem statement

Any time you face a challenge is an opportunity to write a problem statement. You can write a problem statement to improve operations in different contexts. For example, you might use a problem statement to:

Refine project proposals: Managers write project proposals to solve user issues. Problem statements inform these proposals, shaping their goals, plans, and approaches.
Develop your product offering: Many startups build their business model on solving a long-standing problem. Problem statements help clarify a company’s mission and core product design .
Clarify the outcome of solving a problem: Problem statements point out the long-term benefits of solving the issue, which can help you put the problem into context for stakeholders and secure necessary resources.
Collaborate with multiple teams: You can rally teams around a common goal if you frame it as a shared problem. Collaboration ensures you examine the problem and reach solutions from all possible angles.
Improve the user experience: Problem statements can identify pain points and ways to enhance a product. When teams act on problem statements, this can improve UX.

What are the elements of a problem statement?

You can break problem statements into a few core elements. While the format of a problem statement is flexible, aim to include the following:

Gap: the challenge, issue, or pain point you currently face
Orientation: a description of when and where you found the problem and the trend it creates or follows
Impact: a measure of your problem’s consequences in cost, time, quality, environment, or personal experience
Importance: why this problem matters to your organization and customers

How to write a problem statement

Now that you understand the elements of a problem statement, you can write your own in five key steps.

1. Identify the problem

Start by pointing out an issue and gathering data. Put yourself in the support or production environment where the problem arises and try to experience it firsthand. When gathering data, look for trends or overarching themes—they may help you find the root cause of your problem later.

After seeing the problem for yourself, interview others who know about it. Start with employees who run into the problem or offer support for it. In some cases, they may have a design brief with more information on the issue. Beyond that, customer testimonials and stakeholder interviews can lay out the full scope of your problem.

2. Put the problem into context

Describe how the problem impacts customers and stakeholders. Avoid personal bias and focus on developing a clear perspective. This approach helps prioritize the issue and explain why you need to solve it. If customers can't reach the benefits of your product because of an issue, that's a high-priority concern. If you’ve ever conducted design research , this process should feel similar.

You can put a problem into context by asking:

Does the problem lead to a reputational, financial, or logistical cost?
Is the main issue a symptom of a greater challenge?
Has your team already tried to solve this problem? Why didn’t past solutions work?
What do you and your team definitely know about the current problem?

3. Find the root cause

Ask yourself "why" questions about the problem to find its origin point. Your initial assumptions about a problem might stand in the way, so as you learn more about the issue, don’t be afraid to change how you look at it. You'll get closer to the root cause as you reframe your understanding around these discoveries.

If you need help uncovering the root cause or challenging your initial assumptions, these templates can help:

The 5 whys template helps you get to the root cause of a problem.
Reverse brainstorming templates reverse the way you frame problems to find new solutions.
A DMAIC template lets you define, measure, analyze, improve, and control a problem.
Mind map templates allow for brainstorming causes, effects, and solutions in a shared space.

4. Describe your ideal outcome

Now that you understand the problem, think about your ideal outcome. Whether you're solving a problem with your product or an internal process, remember to avoid scenarios where you put a Band-Aid on the issue. Even if you can avoid specific symptoms in the short term, letting a core problem go unsolved can lead to other setbacks later.

In some cases, you can describe safeguards that let a process work as intended. You can also write an alternative process that avoids the issue altogether. This ideal outcome will inform your goals and objectives in the next step.

5. Propose a solution and outline its benefits

Finally, your problem statement should include solutions to the problem. Including more than one solution gives stakeholders and your team options for deciding your approach. Note the benefits of each solution, highlighting why it stands a chance of working or how it can save on time and costs.

To ensure you arrive at the best solution, be sure to:

Ask your team if the proposed solution matches their understanding of the problem.
Consider more than one solution. Sometimes, you can choose between multiple options or apply more than one solution at once.
Include long-term financial, intangible, and operational benefits the solution provides.
Consider whether your solution has blind spots or causes changes that could lead to more issues.

Problem statement examples

Now that you know how to write problem statements, here are some examples.

Example 1: Support ticket wait times

Suppose you’re a support manager at a midsize SaaS company. Ideally, you want to respond to every support request within a few hours. However, your team can’t reach turnaround times fast enough to meet customer expectations. Start by breaking down the elements of your problem statement:

Gap: Customers have long wait times for their support tickets to get a response.
Orientation: This problem began in the last few months and has only worsened.
Impact: Customers aren't happy with their quality of service, and your teams feel burnt out from trying to keep up.
Importance: Retaining customers with support is essential for sustaining your business.

Now that we’ve laid out the details, we can format it as a problem statement:

Identify the problem: You have high support ticket turnaround times. Gather data by tracking how the time has lengthened in the past few months and talking to customers about inconsistencies in wait times.
Put it into context: Customers upset about their wait could switch to competitors. You initially assumed it was seasonal demand rising, but wait times haven’t tapered off, which could cause reputational and financial problems.
Find the root cause: You initially assumed demand had increased. Support tickets have remained steady, but your AI support designed to solve minor problems has had fewer tickets. This lack of AI support has your teams stretched thin.
Describe your ideal outcome: AI support should be able to handle more advanced queries. This way, your service teams can focus solely on tickets too advanced for AI.
Propose a solution: Choose between assigning devs to revamp your AI or investing in a new solution to handle tickets. You can also consider reworking support agents' workflows to focus more on direct customer contact.

Example 2: New feature development

Assume you're a project manager at a tech company. You offer a platform that tracks goals and finds inefficiencies in your programmer's workflows. Your leadership wants to release a tool that lets customers estimate the amount of money earned for each workflow issue they correct. However, you aren't sure you have the resources to implement the feature.

Gap: You need to create a payoff calculator, but you may not have the necessary resources.
Orientation: The problem began when you received the assignment. The more time you spend researching the new tool , the less time you have to implement it.
Impact: Failure to get this feature off the ground will give competitors who offer this tool an advantage.
Importance: You need this feature to stand out from competitors and for lead generation.

With this information, you can turn it into a problem statement:

Identify the problem: Your team doesn’t have the resources to design and implement a new feature. Start by interviewing stakeholders and employees who have worked on tools like this—they can explain the issues and solutions that go into adding this feature.
Put it into context: Not implementing this feature would give competitors an edge and potentially push customers interested in payoff calculators away from your product.
Find the root cause: Your team currently isn't tracking the necessary metrics to use in an ROI calculator. Your team also doesn't have enough experience with the kind of tool to build it from scratch.
Describe your ideal outcome: Your devs add the calculator to your platform. This feature draws in new customers interested in the tool and helps current ones make the switch.
Propose a solution: Your devs learn more about the feature’s framework and add the ability to track ROI-centric metrics. From there, you can create a project roadmap to get this feature added to the platform in a few months.

Problem statement template

Ready to start writing your own problem statement? Try our problem statement template below.

Get your team on the same page to solve problems faster

Project managers used to putting out fires can tell you how much of their job comes down to problem-solving. But before working on solutions, you need to organize your team around a clear problem statement. Find actionable, collaborative solutions by rallying everyone around a shared understanding of a problem.

Once you square away your problem statement, check out our library of over 300 templates . With FigJam, your team can plan and strategize around every step of your project. The right online whiteboard helps you exchange feedback and loop in other teams to find solutions faster.

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Turn your team into skilled problem solvers with these problem-solving strategies

Picture this, you're handling your daily tasks at work and your boss calls you in and says, "We have a problem."

Unfortunately, we don't live in a world in which problems are instantly resolved with the snap of our fingers. Knowing how to effectively solve problems is an important professional skill to hone. If you have a problem that needs to be solved, what is the right process to use to ensure you get the most effective solution?

In this article we'll break down the problem-solving process and how you can find the most effective solutions for complex problems.

What is problem solving?

Problem solving is the process of finding a resolution for a specific issue or conflict. There are many possible solutions for solving a problem, which is why it's important to go through a problem-solving process to find the best solution. You could use a flathead screwdriver to unscrew a Phillips head screw, but there is a better tool for the situation. Utilizing common problem-solving techniques helps you find the best solution to fit the needs of the specific situation, much like using the right tools.

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4 steps to better problem solving

While it might be tempting to dive into a problem head first, take the time to move step by step. Here’s how you can effectively break down the problem-solving process with your team:

1. Identify the problem that needs to be solved

One of the easiest ways to identify a problem is to ask questions. A good place to start is to ask journalistic questions, like:

Who : Who is involved with this problem? Who caused the problem? Who is most affected by this issue?

What: What is happening? What is the extent of the issue? What does this problem prevent from moving forward?

Where: Where did this problem take place? Does this problem affect anything else in the immediate area?

When: When did this problem happen? When does this problem take effect? Is this an urgent issue that needs to be solved within a certain timeframe?

Why: Why is it happening? Why does it impact workflows?

How: How did this problem occur? How is it affecting workflows and team members from being productive?

Asking journalistic questions can help you define a strong problem statement so you can highlight the current situation objectively, and create a plan around that situation.

Here’s an example of how a design team uses journalistic questions to identify their problem:

Overarching problem: Design requests are being missed

Who: Design team, digital marketing team, web development team

What: Design requests are forgotten, lost, or being created ad hoc.

Where: Email requests, design request spreadsheet

When: Missed requests on January 20th, January 31st, February 4th, February 6th

How : Email request was lost in inbox and the intake spreadsheet was not updated correctly. The digital marketing team had to delay launching ads for a few days while design requests were bottlenecked. Designers had to work extra hours to ensure all requests were completed.

In this example, there are many different aspects of this problem that can be solved. Using journalistic questions can help you identify different issues and who you should involve in the process.

2. Brainstorm multiple solutions

If at all possible, bring in a facilitator who doesn't have a major stake in the solution. Bringing an individual who has little-to-no stake in the matter can help keep your team on track and encourage good problem-solving skills.

Here are a few brainstorming techniques to encourage creative thinking:

Brainstorm alone before hand: Before you come together as a group, provide some context to your team on what exactly the issue is that you're brainstorming. This will give time for you and your teammates to have some ideas ready by the time you meet.

Say yes to everything (at first): When you first start brainstorming, don't say no to any ideas just yet—try to get as many ideas down as possible. Having as many ideas as possible ensures that you’ll get a variety of solutions. Save the trimming for the next step of the strategy.

Talk to team members one-on-one: Some people may be less comfortable sharing their ideas in a group setting. Discuss the issue with team members individually and encourage them to share their opinions without restrictions—you might find some more detailed insights than originally anticipated.

Break out of your routine: If you're used to brainstorming in a conference room or over Zoom calls, do something a little different! Take your brainstorming meeting to a coffee shop or have your Zoom call while you're taking a walk. Getting out of your routine can force your brain out of its usual rut and increase critical thinking.

3. Define the solution

After you brainstorm with team members to get their unique perspectives on a scenario, it's time to look at the different strategies and decide which option is the best solution for the problem at hand. When defining the solution, consider these main two questions: What is the desired outcome of this solution and who stands to benefit from this solution?

Set a deadline for when this decision needs to be made and update stakeholders accordingly. Sometimes there's too many people who need to make a decision. Use your best judgement based on the limitations provided to do great things fast.

4. Implement the solution

To implement your solution, start by working with the individuals who are as closest to the problem. This can help those most affected by the problem get unblocked. Then move farther out to those who are less affected, and so on and so forth. Some solutions are simple enough that you don’t need to work through multiple teams.

After you prioritize implementation with the right teams, assign out the ongoing work that needs to be completed by the rest of the team. This can prevent people from becoming overburdened during the implementation plan . Once your solution is in place, schedule check-ins to see how the solution is working and course-correct if necessary.

Implement common problem-solving strategies

There are a few ways to go about identifying problems (and solutions). Here are some strategies you can try, as well as common ways to apply them:

Trial and error

Trial and error problem solving doesn't usually require a whole team of people to solve. To use trial and error problem solving, identify the cause of the problem, and then rapidly test possible solutions to see if anything changes.

This problem-solving method is often used in tech support teams through troubleshooting.

The 5 whys problem-solving method helps get to the root cause of an issue. You start by asking once, “Why did this issue happen?” After answering the first why, ask again, “Why did that happen?” You'll do this five times until you can attribute the problem to a root cause.

This technique can help you dig in and find the human error that caused something to go wrong. More importantly, it also helps you and your team develop an actionable plan so that you can prevent the issue from happening again.

Here’s an example:

Problem: The email marketing campaign was accidentally sent to the wrong audience.

“Why did this happen?” Because the audience name was not updated in our email platform.

“Why were the audience names not changed?” Because the audience segment was not renamed after editing.

“Why was the audience segment not renamed?” Because everybody has an individual way of creating an audience segment.

“Why does everybody have an individual way of creating an audience segment?” Because there is no standardized process for creating audience segments.

“Why is there no standardized process for creating audience segments?” Because the team hasn't decided on a way to standardize the process as the team introduced new members.

In this example, we can see a few areas that could be optimized to prevent this mistake from happening again. When working through these questions, make sure that everyone who was involved in the situation is present so that you can co-create next steps to avoid the same problem.

A SWOT analysis

A SWOT analysis can help you highlight the strengths and weaknesses of a specific solution. SWOT stands for:

Strength: Why is this specific solution a good fit for this problem?

Weaknesses: What are the weak points of this solution? Is there anything that you can do to strengthen those weaknesses?

Opportunities: What other benefits could arise from implementing this solution?

Threats: Is there anything about this decision that can detrimentally impact your team?

As you identify specific solutions, you can highlight the different strengths, weaknesses, opportunities, and threats of each solution.

