problem solving test example

McKinsey PST: Question Types, Study Plan & Mock Tests

The McKinsey Problem Solving Test (McKinsey PST) is a very crucial part of the McKinsey recruitment process. It is where most of the applicant pool is eliminated, and yet there are so few resources to help you prepare for it. Fortunately, you’ve found the ultimate guide to nail the test with an unbelievable level of detail!

Table of Contents

McKinsey PST overview

What is the mckinsey pst.

The McKinsey Problem Solving Test (or PST) is a paper-based test used at McKinsey & Company to select candidates for the case interviews. The PST is conducted after resume screening; it has 6 types of question, testing the candidate on 3 crucial problem-solving skills – data interpretation, mental calculations and logical reasoning.

McKinsey PST passing score / Acceptance rate

McKinsey has never officially stated the passing score or acceptance rate for the PST. However, these numbers can be estimated using reports from test-takers, with passing score being around 70%, and acceptance rate at roughly 30-35% (1 in every 3 candidates will pass).

Does McKinsey still use the PST?

Currently, the McKinsey PST is being replaced by the new Problem-Solving Game. However, the transition is not complete globally. In addition, the new Problem-Solving Game still retains the core principles from the old test, so preparing for the PST is still relevant.

Why do they need PST?

It’s very similar to what we have here! McKinsey believes that the gap between CV screening and in-person case interviews is too big. The firm may miss many good candidates with bad resumes or may interview too many candidates who don’t live up to their resumes.

At the end of the day, in-person interviews are expensive, and the Problem Solving Test provides a cost-effective solution.

Who has to take the McKinsey PST?

Every candidate who passes the resume screening round has to take the McKinsey PST – if they apply for the management consulting track. Some report indicates that MBA applicants might be waived from the test – however, this is rare and you should confirm with the target office HR.

What does PST look like?

26 questions, 1 hour, paper-based, and no calculator! The test has 26 multiple choice questions set within the context of 3 business cases. A candidate has exactly 60 minutes to finish the test. He will be provided with a watch, pencils, scratch paper, and the test is in a paper-based format. No calculator is allowed. No personal assistant is allowed. Just you and the test!

As the business landscape is changing, candidate recruitment has become increasingly complex. This requires another way of presenting PST content for McKinsey. They have changed the format into gamification and planned to implement this method to all McKinsey offices within 2020. Visit the mock game designed exclusively for MConsultingPrep followers!

PST vs. GMAT vs. SAT?

If you are new to PST, you may hear the myth that PST is similar to the Math section in GMAT or SAT. In fact, being excellent in SAT Math does help with quantitative calculation in PST, however, the context is different. The SAT Math section includes only simple calculations in simple context; meanwhile, logic in business problems is highly emphasized in PST.

Why is this test so challenging?

• You will not have enough time to properly think through each question.

If you are going to read every single word in the case background and do every calculation “asked”, you will not be able to finish the test. You will need to know how to work through stress and pressure, how to give out “high-probability” answers instead of “exactly-right” ones, and how to painlessly skip questions.

• You will be judged by a machine (or if by a person, they will try to be like a machine).

I myself feel much more comfortable in an in-person case interview, where I will be fine as long as I have the right tactics. The interviewers generally allow candidates to make a few mistakes here and there, to slow down the process if needed, and to ask for help when necessary. In the PST, the result is all that matters. There will be no mercy granted. If you don’t get enough correct answers, you are out.

• On top of those, the questions themselves are hard!

A huge amount of logical and analytical reasoning is required. You will need to really grasp the logical fundamentals of how management consultants solve problems, e.g: the difference between a conclusion vs a hypothesis; etc.

How to prepare for the McKinsey PST?

Step 1 : Seek confirmation from the target office if you must take the PST

Step 2: Get familiar with official sample tests from McKinsey

Step 3 : Learn the logic of each question type, common mistakes, and how to answer correctly

Step 4: Practice mental math to improve calculation speed and accuracy

Step 5 : Practice speed reading and data selection

Step 6 : Practice answering individual question type under time pressure

Step 7 : Do one mock test with simulated test conditions

Step 8 : Review the test and your performance

Step 9 : Return to step 3, 4, 5, 6 to for further practice on weakness

Step 10 : Do mock test again, repeat until you can confidently hit 90% or more

McKinsey PST question types

Some emailed me and asked what they should do if there were 3 days left until the PST. I would still suggest you follow our spirit of learning. When you have little time, choose which question you want to prioritize, tackle it carefully and decide how deep you will go into it. If I were in your shoes, I would use this prioritization table

In addition to the above, I would suggest you practice your math in these last days. The learning curve at the beginning is usually high for anything, including  Mental Math . Doing better math can significantly improve your test score. It reduces simple mistakes (which can still cost you points) and allows you to have more time for other questions.