This particular problem-solving strategy is good to use when you're narrowing down the answers and need to compare and contrast the differences between different solutions.

Even more successful problem solving

After you’ve worked through a tough problem, don't forget to celebrate how far you've come. Not only is this important for your team of problem solvers to see their work in action, but this can also help you become a more efficient, effective , and flexible team. The more problems you tackle together, the more you’ll achieve.

Looking for a tool to help solve problems on your team? Track project implementation with a work management tool like Asana .

Related resources

6 ways to develop adaptability in the workplace and embrace change

4 ways to establish roles and responsibilities for team success

9 tips for taking better meeting notes

How Asana streamlines strategic planning with work management

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5 problem-solving questions to prepare you for your next interview

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What is problem-solving, and why do hiring managers care so much about it?

How to answer problem-solving questions

Common problem-solving questions and answers, things to avoid when answering problem-solving questions, how to prepare for problem-solving interview questions, problem solved.

“How would you approach telling a manager that they’ve made a mistake ?”

Hard problem-solving questions like these can catch you off guard in a job interview. They’re hard to prepare for if you don’t know they’re coming, and you might not even see why they’re relevant to the job.

Even the most experienced interviewees might feel like they’re giving a bad interview if they stumble on questions like these.

Preparing and practicing hard questions is one way to ease your fears. Learn to dissect what a hiring manager is really asking and answer problem-solving questions with confidence.

What is problem-solving, and why do hiring managers care so much about it?

Problem-solving is holistically understanding a problem, determining its cause, and identifying creative solutions . Many, if not most, job descriptions ask for problem-solving skills because regardless of industry, they’re an asset in the workplace.

Startups and tech companies like Google famously pose critical thinking and problem-solving questions in job interviews . But hiring managers from all industries use unique questions like these to understand your problem-solving skills. It’s not about the answer you give, or whether it’s correct, but the way you come to that conclusion.

In job interviews, problem-solving questions pose a potential problem or situation typical to the job you’re interviewing for. Your response shows your ability to respond to common problems, even on the spot. Depending on the question, it can also indicate other skills like:

Critical thinking

Communication

Dependability

Behavioral competency

Soft skills

Decision-making

The average business spends $4,700 hiring one new worker , so it wants to make sure you’re the right fit for the job. Even if you have the right skills and experience on paper, hiring managers need a comprehensive idea of what kind of worker you are to avoid choosing the wrong candidate.

Like standard behavioral interview questions , problem-solving questions offer interviewers a more well-rounded view of how you might perform on the job.

Problem-solving questions encourage you to give answers about your past experiences, decision-making process , and ability to arrive at creative solutions . Learning how to answer questions in an interview means learning how to tell a good story , so your answer should have a clear structure, unique topic, and compelling journey to demonstrate your competencies.

The STAR method is a common technique for answering problem-solving interview questions clearly and thoughtfully. The acronym stands for situation, task, action, and result. It provides a simple structure that gives your response a smooth beginning, middle, and end.

Here’s how to use the STAR method to describe past on-the-job experiences or hypothetical situations:

Situation: Start with a problem statement that clearly defines the situation.

Task: Explain your role in the situation. What is, or would be your responsibility?

Action: Recount the steps or problem-solving strategies you used, or would use, to overcome the problem.

Result: Share what you achieved or would hope to resolve through your problem-solving process.

Every job requires problem-solving on some level, so you can expect at least one job interview question to ask about those skills. Here are a few common problem-solving interview questions to practice:

1. Give us an example of when you faced an unexpected challenge at work. What did you do to face it?

What’s a hiring manager really asking? Employers want to know that your problem-solving has a process. They want to hear you break down a problem into a set of steps to solve it.

Sample answer: I was working in sales for a wholesale retailer. A regular client wrongly communicated the pricing of a unit. I realized this immediately, and rather than pointing out the error, I quickly double-checked with my supervisor to see if we could respect the price.

I informed the client of the error and that we were happy to keep the price he was given. It made him feel like he'd gotten a fair deal and trusted my authority as a sales rep even more. The loss wasn't significant, but saving face in front of the client was.

Man-talking-confidently-at-job-interview-problem-solving-questions

2. How would you manage a frustrated client?

What’s a hiring manager really asking? They want to gauge your ability to stay cool and be patient in stressful situations, even when dealing with difficult people . Keep your answer professional, and don't use the opportunity to bad-mouth a past client. Show that you can stay respectful even if someone isn’t respecting you.

Sample answer: I've had plenty of experience dealing with unhappy clients. I've learned two important things: their frustration isn’t a personal attack against me, and we have the same goal to solve the problem. Knowing that helps me stay calm, listen carefully to the client's situation, and do my best to identify where the situation went astray.

Once we identify the problem, if I can handle it myself, I communicate exactly what we’ll do for the client and how. What steps we’ll take depend on the client, but I always start by proposing solutions to show I care about a path forward, and then keep them updated on my progress to implementing that fix.

3. Describe a time you made a mistake at work. How did you fix it?

What’s a hiring manager really asking? No one is above making an error. Employers want to know that you own up to and learn from your mistakes instead of getting frustrated and walking away from the problem.

Sample answer: My first managerial position was at a public relations agency. When I was promoted to work on client outreach, I struggled to learn to delegate my old responsibilities, which were writing social media copy. I was afraid to let go of control, and I was micromanaging . One day, I wrote out some copy, sent it out, and quickly realized I was using the wrong style guide in my haste.

The client noticed, and we had to work to regain their trust, which put a strain on the entire team. I took full responsibility and used that moment to understand that I wasn't trusting my team's abilities. I apologized to my team for overstepping boundaries and worked to let go of my old role completely.

4. Have you ever had a difficult time working with a team member? How did you deal with the situation?

What’s a hiring manager really asking? Even the most independent job requires some teamwork, whether it’s communicating with clients or other team members. Employers want to know that you can solve interpersonal problems, know when to escalate and help maintain a positive work environment.

Sample answer: At my last job, we were fully remote. I had a coworker that wasn't very communicative about their process, which led to redundancies in our work and miscommunications that set us behind. I asked them to have a one-on-one meeting with me so we could analyze where we were failing to communicate and how to improve.

It wasn't a comfortable process, but we developed a better practice to collaborate and improve our ability to work as a team , including weekly meetings and check-ins.

5. Tell me about a time you created an innovative solution with limited information or resources.

What’s a hiring manager really asking? They want to test your resourcefulness, which is a valuable soft skill. Using a “ Tell me about a time” question lets you demonstrate out-of-the-box thinking and shows that you don't quit when things get difficult.

Sample answer: I worked in project management for a software developer. We were frequently going over budget and needed to limit spending. I instituted a new workflow app across departments and made everyone track every step of their process. We ended up finding information silos between design, sales, and product development.

They were all using different platforms to communicate the status of the same project, which meant we were wasting time and money. We centralized communication and improved operational efficiency, solved our budget problems, and increased productivity by 30%.

Man-presenting-something-at-work-in-front-of-people-problem-solving-questions

Problem-solving questions offer deep insights into the kind of worker you are. While your answer is important, so is your delivery. Here are some things to avoid when trying to answer problem-solving questions:

Don’t clam up: It's okay to take your time to reflect, but never abstain from answering. An interviewer will understand if you need to pause and think. If you’re really stumped, you can ask to return to that question later in the interview.

Avoid generic answers: Generic answers show a lack of creativity and innovation . Use the opportunity to explain what makes you and your problem-solving process unique.

Don’t lose confidence: How you answer is as important as what you answer. Do your best to practice confident body language, like eye contact and strong posture. Practicing ahead of time can help alleviate pressure while you’re answering.

Try not to rush: Rushing through an answer could make it unclear or incoherent, which might reflect poorly on your ability to keep a level head. Practice mindful breathing and pace yourself. Answer slowly and deliberately.

Woman-talking-at-remote-job-interview-problem-solving-questions

Preparing for an interview will make you feel more comfortable and confident during the hiring process. Rather than thinking of answers on the spot, you can pull from different responses you're already familiar with. Here are some tips for practicing and improving your answers:

Create a list of problem-solving examples from throughout your career. Consider varied past experiences that play into important skills, like time management, project management, or teamwork, to show that you're a well-rounded candidate.

Whenever possible, give metrics to show results. For example, if you improved productivity, share percentages. If you upped sales, share numbers.

Carefully study the job description and connect the skills you find with specific ways you’ve used them.

Identify what you’re good at and choose experiences that play to your strengths.

When talking about mistakes or errors, always finish with the lesson you learned and how you plan on avoiding the same mistake.

Provide details that a hiring manager can recognize within the position they’re hiring for.

Woman-shaking-hand-of-interviewer-at-office-problem-solving-questions

It’s normal to feel nervous about a job interview, especially if you’re expecting difficult questions. Learning how to overcome that challenge is the perfect way to put your problem-solving skills to the test.

Like everything else in your career, practice makes perfect, and learning to answer tough problem-solving questions is no different. Take the time to recall moments in your career when you overcame challenges, and practice telling those stories. Craft an answer that hiring managers will be excited to hear.

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26 Expert-Backed Problem Solving Examples – Interview Answers

Published: February 13, 2023

Interview Questions and Answers

Actionable advice from real experts:

Biron Clark

Former Recruiter

Contributor

Dr. Kyle Elliott

Career Coach

Hayley Jukes

Editor-in-Chief

Biron Clark , Former Recruiter

Kyle Elliott , Career Coach

Hayley Jukes , Editor

As a recruiter , I know employers like to hire people who can solve problems and work well under pressure.

A job rarely goes 100% according to plan, so hiring managers are more likely to hire you if you seem like you can handle unexpected challenges while staying calm and logical.

But how do they measure this?

Hiring managers will ask you interview questions about your problem-solving skills, and they might also look for examples of problem-solving on your resume and cover letter.

In this article, I’m going to share a list of problem-solving examples and sample interview answers to questions like, “Give an example of a time you used logic to solve a problem?” and “Describe a time when you had to solve a problem without managerial input. How did you handle it, and what was the result?”

Problem-solving involves identifying, prioritizing, analyzing, and solving problems using a variety of skills like critical thinking, creativity, decision making, and communication.
Describe the Situation, Task, Action, and Result ( STAR method ) when discussing your problem-solving experiences.
Tailor your interview answer with the specific skills and qualifications outlined in the job description.
Provide numerical data or metrics to demonstrate the tangible impact of your problem-solving efforts.

What are Problem Solving Skills?

Problem-solving is the ability to identify a problem, prioritize based on gravity and urgency, analyze the root cause, gather relevant information, develop and evaluate viable solutions, decide on the most effective and logical solution, and plan and execute implementation.

Problem-solving encompasses other skills that can be showcased in an interview response and your resume. Problem-solving skills examples include:

Critical thinking
Analytical skills
Decision making
Research skills
Technical skills
Communication skills
Adaptability and flexibility

Why is Problem Solving Important in the Workplace?

Problem-solving is essential in the workplace because it directly impacts productivity and efficiency. Whenever you encounter a problem, tackling it head-on prevents minor issues from escalating into bigger ones that could disrupt the entire workflow.

Beyond maintaining smooth operations, your ability to solve problems fosters innovation. It encourages you to think creatively, finding better ways to achieve goals, which keeps the business competitive and pushes the boundaries of what you can achieve.

Effective problem-solving also contributes to a healthier work environment; it reduces stress by providing clear strategies for overcoming obstacles and builds confidence within teams.

Examples of Problem-Solving in the Workplace

Correcting a mistake at work, whether it was made by you or someone else
Overcoming a delay at work through problem solving and communication
Resolving an issue with a difficult or upset customer
Overcoming issues related to a limited budget, and still delivering good work through the use of creative problem solving
Overcoming a scheduling/staffing shortage in the department to still deliver excellent work
Troubleshooting and resolving technical issues
Handling and resolving a conflict with a coworker
Solving any problems related to money, customer billing, accounting and bookkeeping, etc.
Taking initiative when another team member overlooked or missed something important
Taking initiative to meet with your superior to discuss a problem before it became potentially worse
Solving a safety issue at work or reporting the issue to those who could solve it
Using problem solving abilities to reduce/eliminate a company expense
Finding a way to make the company more profitable through new service or product offerings, new pricing ideas, promotion and sale ideas, etc.
Changing how a process, team, or task is organized to make it more efficient
Using creative thinking to come up with a solution that the company hasn’t used before
Performing research to collect data and information to find a new solution to a problem
Boosting a company or team’s performance by improving some aspect of communication among employees
Finding a new piece of data that can guide a company’s decisions or strategy better in a certain area

Problem-Solving Examples for Recent Grads/Entry-Level Job Seekers

Coordinating work between team members in a class project
Reassigning a missing team member’s work to other group members in a class project
Adjusting your workflow on a project to accommodate a tight deadline
Speaking to your professor to get help when you were struggling or unsure about a project
Asking classmates, peers, or professors for help in an area of struggle
Talking to your academic advisor to brainstorm solutions to a problem you were facing
Researching solutions to an academic problem online, via Google or other methods
Using problem solving and creative thinking to obtain an internship or other work opportunity during school after struggling at first

How To Answer “Tell Us About a Problem You Solved”

When you answer interview questions about problem-solving scenarios, or if you decide to demonstrate your problem-solving skills in a cover letter (which is a good idea any time the job description mentions problem-solving as a necessary skill), I recommend using the STAR method.

STAR stands for:

It’s a simple way of walking the listener or reader through the story in a way that will make sense to them.

Start by briefly describing the general situation and the task at hand. After this, describe the course of action you chose and why. Ideally, show that you evaluated all the information you could given the time you had, and made a decision based on logic and fact. Finally, describe the positive result you achieved.

Note: Our sample answers below are structured following the STAR formula. Be sure to check them out!

EXPERT ADVICE

Dr. Kyle Elliott , MPA, CHES Tech & Interview Career Coach caffeinatedkyle.com

How can I communicate complex problem-solving experiences clearly and succinctly?

Before answering any interview question, it’s important to understand why the interviewer is asking the question in the first place.

When it comes to questions about your complex problem-solving experiences, for example, the interviewer likely wants to know about your leadership acumen, collaboration abilities, and communication skills, not the problem itself.

Therefore, your answer should be focused on highlighting how you excelled in each of these areas, not diving into the weeds of the problem itself, which is a common mistake less-experienced interviewees often make.

Tailoring Your Answer Based on the Skills Mentioned in the Job Description

As a recruiter, one of the top tips I can give you when responding to the prompt “Tell us about a problem you solved,” is to tailor your answer to the specific skills and qualifications outlined in the job description.

Once you’ve pinpointed the skills and key competencies the employer is seeking, craft your response to highlight experiences where you successfully utilized or developed those particular abilities.

For instance, if the job requires strong leadership skills, focus on a problem-solving scenario where you took charge and effectively guided a team toward resolution.

By aligning your answer with the desired skills outlined in the job description, you demonstrate your suitability for the role and show the employer that you understand their needs.

Amanda Augustine expands on this by saying:

“Showcase the specific skills you used to solve the problem. Did it require critical thinking, analytical abilities, or strong collaboration? Highlight the relevant skills the employer is seeking.”

Interview Answers to “Tell Me About a Time You Solved a Problem”

Now, let’s look at some sample interview answers to, “Give me an example of a time you used logic to solve a problem,” or “Tell me about a time you solved a problem,” since you’re likely to hear different versions of this interview question in all sorts of industries.

The example interview responses are structured using the STAR method and are categorized into the top 5 key problem-solving skills recruiters look for in a candidate.

1. Analytical Thinking

Situation: In my previous role as a data analyst , our team encountered a significant drop in website traffic.

Task: I was tasked with identifying the root cause of the decrease.

Action: I conducted a thorough analysis of website metrics, including traffic sources, user demographics, and page performance. Through my analysis, I discovered a technical issue with our website’s loading speed, causing users to bounce.

Result: By optimizing server response time, compressing images, and minimizing redirects, we saw a 20% increase in traffic within two weeks.

2. Critical Thinking

Situation: During a project deadline crunch, our team encountered a major technical issue that threatened to derail our progress.

Task: My task was to assess the situation and devise a solution quickly.

Action: I immediately convened a meeting with the team to brainstorm potential solutions. Instead of panicking, I encouraged everyone to think outside the box and consider unconventional approaches. We analyzed the problem from different angles and weighed the pros and cons of each solution.

Result: By devising a workaround solution, we were able to meet the project deadline, avoiding potential delays that could have cost the company $100,000 in penalties for missing contractual obligations.

3. Decision Making

Situation: As a project manager , I was faced with a dilemma when two key team members had conflicting opinions on the project direction.

Task: My task was to make a decisive choice that would align with the project goals and maintain team cohesion.

Action: I scheduled a meeting with both team members to understand their perspectives in detail. I listened actively, asked probing questions, and encouraged open dialogue. After carefully weighing the pros and cons of each approach, I made a decision that incorporated elements from both viewpoints.

Result: The decision I made not only resolved the immediate conflict but also led to a stronger sense of collaboration within the team. By valuing input from all team members and making a well-informed decision, we were able to achieve our project objectives efficiently.

4. Communication (Teamwork)

Situation: During a cross-functional project, miscommunication between departments was causing delays and misunderstandings.

Task: My task was to improve communication channels and foster better teamwork among team members.

Action: I initiated regular cross-departmental meetings to ensure that everyone was on the same page regarding project goals and timelines. I also implemented a centralized communication platform where team members could share updates, ask questions, and collaborate more effectively.

Result: Streamlining workflows and improving communication channels led to a 30% reduction in project completion time, saving the company $25,000 in operational costs.

5. Persistence

Situation: During a challenging sales quarter, I encountered numerous rejections and setbacks while trying to close a major client deal.

Task: My task was to persistently pursue the client and overcome obstacles to secure the deal.

Action: I maintained regular communication with the client, addressing their concerns and demonstrating the value proposition of our product. Despite facing multiple rejections, I remained persistent and resilient, adjusting my approach based on feedback and market dynamics.

Result: After months of perseverance, I successfully closed the deal with the client. By closing the major client deal, I exceeded quarterly sales targets by 25%, resulting in a revenue increase of $250,000 for the company.

Tips to Improve Your Problem-Solving Skills

Throughout your career, being able to showcase and effectively communicate your problem-solving skills gives you more leverage in achieving better jobs and earning more money .

So to improve your problem-solving skills, I recommend always analyzing a problem and situation before acting.

When discussing problem-solving with employers, you never want to sound like you rush or make impulsive decisions. They want to see fact-based or data-based decisions when you solve problems.

Don’t just say you’re good at solving problems. Show it with specifics. How much did you boost efficiency? Did you save the company money? Adding numbers can really make your achievements stand out.

To get better at solving problems, analyze the outcomes of past solutions you came up with. You can recognize what works and what doesn’t.

Think about how you can improve researching and analyzing a situation, how you can get better at communicating, and deciding on the right people in the organization to talk to and “pull in” to help you if needed, etc.

Finally, practice staying calm even in stressful situations. Take a few minutes to walk outside if needed. Step away from your phone and computer to clear your head. A work problem is rarely so urgent that you cannot take five minutes to think (with the possible exception of safety problems), and you’ll get better outcomes if you solve problems by acting logically instead of rushing to react in a panic.

You can use all of the ideas above to describe your problem-solving skills when asked interview questions about the topic. If you say that you do the things above, employers will be impressed when they assess your problem-solving ability.

More Interview Resources

3 Answers to “How Do You Handle Stress?”
How to Answer “How Do You Handle Conflict?” (Interview Question)
Sample Answers to “Tell Me About a Time You Failed”

About the Author

Biron Clark is a former executive recruiter who has worked individually with hundreds of job seekers, reviewed thousands of resumes and LinkedIn profiles, and recruited for top venture-backed startups and Fortune 500 companies. He has been advising job seekers since 2012 to think differently in their job search and land high-paying, competitive positions. Follow on Twitter and LinkedIn .

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Interview Questions

50 Interview Questions About Problem Solving (With Answers)

Problems often arise at work. Can you solve them? Here are 50 interview questions about problem solving to know about.

March 22, 2024

Working in a company, you’ll be tasked with projects to work on that solve problems. Maybe you’ll need to solve a problem to help achieve a specific goal or create a solution to a problem that helps your business’ customers. Either way, problem solving is an important skill in the workplace. This post will include 50 interview questions about problem solving with answers to help you prepare for these types of interviews.

Get more interview questions. Sign up for Huntr to access interview questions tailored to the job you're applying for.

What is problem solving?

Problem solving is a critical soft skill that involves identifying, analyzing, and resolving issues or obstacles effectively and efficiently. It encompasses a series of steps including understanding the problem, brainstorming potential solutions, evaluating the pros and cons of each option, and implementing the most viable solution. Problem solving is not only about finding quick fixes but also about foreseeing potential challenges and addressing them proactively. It requires creativity, critical thinking, and the ability to remain calm under pressure, making it a highly valued skill in personal and professional contexts alike. Whether it's navigating interpersonal conflicts, troubleshooting a technical issue, or overcoming logistical hurdles, adept problem solvers are equipped to tackle a wide array of challenges, turning obstacles into opportunities for growth and improvement.

Why problem solving is important in the workplace

1. enhances adaptability.

In today's fast-paced work environment, the ability to engage in effective problem solving is crucial. It allows employees to adapt quickly to changes, challenges, and unexpected situations. By developing strong problem-solving skills, individuals can analyze issues, identify solutions, and implement strategies efficiently, ensuring the smooth operation of workplace processes.

2. Promotes Innovation

Problem-solving skills are the backbone of innovation within the workplace. When employees are equipped to tackle challenges creatively, they can generate novel ideas and solutions that drive the company forward. This skill not only aids in overcoming immediate obstacles but also contributes to the long-term development and competitiveness of the organization.

3. Improves Team Collaboration

Effective problem solving often requires a collaborative effort. When team members possess strong problem-solving skills, they can work together more effectively, sharing insights, and combining their expertise to find the best solutions. This not only leads to better outcomes but also fosters a culture of cooperation and mutual respect among colleagues, enhancing overall workplace morale and productivity.

5 Tips for Answering Problem-Solving Interview Questions

Problem-solving is a critical skill that employers look for in candidates across various industries. Demonstrating your ability to tackle challenges effectively can set you apart from other applicants. Here are five tips to help you showcase your problem-solving skills during an interview:

1. Use the STAR Method

Structure your responses using the Situation, Task, Action, and Result (STAR) method. Start by describing a specific situation or problem you encountered, outline the task you needed to accomplish, detail the actions you took to address the problem, and finish with the results of your efforts. This method helps you deliver a concise and compelling story that highlights your problem-solving prowess.

2. Highlight Your Analytical Skills

Employers want to see that you can analyze a situation and come up with a logical solution. When answering questions, talk about how you break down complex problems into manageable parts. Mention any tools or techniques you use, such as SWOT analysis, root cause analysis, or critical thinking strategies, to diagnose issues and develop solutions.

3. Show Adaptability

Problem-solving often requires flexibility and the ability to adapt to changing circumstances. Share examples of how you've had to adjust your approach when faced with new information or unforeseen challenges. This demonstrates your resilience and willingness to pivot your strategy to achieve the best outcome.

4. Emphasize Collaboration

Many problems are too complex for one person to solve alone. Talk about times when you've collaborated with others to tackle a challenge. Highlight your ability to listen to different perspectives, integrate feedback, and work as part of a team to find innovative solutions. This shows that you value diverse input and can leverage collective intelligence to overcome obstacles.

5. Reflect on Lessons Learned

Finally, don't shy away from discussing problems that didn't go as planned. Reflecting on what didn't work and what you learned from those experiences can be just as powerful as showcasing your successes. It demonstrates self-awareness, accountability, and a commitment to continuous improvement. Be sure to end on a positive note by explaining how these lessons have enhanced your problem-solving abilities moving forward.

By following these tips and preparing thoughtful, specific examples, you'll be able to convincingly demonstrate your problem-solving skills in your next interview. Remember, it's not just about the problems you've solved, but how you've solved them that will impress potential employers.

1. Can you describe a situation where you had to solve a difficult problem at work?

In a previous role, our company faced a significant customer dissatisfaction issue due to a software glitch that caused frequent service disruptions. As the project manager, I had to lead a cross-functional team to identify the root cause, develop a solution, and implement it swiftly to restore customer satisfaction. It involved collaborating with the IT team, customer support, and product development to conduct a thorough analysis, prioritize fixes, and communicate transparently with customers to manage expectations and regain trust.

2. How do you approach complex problems in your professional life?

I approach complex problems by first breaking them down into smaller manageable components to gain clarity on the issue. Then, I gather relevant data, analyze trends, and identify patterns to understand the underlying factors contributing to the problem. Collaborating with colleagues from diverse backgrounds helps gain different perspectives and insights. I also prioritize actions based on urgency and impact, continuously evaluate progress, and adapt strategies as needed to achieve effective solutions.

3. What is your process for identifying the root cause of a problem?

My process for identifying the root cause involves asking probing questions, conducting thorough research, gathering data and feedback from stakeholders, analyzing trends and patterns, and using problem-solving techniques such as root cause analysis (RCA) or the "5 Whys" method. I focus on understanding the systemic issues rather than just addressing symptoms to ensure long-term solutions.

4. Can you give an example of a creative solution you've implemented to address a challenging issue?

In a project where budget constraints were hindering progress, I proposed implementing a lean approach by prioritizing essential features, streamlining workflows, and optimizing resource allocation. This creative solution allowed us to deliver key functionalities within budget and timeline constraints while maintaining quality and stakeholder satisfaction.

5. How do you prioritize problems that need to be solved?

I prioritize problems based on their impact on organizational goals, customer experience, urgency, and resource availability. I categorize issues into immediate, short-term, and long-term priorities, considering the potential risks and benefits of solving each problem. Regularly reassessing priorities ensures alignment with evolving business needs and strategic objectives.

6. What tools or methods do you typically use for problem-solving?

I utilize various problem-solving tools and methods depending on the complexity of the issue, including brainstorming sessions, fishbone diagrams, SWOT analysis, process mapping, data analytics, and project management software. Collaborative platforms and communication tools also facilitate effective teamwork and information sharing during problem-solving processes.

7. How do you involve others in the problem-solving process?

I involve others in the problem-solving process by fostering a culture of collaboration, open communication, and shared responsibility. This includes seeking input and perspectives from team members, encouraging diverse ideas and approaches, delegating tasks based on strengths, providing support and resources, facilitating brainstorming sessions or workshops, and recognizing contributions to promote a sense of ownership and accountability in problem-solving efforts.

8. Can you share an experience where you had to solve a problem under a tight deadline?

In a previous project, we faced a critical technical issue just days before a major product launch. The issue threatened the functionality of key features, risking customer satisfaction and revenue. To solve it, I organized a rapid-response team, conducted round-the-clock troubleshooting, prioritized tasks based on impact, and delegated responsibilities efficiently. Despite the tight deadline, we collaborated effectively, leveraged expertise from various departments, and implemented a temporary workaround to ensure a successful product launch. Post-launch, we continued refining the solution for a permanent fix.