McKinsey PST study plan

These are the same steps I took to pass the PST years ago, and the basis for my product – the PST Comprehensive Package which has helped countless candidates pass this notoriously difficult consulting test.

Step 1. Answer the questions correctly

You are recommended to first answer all the test questions correctly without time pressure. Before, you need to break down all the questions into 6 question types as below. Besides, it is necessary to understand how these questions are constructed, what are their logical foundation, and even how the wrong choices are made.

Step 2. Answer the questions quickly

There will be no turning point that indicates you it is about time to move to the second step, but you should gradually try to answer the questions both correctly and quickly. Once getting all the correct answers without clocking, you should put yourself under time constraint. If you don’t know how to increase your speed, you have better to start with 3 tips below:

#1. Increase your reading speed.

The PST contains 3 business cases with various number and case context, which requires you to read as fast as possible (of course correctly). Many candidates cannot finish their PST because of being overwhelmed in text. The Princeton intensive program is helpfulto increase your speed by 2 times faster without difficulties.

#2. Increase your calculator speed.

Half of the test involves math, which have no way to improve but practice rigorously. The more you practice, the better you gain. If you haven’t found any efficient tips, try our method to score well with Mental Math!

#3. Embrace test-hacking tips.

After years of coaching students to MBB, I have collected wonderful tips and tricks to nail your test with less effort! Find out some of those tricks as below or check out the McKinsey PST Comprehensive for more detail!

Reading facts

Reading-facts is the most common question type in the McKinsey PST (38%) and the BCG Potential Test (up to 100%). These questions test your ability to understand the facts/data itself. There will be no inferring, logic, hypothesizing, or creativity needed. Instead, proficiency in chart reading and calculations will be handy here. See the picture below for an illustration.

QUESTION FORMAT

The following are a few examples of typical question formats:

• Which of the following values is the best estimate of…?
• Which of the following statements is valid based on the data…?
• Which of the following can be concluded from Exhibit…?

Sometimes even though the word “conclude” is used, questions don’t require any logical reasoning, just your ability to read facts and perform basic calculations. In these cases, I still classify these questions into the reading-facts category.

SAMPLE QUESTION

This question is written based on an official McKinsey practice PST.

Which of the following statements is valid based on the data in Table 1?

A) Soccer revenue was more than $325 thousand five years ago

B) Tennis revenue grew by no less than 1.2% in each of the last five years

C) The total revenue of Saigon League did not grow at all in the last five years

D) If the growth rate in the last 5 years is maintained, Soccer revenue will be more than $420K 5 years from now.

You will see that no tricky logical reasoning is needed here. All you need in order to answer these questions is the ability to read the table and perform calculations correctly.

COMMON MISTAKES

A good way to determine the correct option is to investigate if the other three are wrong. Now there are two ways you can be wrong in this type of PST question: (1) Incorrect calculation and (2) Misread the facts/ data

Type #2 is harder to understand, so I will dive deeper into that here. Let’s look at the sample question above. Hope you got D, the correct choice.

Example 1: How you can misread the data – Why A is wrong

If you overlook the phrase “Average annual” on column 3′s title, then Soccer revenue 5 years ago would be: $342.8 k / (100% + 4.5%) = $328 k, which is more than $325 thousand. Revenue grew at an average rate of 4.5% in EACH of the last 5 years. It is NOT 4.5% over the whole period of 5 years.

Example 2: How you can misread the data – Why B is wrong

If you overlook the phrase “Average” in column 3′s title, then it seems like the growth rate for each of the last 5 years is exactly 1.2%, no more, no less. B, therefore, seems correct. However, as indicated in the table, 1.2% is just an average figure, which means there are years with a lower or higher growth rate.

Example 3: How you can misread the data – Why C is wrong

If you overlook the second column of the table (Revenue this year column), then it seems like the average overall growth rate for Saigon League is 0% (4.5% + 3.3% + 1.2% – 9% = 0%), which makes C correct. However, different lines have different sizes. Even though Golf had negative growth of 9%, it is a relatively small line so its impact on the overall rate is small as well.

Hope that you will not make this mistake in your real PST. Again, PST is a simple test… when you have enough time!