9. How do you ensure that a solution is both effective and efficient?

I ensure that a solution is both effective and efficient by aligning it with predefined objectives and success criteria, conducting thorough analysis and testing, seeking feedback from stakeholders, and evaluating its impact on key performance indicators (KPIs) such as cost, time, quality, and customer satisfaction. Continuous monitoring and iteration allow me to optimize the solution's efficiency while maintaining its effectiveness over time.

10. What is the biggest problem you have solved in your career?

One of the biggest problems I solved in my career was optimizing a supply chain process for a multinational company. The challenge involved reducing lead times, improving inventory management, and enhancing supplier relationships to meet growing customer demands and reduce costs. By implementing data-driven strategies, process improvements, and cross-functional collaboration, we achieved significant improvements in efficiency, cost savings, and customer service levels, contributing to the company's overall success.

11. How do you deal with uncertainty when solving problems?

When faced with uncertainty, I adopt a structured approach by gathering relevant information, conducting scenario analysis, identifying potential risks and opportunities, and developing contingency plans. I also leverage past experiences, seek input from subject matter experts, and remain adaptable and open to alternative solutions. Clear communication, ongoing evaluation, and agile decision-making help navigate uncertainty effectively and mitigate potential impacts.

12. Can you describe a time when you had to solve a problem without all the necessary information?

In a project where critical data was unavailable due to technical issues, I had to make decisions and implement solutions based on limited information. To address this challenge, I leveraged available data, conducted qualitative analysis, consulted with experts, and communicated transparently with stakeholders about the uncertainties and risks involved. Despite the constraints, we managed to implement a temporary solution and later refined it based on additional insights and data.

13. How do you measure the success of a solution?

I measure the success of a solution by defining clear metrics and KPIs aligned with the problem's objectives and desired outcomes. This includes assessing factors such as cost savings, time efficiency, quality improvement, customer satisfaction, revenue generation, and impact on organizational goals. Regular performance monitoring, data analysis, feedback collection, and stakeholder evaluations help track progress, identify areas for improvement, and ensure that the solution delivers measurable benefits.

14. What do you do if your initial solution to a problem fails?

If my initial solution to a problem fails, I conduct a thorough analysis to understand the root cause of the failure, gather feedback from stakeholders, and reassess the problem and its context. I then iterate and refine the solution, incorporating lessons learned, alternative approaches, and additional insights to develop a more effective and robust solution. Continuous improvement, flexibility, and resilience are key elements in overcoming setbacks and achieving successful outcomes.

15. How do you adapt your problem-solving strategies in a rapidly changing environment?

In a rapidly changing environment, I adapt my problem-solving strategies by staying informed about industry trends, technological advancements, and market dynamics. I prioritize agility, collaboration, and innovation, regularly reassessing priorities, adjusting strategies, and leveraging emerging tools and methodologies to address evolving challenges effectively. Flexibility, quick decision-making, and a proactive approach to change enable me to navigate uncertainties and drive successful problem resolution.

16. Can you give an example of a time when you had to use data analysis for problem-solving?

In a marketing campaign analysis project, we noticed a significant drop in conversion rates for a particular segment of our target audience. To identify the underlying issue, I conducted a detailed data analysis using customer demographics, behavior patterns, and campaign performance metrics. By correlating data points and conducting A/B testing, we discovered that the drop in conversion was due to a mismatch between the messaging in the campaign and the preferences of that specific audience segment. This data-driven insight allowed us to adjust our marketing strategy effectively and improve conversion rates.

17. How do you differentiate between symptoms and root causes of a problem?

To differentiate between symptoms and root causes of a problem, I employ techniques such as the "5 Whys" method, root cause analysis, and process mapping. By asking probing questions and digging deeper into the factors contributing to the problem, I can identify underlying causes rather than just addressing surface-level symptoms. This approach ensures that solutions target the root of the problem, leading to more effective and sustainable outcomes.

18. Can you discuss a time when you had to solve a problem collaboratively with a team?

In a product development project, we encountered challenges related to compatibility issues between different software components, leading to performance issues and customer complaints. To address this, I facilitated collaborative problem-solving sessions with cross-functional teams, including developers, QA testers, and product managers. Through open communication, brainstorming, and sharing of expertise, we identified the root causes, developed a coordinated action plan, and implemented solutions that resolved the compatibility issues, improving product performance and customer satisfaction.

19. How do you handle feedback on your problem-solving efforts?

I value feedback as an opportunity for growth and improvement. When receiving feedback on my problem-solving efforts, I actively listen, seek to understand perspectives, and appreciate constructive criticism. I use feedback to reflect on my approach, identify areas for enhancement, and incorporate suggestions into future problem-solving endeavors. Embracing feedback fosters continuous learning, enhances problem-solving skills, and contributes to achieving better outcomes.

20. What role does critical thinking play in your problem-solving process?

Critical thinking is integral to my problem-solving process as it enables me to analyze situations objectively, evaluate information, identify patterns, and make informed decisions. By applying logical reasoning, sound judgment, and evidence-based analysis, I can discern between relevant and irrelevant data, assess risks, consider alternative solutions, and anticipate potential outcomes. Critical thinking enhances problem-solving effectiveness by promoting thoroughness, accuracy, and strategic decision-making.

21. How do you stay motivated when faced with a complex problem?

When faced with a complex problem, I stay motivated by breaking the problem down into manageable tasks, setting realistic goals, and focusing on incremental progress. I maintain a positive mindset, leverage my problem-solving skills and past successes, seek support and collaboration from colleagues or mentors, and celebrate small victories along the way. Staying organized, maintaining a clear vision of the desired outcome, and reminding myself of the impact of solving the problem keep me motivated and determined to overcome challenges.

22. Can you describe a situation where you had to change your approach to solve a problem effectively?

In a project involving customer feedback analysis, my initial approach focused solely on quantitative data analysis to identify trends and patterns. However, I realized that the qualitative aspect of customer feedback, such as sentiments and specific comments, provided valuable insights that were missed in the quantitative analysis alone. To address this, I changed my approach by integrating qualitative data analysis techniques, such as sentiment analysis and thematic coding, into the process. This holistic approach led to a more comprehensive understanding of customer perceptions and facilitated more targeted problem-solving strategies.

23. How do you balance the need for quick solutions with the need for thorough problem-solving?

Balancing the need for quick solutions with thorough problem-solving involves prioritizing tasks based on urgency and impact. For urgent issues requiring immediate resolution, I focus on quick, interim solutions to address critical aspects and mitigate immediate risks. Simultaneously, I allocate time and resources for in-depth analysis, root cause identification, and long-term solutions to prevent recurrence and optimize outcomes. Effective time management, clear prioritization, and strategic decision-making enable me to strike a balance between speed and thoroughness in problem-solving.

24. Can you discuss a time when you had to solve a problem with limited resources?

In a project where budget constraints limited our ability to hire additional staff, I faced the challenge of increasing operational efficiency without increasing costs. To address this, I conducted a thorough analysis of existing processes, identified inefficiencies, and proposed automation solutions using available software tools. By leveraging technology and optimizing workflows, we were able to streamline operations, reduce manual tasks, and improve productivity without exceeding the budget.

25. What strategies do you use to prevent problems from occurring in the first place?

Proactive problem prevention involves risk assessment, continuous monitoring, and implementing preventive measures. I regularly conduct risk assessments to identify potential issues, develop contingency plans, and implement controls to mitigate risks. Additionally, I emphasize continuous improvement, encourage open communication within teams, and promote a culture of accountability and learning from past experiences to prevent recurring problems.

26. How do you communicate complex problems (and solutions) to stakeholders who may not be familiar with the details?

When communicating complex problems and solutions to stakeholders, I use a structured approach that involves breaking down technical information into easily understandable concepts. I focus on highlighting the impact, benefits, and relevance of the problem and proposed solutions to the stakeholders' interests and objectives. Utilizing visual aids, such as charts, graphs, and diagrams, helps clarify complex information, facilitate discussions, and ensure stakeholders grasp key points effectively.

27. Can you share an example of a time when you solved a problem that significantly benefited your organization?

In a cost optimization initiative, I identified inefficiencies in supply chain management that were leading to increased procurement costs and delayed deliveries. By analyzing data, negotiating contracts with vendors, and implementing process improvements, we streamlined supply chain operations, reduced procurement costs by 20%, and improved delivery timelines. This solution not only saved the organization substantial resources but also enhanced operational efficiency and customer satisfaction.

28. How do you incorporate feedback into your problem-solving process?

Incorporating feedback into the problem-solving process is essential for continuous improvement. I actively seek feedback from stakeholders, team members, and subject matter experts throughout the problem-solving journey. I analyze feedback to identify areas for enhancement, consider alternative perspectives and solutions, and iteratively refine strategies based on input received. Regular feedback loops ensure that solutions are well-informed, aligned with stakeholder expectations, and optimized for effectiveness.

29. What is the most unconventional problem-solving method you’ve successfully used?

In a project where traditional problem-solving methods were insufficient, I applied design thinking principles to generate innovative solutions. By conducting empathy interviews, brainstorming sessions, and prototyping ideas, we identified creative solutions that addressed user needs more effectively. This unconventional approach led to breakthrough solutions that significantly improved user experience and product performance.

30. How do you ensure that your solution aligns with the overall goals of your organization?

Aligning solutions with organizational goals involves understanding strategic objectives, engaging stakeholders, and evaluating solutions based on their impact on key performance indicators. I ensure alignment by conducting thorough analyses, seeking input from relevant stakeholders, and assessing how proposed solutions contribute to organizational priorities, such as cost reduction, revenue growth, customer satisfaction, or market expansion. Regular alignment checks and feedback loops help validate that solutions remain aligned with overarching goals.

31. Can you describe a problem you solved that had a positive impact on your team’s performance?

In a team performance improvement project, I identified communication barriers and lack of collaboration as key challenges impacting productivity. I implemented team-building activities, fostered a culture of open communication and collaboration, and facilitated regular feedback sessions. These interventions resulted in improved teamwork, enhanced morale, and increased productivity, leading to measurable performance improvements and positive outcomes for the team and organization.

32. How do you decide when to tackle a problem on your own or to seek help?

I assess the complexity, urgency, and impact of the problem to determine whether I can address it independently or if seeking help is necessary. If the problem requires specialized expertise, collaboration, or resources beyond my capabilities, I proactively seek assistance to ensure efficient and effective problem-solving. I prioritize transparency and open communication to foster a collaborative problem-solving approach.

33. How do you keep track of multiple problems that need to be solved at the same time?

To manage multiple problems simultaneously, I utilize organization tools such as task lists, project management software, and prioritization techniques. I categorize problems based on urgency, importance, and dependencies, establish clear timelines and milestones for each, and regularly review progress to adjust priorities as needed. Effective delegation, communication, and collaboration with team members also contribute to successful management of multiple problem-solving efforts.

34. Can you explain how you evaluate potential solutions to a problem?

When evaluating potential solutions, I consider factors such as feasibility, effectiveness, cost, impact, and alignment with objectives. I conduct thorough analyses, gather relevant data and insights, assess risks and benefits, and compare alternative solutions based on predefined criteria. I prioritize solutions that are practical, sustainable, and aligned with strategic goals, and I seek input from stakeholders and subject matter experts to ensure comprehensive evaluation and informed decision-making.

35. How do you deal with resistance when implementing a solution?

Addressing resistance during solution implementation requires effective communication, stakeholder engagement, and change management strategies. I proactively communicate the rationale behind the solution, its benefits, and the expected outcomes to gain buy-in and mitigate resistance. I listen to concerns, address objections, and involve stakeholders in the decision-making process to foster ownership and collaboration. I also provide support, training, and feedback mechanisms to facilitate smooth adoption and implementation of the solution.

36. Can you describe a time when you had to solve a problem outside of your area of expertise?

In a cross-functional project, I encountered a technical issue that required expertise beyond my domain. Recognizing the challenge, I collaborated with experts from relevant departments, sought their insights, and leveraged their knowledge to understand the problem thoroughly. By facilitating interdisciplinary discussions, conducting research, and learning from experts, I gained the necessary understanding to contribute effectively to problem-solving and drive successful outcomes for the project.

37. How do you ensure that your problem-solving efforts are inclusive and consider diverse perspectives?

Inclusive problem-solving involves valuing diverse perspectives, fostering open dialogue, and creating an environment where everyone's input is respected and considered. I actively seek input from team members with varying backgrounds, experiences, and expertise, encourage brainstorming sessions, and facilitate discussions that promote diverse viewpoints. I promote inclusivity by practicing active listening, empathy, and respect for different opinions, ensuring that solutions are comprehensive, innovative, and reflective of diverse perspectives.

38. Can you share a situation where you had to use emotional intelligence in problem-solving?

During a project with tight deadlines and high stakes, I encountered interpersonal conflicts among team members that were impacting productivity and morale. Recognizing the importance of emotional intelligence, I employed active listening, empathy, and conflict resolution skills to understand each team member's perspectives, address underlying issues, and foster a collaborative and supportive environment. By acknowledging emotions, managing conflicts constructively, and promoting effective communication, I successfully mitigated tensions, restored team cohesion, and achieved project objectives.

39. How do you manage stress and pressure when solving critical problems?

Managing stress and pressure during critical problem-solving involves prioritization, time management, self-care, and resilience-building strategies. I prioritize tasks based on urgency and importance, break down complex problems into manageable steps, and set realistic expectations and timelines. I practice stress-reduction techniques such as mindfulness, exercise, and time management, seek support from colleagues and mentors, and maintain a positive mindset to navigate challenges effectively and maintain focus on problem-solving objectives.

40. Can you explain a time when you had to prioritize long-term solutions over quick fixes?

In a previous project, we encountered recurring quality issues that required immediate attention. While quick fixes could address the immediate symptoms, I advocated for a comprehensive root cause analysis to identify underlying systemic issues. By prioritizing long-term solutions, we implemented process improvements, updated quality control measures, and provided training to team members. This approach not only resolved the immediate issues but also prevented future occurrences, leading to sustainable improvements and long-term success.

41. How do you adapt your problem-solving approach based on the audience or stakeholders involved?

Adapting problem-solving approaches involves understanding stakeholders' preferences, priorities, and communication styles. For technical audiences, I focus on data-driven analyses, detailed reports, and solution feasibility. When engaging non-technical stakeholders, I emphasize clear explanations, visual aids, and real-world examples to ensure understanding and alignment. I tailor communication channels, formats, and frequency to suit stakeholders' preferences, fostering collaboration, buy-in, and successful problem resolution.

42. Can you discuss a time when you had to use negotiation skills in problem-solving?

During a project negotiation, conflicting interests arose between departments regarding resource allocation and project timelines. To resolve the impasse, I facilitated negotiations by identifying common goals, exploring compromise options, and advocating for win-win solutions. Using active listening, empathy, and persuasive communication, I bridged differences, built consensus, and reached agreements that satisfied all parties' needs. This collaborative approach not only resolved conflicts but also strengthened relationships and promoted cooperation.

43. How do you incorporate new technologies or methodologies into your problem-solving toolkit?

Incorporating new technologies and methodologies into problem-solving requires continuous learning, experimentation, and adaptation. I stay updated on industry trends, attend training sessions, and seek opportunities to apply emerging technologies such as data analytics, automation, and AI in problem-solving. I collaborate with experts, conduct pilot projects, and evaluate results to assess the effectiveness and feasibility of new approaches. By embracing innovation, I enhance problem-solving capabilities, drive efficiencies, and deliver value to organizations.

44. Can you describe a time when your problem-solving led to innovation within your organization?

In a project focused on streamlining operations, I identified inefficiencies in existing processes and proposed innovative solutions leveraging digital tools and automation. By collaborating with cross-functional teams, conducting workflow analyses, and piloting new technologies, we implemented streamlined workflows, reduced manual tasks, and improved efficiency. This innovation not only optimized operations but also enhanced employee productivity, customer satisfaction, and organizational competitiveness.

45. How do you ensure that your solutions are sustainable and environmentally friendly?

Ensuring sustainable and environmentally friendly solutions involves considering ecological impacts, resource conservation, and long-term viability. I prioritize sustainable practices such as waste reduction, energy efficiency, and eco-friendly materials in solution design. I collaborate with sustainability experts, conduct lifecycle assessments, and integrate environmental considerations into decision-making processes. By promoting green initiatives, I contribute to environmental stewardship, corporate social responsibility, and positive societal impact through problem-solving efforts.

46. Can you share an example of a cross-functional problem you solved?

In a previous role, we faced a cross-functional challenge related to customer retention. The marketing team identified a decline in customer engagement, while the sales team noticed an increase in churn rates. Collaborating with both teams, I led a comprehensive analysis to identify root causes. We discovered that misaligned messaging between marketing campaigns and sales interactions was confusing customers. By implementing a unified communication strategy, aligning marketing messages with sales processes, and enhancing customer touchpoints, we improved customer satisfaction, reduced churn rates, and increased revenue.

47. How do you mentor others in developing their problem-solving skills?

Mentoring others in problem-solving involves providing guidance, encouragement, and opportunities for skill development. I mentor by sharing my problem-solving experiences, providing frameworks, and encouraging critical thinking. I offer constructive feedback, challenge assumptions, and encourage diverse perspectives to foster creativity and innovation. I also create learning opportunities such as workshops, case studies, and collaborative projects to help mentees apply problem-solving techniques in real-world scenarios and enhance their skills over time.

48. Can you describe a situation where you had to overcome significant obstacles to solve a problem?

In a complex project, we encountered unforeseen technical challenges that threatened project timelines and deliverables. Despite initial setbacks and resource constraints, I led the team in brainstorming sessions, leveraging expertise from various departments, and exploring alternative solutions. We overcame obstacles by fostering collaboration, adopting agile methodologies, and prioritizing problem-solving efforts. Through perseverance, resilience, and adaptability, we successfully resolved technical issues, met project milestones, and delivered high-quality outcomes.

49. How do you balance logic and intuition in your problem-solving process?

Balancing logic and intuition in problem-solving involves leveraging analytical thinking and creative insights. I start by gathering data, analyzing facts, and applying logical frameworks to understand the problem's scope and complexity. Then, I tap into intuition by brainstorming ideas, exploring unconventional approaches, and considering potential outcomes from different perspectives. I combine rational decision-making with gut instincts, test hypotheses, and validate solutions to ensure effectiveness and innovation in problem-solving.

50. Can you discuss a time when you had to revisit and revise a solution based on new information or outcomes?

In a strategic initiative, we implemented a new process to streamline operations and improve efficiency. However, after implementation, we noticed unexpected challenges and suboptimal results. Recognizing the need for continuous improvement, I initiated a review process, gathered feedback from stakeholders, and conducted performance evaluations. Based on new insights and outcomes, we revisited the initial solution, identified areas for enhancement, and revised the process to address gaps and achieve desired outcomes effectively. This iterative approach ensured that our solutions remained adaptive, responsive, and aligned with evolving needs and objectives.

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Constructing Problem Statements: A Step-by-Step Guide with Real-Life Examples

Written by Salary.com Staff

June 16, 2024

Constructing Problem Statements: A Step-by-Step Guide with Real-Life Examples Hero

When facing a problem, the first step is to understand how to clearly describe it. Constructing an effective problem statement sets the stage for developing solutions.

This guide walks through a five-step process, from gathering background information to refining the statement, along with real-world examples drawn from businesses, nonprofits, and other organizations that illustrate what works. With the right framework, anyone can learn to write problem statements that zero in on root causes and lay the groundwork for change. Whether writing a proposal, starting a new project, or trying to understand a complex problem, this practical guide aids in articulating problems with precision.

What Is a Problem Statement and Why Is It Important?

A problem statement is a concise description of an issue that needs addressing. It identifies the gap between the current state and the desired state of a process or product. For businesses and organizations, having a clearly defined problem statement is important because it guides the decision-making process for finding solutions.

Identifying the problem thoroughly is the first step to developing a good problem statement. Some key questions to ask are: Who or what is affected? How are they affected? Where and when does the issue occur?

Answering these questions helps determine the root cause of the problem, which leads to a well-written problem statement.

Elements of a Good Problem Statement

What does it take for a problem statement to be considered good? Here are three pointers to remember:

It specifies the undesirable state or issue (the problem itself). For example, "Employee turnover rates are too high."
It identifies the root cause of the problem. For example, "Lack of career growth opportunities is causing high employee turnover."
It defines the impact on the organization. For example, "High employee turnover results in loss of productivity, increased hiring and training costs, and poor customer service."

With a solid problem statement in hand, companies can determine solutions, set goals, and take action. They can look at different ways to solve the main issue, choose the best one, and make a plan to put changes into action. This helps fix the problem in a way that works well and lasts over time.

Steps to Create an Effective Problem Statement

To write an effective problem statement, organizations need to follow some key steps.

Identify the issues: The first step is to identify the specific issues or areas of concern. This can be declining sales, loss of key talent, increased costs, etc. It is important for organizations to gather data and information from various sources to clearly understand the issues.
Determine the impact: After identifying the issues that need to be solved, it’s time to determine how they are impacting the organization. For example, declining sales can lead to loss of revenue and market share. Losing important workers can make it harder to get work done and make people feel less happy at work. Increased costs can reduce profit margins. The organization needs to evaluate the impact both quantitatively and qualitatively.
State the problem: With a clear understanding of the issues and their impact, the organization can now write the problem in a concise statement. For example, “Declining sales over the past 3 quarters have reduced revenue by 25% and market share by 10%, threatening the company’s growth and stability.” Another possible problem statement can be, “The loss of 5 key managers in the past 6 months has significantly disrupted operations and reduced employee satisfaction, requiring an urgent solution.”
Identify the objective: The organization must decide how to achieve the solution to the problem. For declining sales, the objectives may be to increase sales by 20% and regain 5% market share. For loss of talent, objectives may be to retain remaining key employees and recruit new managers. Objectives guide the development of solutions.
Review and revise: Writing a good problem statement takes time and a lot of revisions. The organization must review the issues, impacts, problem statements, and objectives to ensure alignment and thoroughness. With patience and hard work, an organization can build a focused problem statement to drive real change.

Problem Statement Template and Examples

A good problem statement must include:

The current situation or issue requires addressing. Clearly define the problem in 1-2 sentences.
The goal or desired outcome that will result from solving the problem. What do you hope to achieve? What will success look like?
Any requirements or constraints that need to be considered. Are there any limitations that will impact the solution?

Example 1: Low Employee Satisfaction

Current situation: Annual employee satisfaction surveys show that satisfaction levels have dropped by over 25% in the last two years. Employees report feeling overworked, undervalued, and lacking work-life balance .

Goal: Improve employee satisfaction and retention. Increase satisfaction levels by at least 30% within the next 18 months.

Requirements: Any solution must be cost-effective and improve work conditions without reducing productivity or work quality.

Example 2: Declining Client Renewal Rates

Current situation: Client renewal rates have declined from 85% to 65% over the last year. Clients report frustration with lack of communication and support from account managers .

Goal: Increase client renewal rates to at least 80% within 6-12 months through improved client satisfaction and retention.

Requirements: Solutions must align with company values of high-quality, customized client service. An additional budget is available to support client success initiatives.

Example 3: Slow Product Innovation

Current situation: New product releases have slowed from 4-6 per year to only 2 in the last year. Competitors are releasing innovative new products at a faster pace.

Goal: Release at least 4-6 innovative new products over the next 12 months to meet growth targets and stay ahead of competitors.

Requirements: New products must meet existing brand standards and be suitable for current manufacturing processes and distribution channels. Additional funding and resources will be made available to support an increased product roadmap.

An effective problem statement clearly expresses the current situation, the goal, and any requirements that will impact potential solutions . With a well-defined problem statement, organizations can then determine the best path forward to meet their goals.

Transforming Problems into Solutions

A well-crafted problem statement is a vital tool in effectively identifying and solving issues. Through a clear definition of the problem and its impact, problem statements provide the foundation for successful project planning and implementation . Following the steps outlined in this guide will help in creating clear, concise, and actionable problem statements that drive positive outcomes.

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How to Solve Your Company’s Toughest Problems

A conversation with Harvard Business School professor Frances Frei on how to solve any problem in five clear steps.

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You’ve likely heard the phrase, “Move fast and break things.” But Harvard Business School professor Frances Frei says speed and experimentation are not enough on their own. Instead, she argues that you should move fast and fix things. (That’s also the topic and title of the book she coauthored with Anne Morriss .)

In this episode, Frei explains how you can solve any problem in five clear steps. First, she says, start by identifying the real problem holding you back. Then move on to building trust and relationships, followed by a narrative for your solution — before you begin implementing it.

Key episode topics include: leadership, strategy execution, managing people, collaboration and teams, trustworthiness, organizational culture.

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

Learn more about HBR’s “ Future of Business” virtual conference (November 2023)
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HANNAH BATES: Welcome to HBR on Leadership , case studies and conversations with the world’s top business and management experts, hand-selected to help you unlock the best in those around you.

Maybe you’ve heard the phrase, “move fast and break things.” It refers to a certain approach for rapid innovation that was popularized in Silicon Valley and invoked by many tech firms. But Harvard Business School professor Frances Frei says that speed and experimentation are not enough on their own. Instead, Frei argues that you should “move fast and fix things.” That’s the topic and title of the book she co-authored with Anne Morriss.

In this episode, Harvard Business Review’s editorial audience director Nicole Smith sits down with Frei to discuss how you can solve any problem in five quick steps. You’ll learn how to start by uncovering your true problem. Then, move on to build trust, relationships, and a narrative for your solution before you dive in on the actual work of implementing your fix.

This conversation was originally part of HBR’s “Future of Business” virtual conference in November 2023. Here it is.