PREPARATION GUIDE

Skill #1: Calculation

We have a detailed article on Consulting Math and how to strengthen your quantitative proficiency.

Skill #2: Chart/exhibit/table reading

Always take a moment to read and understand every single chart or graph you encounter in your everyday life.After all, practice makes perfect.

You can also improve your reading speed through an amazing speed reading program by Princeton University .

Skill #3: Attention to details

The devil is in the details. It’s the little things that can make or break a project, and no true consultants would let themselves be caught unaware.

Develop a habit in daily life. Have the mindset that I am not going to miss any stupid details.

For every practice question you get in this type, make sure you understand not only why an answer is right, but also why an answer is wrong, exactly like what I did above.

PRACTICE QUESTIONS

Which of the following statements is valid based on the data provided on Graph 3 above?

A) The Service-to-Agriculture ratio increased by more than 3 times between 1995 and 2007

B) Service GDP in 1995 is more than Industry GDP in 2007

C) Agriculture is where GDP value dropped the most between 1995 and 2007

D) In 2007, Service GDP is no less than 6 times Agriculture GDP

Correct answer: D

If you want to practice more, check out my PST Comprehensive Package for questions and answers!

Fact-based conclusion

Once you get into consulting, you will probably hear the term “fact-based” a million times a day. Consulting is the business of making conclusions based on facts. Consultants face tons of different problems throughout the course of any project: from the top to the granular level, from function to function, from industry to industry, etc. Fact-based conclusion is such a fundamental aspect of consulting that it weighs in heavily on the PST.

Fact-based conclusion questions test your ability to draw and recognize sound and logical conclusions based on a set of data/facts provided. See the picture below for an illustration.

• Which of the following statements is a valid conclusion based on …?
• Which of the following statements can be concluded from …?

The McKinsey team has an interview with the Chief Operating Officer of the New Bingham Mine, Salt Lake City. During the interview, the following facts have been gathered:

• The factory must have at least one safety inspector 24 hours a day, seven days a week, in accordance with Federal and State labor regulations.
• To maximize operational efficiency, there must be exactly 10 line workers operating the mine.
• The mine operates from 8 am until 5 pm, Monday to Sunday.
• The mine employs 4 safety inspectors and 16 line workers to make 20 workers in total.
• The total weekly labor cost for the Bingham Mine is $16,000.

Which of the following statements is a valid conclusion?

A. One-fifth of the total labor cost for the mine is for safety inspectors.

B. At least one safety inspector must work more than 40 hours per week.

C. Line workers do not work more than 40 hours per week.

D. The majority of the mine’s labor cost is for line workers.

A – Fit-well but not fact-based

There are 4 inspectors out of 20 employees so it seems like the cost of the inspectors can very well be 1/5 of total labor cost. But a missing piece of data to conclude that is: does each person get a similar total income?

C – Fit well but not fact-based

The mine opens for 9 hours per day, 7 days per week, and there must be 10 line workers at a time, so it is 630 man-hours per week at the line positions. There are 16 line workers, so on average each of them only needs to work 39 hours per week. This seems to fit very well with the proposed conclusion: line workers do not work more than 40 hours per week. However, a missing piece of data to conclude is: does every line worker work the same amount of time (if not, there can be some who work over 40 hours while others work less)?

D – Fit well but not fact-based

Similar to A, there are more line workers, so it seems like the total cost for line workers is more than the total cost for safety inspectors. But a missing piece of data needed to conclude is: does each worker get paid the same amount?

=> Only B is proven true by the provided facts

There are 24 * 7 = 168 inspector hours needed in a week, equaling 42 hours per week per inspector. So there must be one who works more than 40 hours.

Identifying proven true conclusions is an important foundation to master all conclusion-related questions. However, most conclusion-related questions in the McKinsey Problem Solving Test will be given in other formats. In this section, we will learn about the two types of twists: (1) False conclusions and (2) Conclusions reversed . Let’s start with the first one.

TWIST TYPE 1: FALSE CONCLUSION

Any proposed conclusion must fall into one of the following three groups: Proven True, Proven False, and Unproven. This twist is when a question asks you to identify the False Conclusion instead of the True Conclusion.

• Which of the following statements is FALSE based on …?
• Which of the following statements is FALSE based on … ?

METHODOLOGY

A proposed conclusion is proven false when you can point out at least one instance where the conclusion is wrong. Similarly, with true conclusion questions, unproven conclusions should also not be selected.