FRANCES FREI: So, I would love to talk to you about how to move fast and fix things. And I’ll tell you the reason that Anne and I wrote this book – and it’s really a quest we’ve been on – is that Mark Zuckerberg, in his IPO for Facebook, famously said, “we’re going to move fast and break things.” And the problem with that is that it gave the world a false trade-off. It convinced so many of us that you could either move fast and break things or you could take care of people, one or the other. And we have found that there is a third, much better way. And that is, we can move even faster if we fix things along the way. And so, that’s what I’d love to talk to you about right now. And the way that we think about this is that if you want to move fast and fix things, we have to do it on a foundation of trust. And so, the first thing to do is to experience high trust. And we’re going to talk about how to build trust. But the way we see the world can be described in this grid. And in the presence of trust, we can move really fast. That’s how we move fast and fix things. We call it accelerating excellence. It’s only when we’re in the presence of low trust that we move fast and break things, or what we call being reckless disruption. And as I said, so many organizations are afraid of reckless disruption that they actually end up in this state of responsible stewardship, which is really just going slowly. And so, we wrote the book to get those that are in responsible stewardship to realize that we could go across the way to accelerating excellence. And we didn’t have to go down to reckless disruption. So, the way that we think about this, and it’s the way we wrote the book, is that there’s a five-step plan to do it. We organized the book for days of the week. We think that the metabolic rate of organizations can be improved significantly and that many, many hard problems can be solved in just one week. So, we wrote the book in the structure of a week. Step one is we have to find our real problem, that if we’re… for far too many of us, we’re addressing the symptom and not the cause. At any problem, there’s going to be trust broken at the bottom of it. And we’re going to solve for trust. We’re then going to learn how to get more perspectives to make our plans even better. Learn how to tell a narrative that works. And then, and only then, on Friday, do we get to go as fast as we can. And what typically happens in the move fast and break things is that we move Friday too forward in the week. So, our goal is to put ourselves in a position to move fast. And you have to wait till Friday to do that. So, what do I mean by finding the real problem? Most of us, a problem gets presented as a symptom. So, I’ll give you a recent example that got presented to me and Anne. We got called by a company. And they said, we’re having a gender problem. Will you come in and help us? And we’ve been able to help many organizations solve gender problems. So, we go in there. And we just wanted to make sure that they really did have a gender problem. The symptoms were super clear. There were no women at the top of the organization. Not very many women were coming into the organization. And great women were leaving the organization. So, they had… it looked like a gender problem. But it took, I don’t know, an hour. It took 60 minutes, certainly not even all of Monday, to uncover that their actual problem was not a gender problem. Their actual problem was a communication problem. And if we did all of the things that we know exist in our gender tool kit on how to fix gender, that would have all been wasted effort. But instead, what we found out is that the founders of this organization, and they were two cofounders, and they were very similar to each other, and they’d worked together and known each other for decades. They had a really uncomfortably and aggressively direct communication style. That communication style repelled all women and most men. So yes, the symptoms were gender. But oh, my goodness, the cause was that the two founders were succumbing to a problem many of us succumb to, which is, we were treating others as we like to be treated. They loved to be treated with aggressively direct communication. But nobody else loved it. And when we simply confronted them with that and taught them that instead of treating others as you want to be treated, now it’s a puzzle. Find out how they want to be treated, and treat them that way. Gets fixed. And all of a sudden, women and lots of other men are flowing to the organization. So, Monday… and we take a whole day for this. Let’s make sure we’re solving the real problem. And symptoms are rarely the cause. So, we just want to do some due diligence, some due diligence there. Once we know we’re solving for the real problem, there’s going to be trust broken down somewhere in the… amidst the problem. Well, very fortunately, we now understand trust super well. If I’m going to earn your trust, you will have an involuntary reaction of trusting me if you experience my authenticity, logic, and empathy all at the same time. When these three things are present, you will trust me. But if any one of these three is missing, you will not trust me. And here’s the catch. If trust is broken, and we know it’s only ever broken for one of these three reasons, we need to know which of the three, because the prescriptions to solve a broken authenticity pillar versus logic pillar versus empathy pillar, they’re entirely different from one another. So, you can think about rebuilding trust. It’s just a matching game. Know which one is at stake. And then bring in the curated prescription for that. There is a myth about trust that it takes a lifetime to build and a moment to destroy. And then you can never rebuild it. None of those things are true, that we can actually build trust very quickly when we understand the architecture of it. We can rebuild it quickly and just as strong as it was before. So, this notion that trust is a Faberge egg, it’s catchy and not true. Trust is being rebuilt all the time. But we want to do it with a deep understanding of the stable architecture. So, Tuesday takes all day. We solve for trust. On Wednesday, we call Wednesday making new friends. And what we mean by that is whichever collection of people you bring to the table who are the people that maybe are on your senior team or the people that you bring to the table to solve problems. And here, I’ve represented a table. And there’s eight check marks for eight seats. I encourage you to bring four extra chairs to that table. If you have eight seats, bring four extra chairs. Point to the extra chairs and ask yourself, who’s not here? Who has a stake in our problem who’s not represented at the table? I was recently in a conversation with our senior colleagues at the Harvard Business School. And we were talking about how to do junior faculty development. And we came up with what we thought were great ideas. And then we looked around and we were like, Oh, my goodness, there’s no junior faculty here. How on Earth do we know if these are good ideas? So, we got the empty seats. We invited people in. And sure enough, the junior faculty helped improve our plans dramatically. The equivalent of that always happens. So, on Wednesday, we want to make new friends. So, one is inviting them into the room. But then the second part is, how do you make sure that their voices are heard? And what we need to do is that when someone comes to the room, they’re going to be awfully tempted to say things that they think we want to hear. They’re going to be awfully tempted to conform to what we’re already saying. So, what we need to do is learn how to be inclusive of their unique voices. And the way we do that is by going through this four-step progressive process, which is, first, we have to make sure they feel safe and that they feel… they’re going to feel physically and emotionally safe, I’m sure, but that they feel psychologically safe. And that’s a shout-out to Amy Edmondson and all of her beautiful work there. But we have to make sure that we feel safe. Once we feel safe, then it’s our job to make sure that the new voices feel welcome. You can think of that as table stakes. Then when we’re doing is we’re really trying to move people up the inclusion dial. And here, this is when it really starts to make a big difference. And now what we want to do is make sure that they feel celebrated for their unique contribution. And so, what we’re doing is moving them up the inclusion dial. Now, here’s why that’s kind of hard. Most of us tend to celebrate sameness. And here, I’m asking you to celebrate uniqueness. And what I mean by celebrating sameness is that for the most part, like, when I watch my students in class, if one student says something, and then another student was going to say that, after class, they go and seek out the first person. And they’re like, you’re awesome. You said what I was going to say. They didn’t realize this. They’re celebrating sameness. They’re encouraging sameness. So, what I do is I advise my students to not share that verbal treat, that what we playfully refer to as a Scooby snack. Don’t share that Scooby snack for when somebody says something you were going to say. Share it for when somebody says something you could never have said on your own, and that it comes from their lived experience and learned experience, and how they metabolize successes and failures, and their ambition, if they’re lucky enough to have neurodiversity, their worldview, all of that. It’s a beautiful cocktail. Wait till they say something that comes uniquely from all of that. Celebrate that. When we celebrate uniqueness, that’s when we get the blossoming of the perspectives. And what we want to do to make somebody really feel included is we celebrate them when they are in our presence. But if you really want somebody to feel included, and we bring folks into the room for this, make sure that you champion them when they’re in the absence. So, let’s not just ask the junior faculty to come along. Or if it’s a senior team, and it’s mostly men, and the board of directors is coming in, and we’re like, oh, goodness. Let’s make sure we can show some women too. So, we bring some women along. We celebrate them in our presence. Let’s make sure that we champion them in our absence as well, which is celebrate their uniqueness in our presence and champion them in rooms that they’re not yet allowed into in their absence. So that’s Wednesday. Let’s make new friends. Let’s include their voices. Let’s champion those new voices in their absence. Thursday, we tell a good story. And stories have three parts to it: past, present, and future. It is really important – if you’re going to change something, if you’re going to fix something, it is critical to honor the past. People that were here before us, if they don’t feel like we see the past, we see them, we’re honoring the past, I promise you, they’re going to hold us back. And they’re going to be like The Godfather movie and keep pulling us back. So, we have to honor the past with clear eyes, both the good part of the past and the bad part of the past. Then we have to answer the question, why should we change now? Like, why shouldn’t we change maybe next week, maybe the week after, maybe the month after, maybe next year? So, it’s really important that we give a clear and compelling change mandate that answers the question, why now? Why not in a little while? I find that if you’re a retailer, and you have the metaphor of Walmart just opened up next door, clear, compelling. We have to… that should be our metaphor. How can we be, with as crisp of a language, clear and compelling about why now? And then we’ve honored the past. We have a clear and compelling change mandate. You want people to follow us in the improved future, we have to have a super rigorous and a super optimistic way forward. We have seen so many people be optimistic without rigor. Nobody’s going to follow. And similarly, rigor without optimism, also, nobody’s going to follow. So, it’s our job to keep refining and refining and refining until we can be both rigorous and optimistic. Now, how do we know when our plan is working? Well, here are the four parts of storytelling that we know. Our job is to understand this plan so deeply that we can describe it simply. When we describe it, we want to make sure if I describe it to you, and you describe it to the next person, that the next person understands it as if I described it to them. So, our job is to understand so deeply that we can describe simply that it’s understood in our absence. And the ultimate test is it’s understood when they go home and share it with their family. They have the same understanding we want. We find this to be the four-stage litmus test to make sure we have been effective in our communication. And when people understand it this well, then they can act on it in our absence. And that’s when we’re now in the position to go as fast as we can. And when all of that infrastructure is in place, well, then we can go super fast. And there are all kinds of clever ways that we can do that. So, I look forward to opening this up and having a conversation with you.

NICOLE SMITH: That was excellent. Professor, we got several questions. I want to just dive right into it. Tessa asked, what tools, practices, and skills do you use to uncover the underlying superficial problems? It sounded like you talked a lot about questions and asking questions.

FRANCES FREI: Yeah, it’s right. So, the Toyota production system would famously refer to the five whys. And they had… and that was root cause analysis, which we all know. But essentially, what they found is that it’s about five… why does this exist? Well, why does that exist? Well, why does that exist? Like, if you ask why five times, they found that that’s how you got to the root cause. We find, in practice, the answer is closer to three. It’s rarely one. So, it would be, the symptom and the cause are usually a few layers. And you want to keep asking why. So, that’s the first thing I would say, is that we want to have… make sure that you’re doing root cause analysis. But the second thing on a specific tool, the tool that we like the most, we call the indignities list. And what you do is that… and the way we found out the symptom is we went to women in this company, because that’s what… they said they were having a gender problem. And we asked the women, is there anything that’s going on at work that just… it feels like it’s just nicking your dignity? And it occurs for… is it happening to you, or you observe it happening to other women? So, you go in search of the indignities list. Every time we do this, you’ll get a list of issues. Often, they will sound trivial. When you start to get convergence on those indignities, we then ask you to convert those indignities to the dignity list. And in this case, it was the communication style. And you know what the awesome thing about that was? It was free.

NICOLE SMITH: Wow.

FRANCES FREI: You can’t beat free.

NICOLE SMITH: Monique asks, can you speak more about how to amplify others’ ideas and perspectives, especially when they’re from underrepresented stakeholders?

FRANCES FREI: Oh, I love that question. Thank you very much. And so, I’m going to go to… here is my favorite visual on the amplification part, which is the team I’ve drawn in the middle, it’s a three-person team. And each circle represents a person on the team. And I’m showing that there’s three circles in the middle, that those folks are very similar to one another. And then on either side, we have a team where there’s difference among us. And this is where the underrepresented might come in. If we’re not careful, when we have underrepresented voices, we’re only going to be seeking from them the parts that overlap with us. So, this is when we’ve invited them to the table, but we’re not inclusive of their voices. What we want to do is make sure that everybody feels comfortable bringing all of their richness to the table, not just the part that overlaps. And so, what we find we need to do is be very solicitous about… and same with questions. From your perspective, how does this sound to you? What else are we missing? What I’m trying to do is get you off the scent of saying what you think I want to say or even asking you to say what I want to say because it makes me feel better. But I want to be inclusive of all of the gorgeous uniqueness. And this, of course, ties to diversity, equity, and inclusion, which I know has gotten a rocky go of things in the press. But what I’ll tell you is, if I got to rewrite diversity, equity, and inclusion, I would have written it as inclusion, equity, and diversity, because I have seen teams bring… I have seen organizations bring in diverse and underrepresented talent and not get the benefit from it.

NICOLE SMITH: Yeah.

FRANCES FREI: So, diversity may or may not beget inclusion. But I have never, ever seen an organization that was inclusive that didn’t beget gorgeous diversity.

NICOLE SMITH: Right.

FRANCES FREI: So, be inclusive first.

NICOLE SMITH: I appreciate you saying that, not just sitting at the table, but actually including and giving lift to people’s voices. I also want to talk about this friends thing you keep talking about, making new friends. First of all, how do I identify who’s a friend?

FRANCES FREI: Yeah. So, in this case, I want the friend to be someone who is as different from you as possible. So, the new friends. Like, who’s worthy of friendship? Not someone who you’re already attracted to, not somebody who you’re already hanging out with. So, here’s the thing about humans. We really like people who are really like us. It doesn’t make us bad people. But it just makes us human. And so, what I want you to do is seek difference. Find people from different perspectives. And that will be demographic difference, different lived experience, different learned experience. And so, if we’re senior faculty, let’s invite in junior faculty. If we’re all women, let’s invite in a man. If we’re all engineers, let’s make sure we’re bringing in the perspective of marketing. So, what I would say is my guiding principle is seek difference. Those are your potential new friends.

NICOLE SMITH: OK, so Steve wants to hone in on Friday, right? And Steve asks, can you paint a quick sketch of what’s going fast after this being slower – a slower, more thoughtful process?

FRANCES FREI: I sure can. Thank you, Steve. And so, here’s how I would think about Friday. We need ruthless prioritization. And what I mean by that is that for the most part, organizations have… that we work equally on everything. We think everything is equally important. But what we know is that organizations that win, they have ruthless prioritization. And they know, this is what I’m designed to be great at. And this is what I’m designed to be bad at. Not bad for sport, bad in the service of great. And if an organization can’t discern between these two, they’re going to end up with exhausted mediocrity. And so, what we have to do for our employees and the rest of the organization is, here’s what we’re going to optimize on. That’s half the story. And here’s what we’re not. So, I’ll give you an example of this. And the example is from Steve Jobs. And if those of you that are a bit techie, and you remember 20 years ago, when Steve Jobs walked out on that Worldwide Developer Conference stage with a manila envelope, and it had a MacBook Air in it. And he slid out that MacBook Air. And the crowd and the world went crazy, because it was the lightest-weight laptop in the world. Well, he very, very openly said, we are best in class at weight because we are worst in class at physical features. We could have been best in class at physical features. But then we would have been worst in class at weight. Or we could have chosen to be average at both. But then we would have had to rename our company. And then he made fun of another company that I won’t say here. So, we will end up… if we aren’t deliberate, we’re going to end up with exhausted mediocrity, constantly getting better at the things we’re bad at, which, without realizing it, means we’re getting worse at the things we’re good at. So, the most important thing we can do on Friday is to articulate, this is what we want to be disproportionately good at. And thus, this is what we want to be disproportionately bad at. And there’s a whole other series of things. But that’s the most important one.

NICOLE SMITH: Mm-hmm. Speaking of Steve Jobs, we have a question where they ask, do you think that the culture in Silicon Valley is changing from break things to fix things, particularly as it pertains to not only their own companies, but broader societal problems?

FRANCES FREI: Yeah, so I – not in all of Silicon Valley. So, I think we can famously see, it’s not clear to me that Twitter is moving fast and fixing things. But what I will say is that, look at Uber today. And I had the pleasure of going and working with Uber back in 2017, when they were going to move fast and break things. They are moving fast and fixing things now, and going at a catapulting speed. Or ServiceNow didn’t ever even go through move fast and break things. It’s just moving fast and fixing things. Stripe is doing the same thing. Airbnb is now moving fast and fixing things. So, what I would say is that Silicon Valley can now choose to move fast and fix things, whereas, in the past, I think they only thought they had the choice of going slow or moving fast and breaking things. Today, we have the choice. And more and more companies are making that choice.

NICOLE SMITH: Mm-hmm. And so, Bill asked, which one of these steps do you find the most commonly in need of… that companies need the most help with? So, you laid out Monday through Friday. Is there something that sticks out often?

FRANCES FREI: Well, I’ll tell you that if companies are really pressed for time, they skip Thursday. And that’s to their peril, because if we skip Thursday, that means we have to be present. And we’re a bottleneck for everything. That means people need us to translate why this is important. So, I would say that Thursday is the one that’s most often skipped. And I encourage you not to. And then I would say that Tuesday is the one that’s most often misunderstood because of all of the myths I mentioned that we have about trust. And we just think, oh, if trust is broken, we have to work around it, as opposed to going right through it and rebuilding trust.

NICOLE SMITH: So, Thursday, that’s the storytelling, honoring the past, describing it simply, right? So why do we struggle to describe things simply?

FRANCES FREI: Oh, I don’t know what your inbox looks like on your email. But you tell me how many long emails you have.

NICOLE SMITH: I refuse to deal with my inbox. I’ll deal with it later.

FRANCES FREI: So, Mark Twain was right. I apologize for sending you a long letter. I didn’t have the time to send you a short letter. It’s the metaphor for all of this, that when we understand something in a complicated way, we want to benefit people from the entirety of our knowledge. And we just throw up all of it on people, as opposed to realizing the beautiful curation and skill that’s required to go from understanding it deeply to understanding it elegantly in its simplicity. So, I think it takes time. It’s also… it takes skill. Like, this is… there are professional communicators for a reason. They’re really good at it. But if you’re on your second draft of something, you have no chance of describing it simply. So, I would say, unless you’re on your 10th draft, you’re probably describing it in too complicated of a way.

NICOLE SMITH: Yeah. So, can I ask you a little bit more of a personal question, Professor?

FRANCES FREI: Yeah, anything.

NICOLE SMITH: So, Abby asks, how do you apply the essential steps to moving fast and fixing things in your own consulting role? So, Uber and all the places that you go.

FRANCES FREI: Yeah. Yeah, so I’ll tell you, when we’ve been successful, it’s when organizations come to us, and they say, here’s our problem. Will you help us? When we’ve been unsuccessful is when we go to the organizations, and we’re like, we think you’re having a problem. So, pull works. Push doesn’t. So, the only thing we can’t provide is the desire to change. And so, I would say personally, make sure there’s an opening. And then you can be super helpful in fixing a problem. And I also would say that all of this applies to yourself. I mean, that ruthless prioritization – so many of us are trying to be good at as many things as possible – at work, at home, daughter, sister, cousin, parent, friend – as opposed to, I’m going to kill it at work, kill it at home. And I am not going to be good… not now. I’m not going to be as good at all of these other things. So, you can either choose exhausted mediocrity, or you can have the nobility of excellence. These things are choices. So, I think all of this applies to ourselves.

NICOLE SMITH: So, let’s go back to Tuesday, where you drew that triangle with logic, and empathy, and authenticity. So, Hung asks, between logic and empathy, which one would you say an individual should develop first? And Hung really describes just having a left foot and right foot and not knowing which one to go forward.

FRANCES FREI: Yeah. So, here’s what I would say, Hung, is, ask yourself… I bet you’re trusted most of the time, which means people are experiencing your authenticity, logic, and empathy most of the time. But ask yourself, the last time, or the most recent times you had a skeptic, you had someone who was doubting you, who they were wobbling on your trust, ask yourself, what is it that they doubted about you? And if it’s that they doubted your logic, double click there. If they doubted your empathy, double click there. And that is, each of us has what we call a wobble. Each one of us has a pattern where the distribution of these is higher for one or the other. That’s the sequence I would go in. There’s not some generic sequence that is better. All three of these pillars are equally important. But I bet, for each one of us, one tends to be more shaky than the other. And that’s what I would go after. Now, I will just tell you the distribution in the world. The vast majority of us have empathy wobbles, then logic wobbles, then authenticity wobbles. But that doesn’t help any of us specifically. It just tells us we have lots of company.

NICOLE SMITH: OK. So, we got a lot more questions and a little time. I want to get as many as I can in, but…

FRANCES FREI: OK, I’ll go super quick. Yeah.

NICOLE SMITH: No, take your time. But I just want to let you know, you’re pretty popular in this conversation. Rock star, as Allison said. Tara asks, how can company leadership make sure that their messaging is actually heard and understood? I feel like you touched on this a bit with simplicity.

FRANCES FREI: Yeah. Yeah, and I think that the way to do it is, talk to people about your message that didn’t hear it directly from you. And see how well they understood. That tells you whether or not it’s reaching. So, don’t ask the people that were in the room. Ask the people that were spoken to by other people in the room. That will tell you how well it’s there. And if it took you a long time to describe it, I promise you, it’s not going to be heard.

NICOLE SMITH: Mm. Oh, wow. Yeah, thinking about it, probably need to shorten my own stories a little bit here. So, Karen asks you, how do you handle employees who are not willing to accept others’ points of view and be open minded? I mean, you described this uniqueness and diversity. But there are people who are holdouts that don’t see the advantage of that.

FRANCES FREI: So, I often find those folks are an education away, because if I can let you know that if I get to benefit from everyone’s point of view, and you only get to benefit from some people’s point of view, I will competitively thump you. So, let’s say you don’t have the moral imperative wanting to do it. Well, the performance imperative… we have found that organizations that are inclusive get a 200% to 500% boost on employee engagement and team performance with no new people, no new technology, simply the act of being inclusive. So, the person who doesn’t want to be inclusive, I’m going to ask them, can they afford… can their career afford performing so suboptimally?

NICOLE SMITH: Mm. And so, we have a question. The person didn’t leave their name, so I don’t have a name. But how much time do you spend on each stage? Some folks like to spend more time on stages than others. Does the team not move forward until everyone’s satisfied with the current step? What do you do when you hit a roadblock on each stage, and not everyone is in agreement?

FRANCES FREI: Yeah. Well, I don’t like consensus, so I’ll just… I’ll say there. And so, what I try to do is work on momentum, which is that I want to make sure that everybody’s voices have been heard. But then you have to leave the decision to someone else. So, we want to do is make sure everybody’s voices are heard, and they had a chance to do it. But we don’t hold out until the very last person. We move forward. And then we can retrace and see if the momentum can bring people forward. So, not consensus. I would consider it not consensus, and we have to make sure that everybody gets to air out what their problems are.

NICOLE SMITH: OK. Well, Christopher asks our last question. How does transparency fit into this model, specifically this trust, authenticity, logic model? Does it have a place?

FRANCES FREI: Yeah. It sure does. And I find that the most important part for transparency is on the logic side. So, if you’re going to say… if you’re going to inspect whether or not I have good rigor, and I have a good plan, I could say, oh, just have faith. I did all of this hard work. Or I could give you a glimpse inside so that you can see the inner workings. Now, I often call it a window of transparency, because there’s actually a cost of full transparency that I’m not always willing to take. But a window of transparency, I think we always need. So, to me, the transparency part is, let’s be transparent about our logic so people can see it for themselves, and they don’t have to do it in too much of a faith-based way.

NICOLE SMITH: Professor, that was all dynamic. And thank you for the illustrations. You made it simple with the illustrations.

FRANCES FREI: Yeah, all right. Awesome. Thanks so much.

NICOLE SMITH: Thank you for your time.

FRANCES FREI: OK.

HANNAH BATES: That was Harvard Business School professor Frances Frei in conversation with HBR’s editorial audience director Nicole Smith at the “Future of Business” virtual conference in November 2023.

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

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

This episode was produced by Anne Saini, and me, Hannah Bates. Ian Fox is our editor. Music by Coma Media. Special thanks to Dave Di Iulio, Terry Cole, and Maureen Hoch, Erica Truxler, Ramsey Khabbaz, Nicole Smith, Anne Bartholomew, and you – our listener. See you next week.

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How to score 45+ Marks in Reasoning Section of SSC CPO Exam?

The candidates preparing for the SSC CPO Exam should have a proper strategy, as provided here, to score 45+ marks in the General Intelligence & Reasoning section. Go through various tips & tricks.

Table of Contents

The General Intelligence & Reasoning section of the SSC CPO Paper 1 Exam tests the candidates’ ability for problem-solving and decision-making. These abilities are crucial for the candidates who will be selected for the post of sub-inspector in Delhi Police and CAPFs as they will be required to make important split-second decisions that have far-reaching consequences.

The SSC CPO Paper 1 Exam 2024 is going to be conducted on the 27th, 28th and 29th of June 2024 by the Staff Selection Commission in multiple shifts. The General Intelligence & Reasoning section will carry 50 questions worth 50 marks which makes it a very significant part of the selection process. To score more than 45 marks in the Reasoning section of the SSC CPO exam, the candidates require a smart strategy as suggested in this article.

How to score 45+ Marks in the Reasoning Section Of the SSC CPO Exam?

As mentioned above the General Intelligence & Reasoning section holds a very significant place in the SSC CPO Exam 2024. To score a high score of more than 90% in this section, the candidates need to have a good grip on both speed as well as accuracy in solving the questions. The questions asked in this section are based on a wide range of topics which require them to have a clear understanding of the related concepts combined with a lot of practice.

General Intelligence & Reasoning Preparation Strategy for SSC CPO 2024

The Staff Selection Commission is entrusted with the selection of suitable candidates for the post of Sub Inspector in Delhi Police and various arms of the Central Armed Police Force (BSF, CISF, CRPF, ITBP and SSB). To test the eligible candidates on the mental level before they are tested on the physical level, SSC asks questions based on many subjects in the Paper 1 exam.

Out of these subjects, the questions asked in the General Intelligence & Reasoning section examine the candidates on multiple levels. In the sections below, we have presented an integrated approach toward making an effective strategy to score 45+ marks in the Reasoning section of the SSC CPO Exam 2024.

1. Analyze the Exam Pattern and Syllabus for the Reasoning section

The Paper 1 exam of the SSC CPO Selection Process contains a total of 200 questions out of which 50 are asked in the General Intelligence & Reasoning section. Each of these questions carry an equal value of 1 mark and there is a one-fourth negative marking applicable to this section. For each incorrect answer submitted by the candidates, 0.25 marks will be deducted from the overall score.


Total Questions	50
Total Marks	50
Negative Marking	0.25 Marks

The General Intelligence & Reasoning section of the SSC CPO Paper 1 Exam contains questions on a wide variety of topics. These topics are decided by the commission and mentioned in detail in the official notification released on ssc.gov.in. The candidates can get an idea of the syllabus for the Reasoning section of the SSC CPO Exam in the table below.



General Intelligence & Reasoning

2. Get Acquainted with the Topic-Wise Weightage

The candidates while preparing for this section should be aware of the number of questions asked from each topic in the previously held SSC CPO exams. The overall weightage of topics helps the candidates make a smart strategy that will help them maximize their marks in the upcoming SSC CPO Exam 2024. The table below provides a clear distribution of questions among the various topics mentioned in the official notification.


Embedded figure	2
Dictionary	3
Syllogs	5
Analogy	6
Blood Relation	4
Mirror Image	2
Series	8
Odd One Out	4
Dice & Cube	3
Relationship	3
Venn Diagram	2
Coding	4
Mathematical Operations	4

3. Make the Previous Year Questions your Priority

The most authentic resource for the preparation of the General Intelligence & Reasoning section of the SSC CPO Exam is the Previous Year Questions. These questions act as a guide for the candidates before, during and after the preparation phase. The candidates should analyze the previous year’s papers to get an idea about the level and trends in the questions asked in the different topics of the General Awareness section. This will help them to make a smart strategy and select the proper sources.

The PYQs act as the best repository of exam-level questions for the candidates to practice when they have learned the topics mentioned in the detailed syllabus. For the Reasoning section, solving the previous year’s questions is the best source for the candidates preparing for SSC CPO 2024 as it has been observed that these questions also get repeated in the Paper 1 Exam.

These PYQs also act as sectional and topic-wise mock tests for the upcoming exam. It will help them identify their strengths and weaknesses which require their immediate attention. This will also integrate the Reasoning section with other sections of the question paper and thus help them perform better in the actual exam.

4. Learn Concepts and Practice

The points discussed till now are all about getting familiar with the Reasoning section of the SSC CPO Exam. The main component of the preparation process, however, is the process of learning the various concepts as mentioned in the detailed syllabus section of the official notification released by the commission. The candidates should select the sources according to the topics and should go through them multiple times.

After learning the concepts, practicing various types of questions will help them identify the various doubts and queries related to these topics. The candidates should practice a lot of questions on each topics and be ready for all possible types of questions they will have to face in the exam hall.

5. Do a lot of Revision and Testing

The Reasoning section of the SSC CPO Exam requires the candidates to have a good grip on the various topics that can be asked in the exam in any form. Doing multiple revisions of the concepts learned and questions solved will help them recall the concepts in split seconds in the examination hall. This will decrease the time taken and increase the possibility of getting a high score on the exam.

The candidates should attempt sectional as well as full-length tests as part of the preparation process. The sectional tests will help them identify their strong and weak areas and the full-length tests will help them in time management and in raising the accuracy level of the entire paper.

SSC CPO General Intelligence & Reasoning Preparation Tips

Apart from having an effective strategy in place, the candidates should follow a set of guidelines throughout the preparation process to make the most efficient use of the strategy. Provided below is a set of tips and tricks for the reference of the candidates.

Keep the sources limited and go through them multiple times.
In addition to the PYQs of the SSC CPO Exam, also solve the Reasoning section questions asked in the recently held exams of CGL, CHSL, MTS, GD, JE, etc. This will help them be ready for any type of questions that can be presented to them in the upcoming exams.
Maintain handwritten notes for all the concepts learned and the mistakes committed during practice and testing and keep revising them.
Gain a good grip over the rest three sections of the SSC CPO Paper 1 as it can help them utilize those concepts in solving questions in the analogy, mathematical operations and language-based questions.
Attempt quizzes and mini-tests to refresh various concepts and utilize the little gaps in the daily schedule.
Try to observe daily life events from the angle of problem-solving and decision-making.

What is the pattern of the Reasoning section of the SSC CPO Exam 2024?

The General Intelligence & Reasoning section will carry 50 questions worth 50 marks which makes it a very significant part of the selection process. Each of these questions carry an equal value of 1 mark and there is a one-fourth negative marking applicable to this section. For each incorrect answer submitted by the candidates, 0.25 marks will be deducted from the overall score.

preparation tips

How to score 45+ Marks in English Section Of SSC CPO Exam?

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How to Ask Problem-Solving Questions

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Effective Questions to Support Problem-Solving Thinking
Beware of asking prompting questions. Prompting questions can take away the ownership of the thinking from the problem solver. These are closed-ended questions, multiple-choice questions, or your idea or suggestion with a question mark at the end. These questions are like a wolf dressed up in sheep's clothing — they are really your idea or ...
A guide to problem framing: best practices & templates
The best problem-solving processes begin with stakeholders aligned on the problem. Learn how to correctly frame problems and create outstanding solutions. ... Each person must transform the problem into four different questions that invite deeper, more nuanced thinking. These questions are then discussed, voted on, and narrowed down to the most ...
10 Problem-solving strategies to turn challenges on their head
2. Break the problem down. Identifying the problem allows you to see which steps need to be taken to solve it. First, break the problem down into achievable blocks. Then, use strategic planning to set a time frame in which to solve the problem and establish a timeline for the completion of each stage. 3.
Problem-Solving Interview Questions: How-to + Examples
Situational problem-solving questions. Situational problem-solving questions put you in a hypothetical situation, present a problem, and ask for your opinion/solution. Even if you haven't encountered a similar situation in the past, it will help you to draw parallels from your experience to create answers to these questions.
35 problem-solving techniques and methods for solving ...
6. Discovery & Action Dialogue (DAD) One of the best approaches is to create a safe space for a group to share and discover practices and behaviors that can help them find their own solutions. With DAD, you can help a group choose which problems they wish to solve and which approaches they will take to do so.
Are You Solving the Right Problem?
The four-step process consists of asking a series of questions and using the answers to create a problem statement that will elicit novel ideas from an array of experts. Establish the need for a ...
How to improve your problem solving skills and strategies
6. Solution implementation. This is what we were waiting for! All problem solving strategies have the end goal of implementing a solution and solving a problem in mind. Remember that in order for any solution to be successful, you need to help your group through all of the previous problem solving steps thoughtfully.
8 Common Problem-Solving Interview Questions and Answers
2. Tell me about a time when you faced an unexpected challenge at work. Tip: For this question, you'll want to choose a specific example from your work history to demonstrate your ability to be flexible while solving problems. To stay focused, you can use the STAR method to answer this question.
How to Develop Problem Solving Skills: 4 Tips
1. Creativity: Effective problem solving requires the ability to brainstorm solutions and think outside the box to arrive at new approaches to longstanding problems. 2. Teamwork: Addressing a group problem or systemic social problem requires you to work collaboratively and supportively with other team members. 3.
What is Problem Solving? Steps, Process & Techniques
Make the most of problem solving by asking effective questions. Solving the Problem (Quality Progress) Brush up on your problem-solving skills and address the primary issues with these seven methods. Case Studies. Refreshing Louisville Metro's Problem-Solving System (Journal for Quality and Participation) Organization-wide transformation can ...
The Art of Effective Problem Solving: A Step-by-Step Guide
Step 1 - Define the Problem. The definition of the problem is the first step in effective problem solving. This may appear to be a simple task, but it is actually quite difficult. This is because problems are frequently complex and multi-layered, making it easy to confuse symptoms with the underlying cause.
15 Common Problem-Solving Interview Questions
Here are a few examples of technical problem-solving questions: 1. Mini-Max Sum. This well-known challenge, which asks the interviewee to find the maximum and minimum sum among an array of given numbers, is based on a basic but important programming concept called sorting, as well as integer overflow.
Top 20 Problem Solving Interview Questions (Example Answers Included)
MIKE'S TIP: When you're answering this question, quantify the details. This gives your answer critical context and scale, showcasing the degree of challenge and strength of the accomplishment. That way, your answer is powerful, compelling, and, above all, thorough. 2. Describe a time where you made a mistake.
How to Ask Problem-Solving Questions
The A3 provides the structure for problem-solving and communicating one's thinking about solving problems. And it's become my habit for structuring my thinking and questions for problem-solving. We can use the A3 framework to guide what types of open questions we ask. In the video below I explore the structure of A3 thinking, how it works ...
Problem Solving Questions
A comprehensive guide to problem solving, complete with these 9 essential tools: Tool 1: When you don't know what to do. Tool 2: Defining questions for problem solving. Tool 3: Finding the right problems to solve. Tool 4: Problem solving check-list. Tool 4a: Using the question check-list with your team.
Maths Question Generator
Create up to 9 different groups of randomly generated questions, each testing a specific topic and level of difficulty. Question Generator. Questions: Columns: Font Size: Create Questions Topic Menu Show Answers. Enjoy using the site? Become a member and enjoy access to all the resources on the site ad-free! Go. Topic 1 ...
25 Powerful Problem-Solving Questions You Can Use for Any ...
By Mitchell Rigie and Keith Harmeyer, Partners, SmartStorming.com. Asking powerful questions can be a highly effective method for enhancing group discovery and creative problem solving.
How to write a problem statement: a step-by-step guide
1. Identify the problem. Start by pointing out an issue and gathering data. Put yourself in the support or production environment where the problem arises and try to experience it firsthand. When gathering data, look for trends or overarching themes—they may help you find the root cause of your problem later.
Problem Solving Strategies for the Workplace [2024] • Asana
4 steps to better problem solving. While it might be tempting to dive into a problem head first, take the time to move step by step. Here's how you can effectively break down the problem-solving process with your team: 1. Identify the problem that needs to be solved. One of the easiest ways to identify a problem is to ask questions.
5 problem-solving questions to prepare you for your next interview
Common problem-solving questions and answers. Every job requires problem-solving on some level, so you can expect at least one job interview question to ask about those skills. Here are a few common problem-solving interview questions to practice: 1. Give us an example of when you faced an unexpected challenge at work.
Wolfram Problem Generator: Unlimited AI-generated Practice Problems
Wolfram Demonstrations. Mathematica. MathWorld. Online practice problems with answers for students and teachers. Pick a topic and start practicing, or print a worksheet for study sessions or quizzes.
26 Expert-Backed Problem Solving Examples
The example interview responses are structured using the STAR method and are categorized into the top 5 key problem-solving skills recruiters look for in a candidate. 1. Analytical Thinking. Situation: In my previous role as a data analyst, our team encountered a significant drop in website traffic.
Wolfram Problem Generator: Online Practice Questions & Answers
Only Wolfram Problem Generator directly integrates the popular and powerful Step-by-step Solutions from Wolfram|Alpha. You can use a single hint to get unstuck, or explore the entire math problem from beginning to end. Online practice problems for math, including arithmetic, algebra, calculus, linear algebra, number theory, and statistics.
50 Interview Questions About Problem Solving (With Answers)
Demonstrating your ability to tackle challenges effectively can set you apart from other applicants. Here are five tips to help you showcase your problem-solving skills during an interview: 1. Use the STAR Method. Structure your responses using the Situation, Task, Action, and Result (STAR) method.
Step-by-Step Guide to Problem Statements with Real Examples
With a solid problem statement in hand, companies can determine solutions, set goals, and take action. They can look at different ways to solve the main issue, choose the best one, and make a plan to put changes into action. This helps fix the problem in a way that works well and lasts over time. Steps to Create an Effective Problem Statement
Master Interview Questions on Problem-Solving
Problem-solving isn't just about finding a solution; it's about deeply understanding the problem. We often miss this step in interviews and real life. Here's an effective approach: 1.
How to Solve Your Company's Toughest Problems
June 19, 2024. You've likely heard the phrase, "Move fast and break things." But Harvard Business School professor Frances Frei says speed and experimentation are not enough on their own ...
105 Short Jokes Anyone Can Remember
You can pull these short English jokes out of your back pocket when you're in need of something funny on the fly. Plus, we included some of the funniest one-liners and a few short jokes for kids ...
Interview Questions and Answers for a Telecommunicator
Strong problem-solving skills Solving problems quickly and effectively is a vital characteristic every telecommunicator should possess. Questions that gauge your ability to make quick yet prudent decisions may evaluate your problem-solving skills. Read more: Problem-Solving Skills: Definitions and Examples Exceptional communication abilities
How to score 45+ Marks in Reasoning Section of SSC CPO Exam?
3. Make the Previous Year Questions your Priority. The most authentic resource for the preparation of the General Intelligence & Reasoning section of the SSC CPO Exam is the Previous Year Questions. These questions act as a guide for the candidates before, during and after the preparation phase.

A guide to problem framing: best practices & templates

What is problem framing?

Why problem framing is critical for better outcomes

How to frame a problem

Create a problem statement

Identify and understand the problem's root cause

Empathize with the end-users of the problem

Frame the problem to brainstorm solutions

Tips to effectively frame the problem

Start with asynchronous collaboration

Map out the context of the problem

Don't be afraid to dig deeper with stakeholders and the end-users

Hold a vote to prioritize solutions

Hold better problem-framing sessions

Frequently asked questions on problem framing

What is the difference between problem statements and problem framing?

What are the main benefits of problem framing?

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Answering Problem-Solving Interview Questions: Tips and Examples

How to Answer Problem-Solving Job Interview Questions

Understand the problem-solving question and why recruiters ask it

Your adaptability and innovation

Efficiency and productivity

Collaboration and communication

Decision-making

Leadership potential

Types of Problem-Solving Job Interview Questions

How do you prioritize multiple tasks when faced with tight deadlines?

Describe a situation in which you received criticism for your solution to a problem. How did you handle that?

How would you respond if a high-priority project was suddenly delayed, jeopardizing the deadline?

1. General problem-solving questions

Can you provide an example of a challenging issue you’ve encountered and how you resolved it?

General problem-solving sample answer

Behavioral questions about problem-solving

Tell me about a time when your team faced a problem and you helped to find a solution

Behavioral problem-solving sample answer

Situational problem-solving questions

Situational problem-solving sample answer

Technical questions about problem-solving

Technical problem-solving sample answer

Problem-Solving Interview Questions: Popular Opinions vs. Expert Advice

How can I improve my problem-solving skills?

Are there specific resources available to practice problem-solving interview questions?

How should I handle a question about a problem-solving scenario I have not encountered before?

Can I talk about my problem-solving experiences derived from non-professional settings such as student projects?

Are there any common mistakes to avoid when answering problem-solving questions during an interview?

What can I do if I don’t know the answer to a technical problem-solving question in an interview?

Can I ask for help or guidance from the interviewer during a problem-solving question?

How can I demonstrate creativity and resourcefulness when answering problem-solving questions?

Maja Stojanovic

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