Notice that proven FALSE conclusions are NOT conclusions not proven TRUE. A conclusion will stay unproven until it is proved to be TRUE or FALSE.

Which of the following statements is FALSE based on Table 1?

A. A, Inc. had lower average economic growth in the last five years than D, LTD.

B. A, Inc. had higher average economic growth in the last five years than D, LTD.

C. Investment risk rating is based on the difference between maximum and minimum revenue growth in the past five years.

D. Potential rating is based on the maximum recent revenue.

Of A and B, A seems to be false and B seems to be true. However, both of them are unproven. The maximum and minimum figures are not enough to conclude the average.

We don’t know if C is right or not, but we know that it is not proven false. In the provided data, there is no instance where the larger difference between maximum and minimum recent revenue growth indicates smaller risk (and vice versa).

With D, we know for sure that it is proven false because we can point out an instance where the assertion conflicts with the data (B Corp. vs. D, LTD.).

TWIST TYPE 2: CONCLUSIONS REVERSED

Very often, conclusion questions in the McKinsey Problem Solving Test are given in a reversed format. You will be given the conclusion first and asked to pick what facts/ data would be enough to come up with that conclusion.

The key to answering this type of question is to recognize which proposed fact makes the stated conclusion proven or unproven.

This question is written based on an official McKinsey practice PST:

FOCUS Travel is a premium Russian tourism company, offering tours to South East Asian countries. Facing the economic downturn, FOCUS revenue has been hurt badly. While the CFO (Chief Finance Officer) proposed an overall price cut to stay competitive, the CMO (Chief Marketing Officer) is concerned that a price reduction would negatively impact the premium perception of the brand, which drives a lot of sales.

Which of the following statements, if TRUE, would best support the CMO’s assertion?

A. In a recent survey, FOCUS’s customers quoted “price” as the most important indicator in choosing travel agencies in a list of ten factors.

B. In a recent survey, FOCUS’s customers quoted “price” as the most important indicator of quality in a list of ten factors.

C. In a recent survey, there were customers who said they would not buy FOCUS’s services if there was a 10% price increase.

D. In a recent survey, there were customers who said they would not buy FOCUS’s services if there was a 10% price decrease.

In this question, the “conclusion” has been given to us: Price reduction will negatively impact the premium perception, which will in turn negatively impact sales.

Of the four proposed answers, which facts are enough to prove the provided “conclusion” above?

A: This fact is only enough to conclude that price will impact sales. Not enough to prove that price reduction will negatively impact sales.

C: This fact is irrelevant.

D: This fact is not enough to conclude that price reduction will negatively impact sales because not all customers say so. The word “there were” can be understood as either a minority or a majority. It is only enough to conclude the proposed conclusions when “there were” is replaced with “the majority of” or “all“ .

With B, we can logically infer that price reduction will negatively impact the quality perception, which in turn will hurt to sales.

3.3. Root-cause reason

This question gives you a particular set of facts/data and asks you to identify what could be the cause for them. When doing a real consulting project, we consultants have to find out the root-cause reason. There may be various reasons that can cause the current situation, but the root-cause reason will help us tackle and solve it more efficiently. You can see the picture below for an illustration.

The following are a few examples of typical root-cause reason question format:

• Which of the following reasons, if TRUE, will help explain the Facts …?
• Which of the following does NOT explain the Facts …?
• Which of the following points is NOT a valid reason for the Facts …?

Only B is proven true by the provided facts

Facts provided: Visits to the website MConsultingPrep were relatively low last month.

Root-cause Reason Question: What reasons, if TRUE, would help explain the low traffic to MConsultingPrep last month?

The correct answers can be any of the following:

1. The quality of contents has been bad

2. Because of technical issues, some visitors could not access the website

3. Last month was December when the overall demand for job prep materials is lowest in the year

4. Other new consulting prep blogs opened recently

Fact-based Conclusion Question: What can be concluded from the data provided?

All of the statements above can be the reason for the stated fact, but NONE of them can be concluded from it.

An example of a statement that can be concluded: Because the conversion rate stayed constant over the years, revenue last month was relatively low.

What makes a statement NOT a potential reason for a particular fact?

There are two ways a statement cannot be the potential reason: (1) Wrong Subject and (2) Wrong Trend.

• A statement is (1) Wrong on Subject when the subject is irrelevant, which means the statement has zero effect on the phenomenon mentioned in the stated fact.
• A statement is (2) Wrong on Trend when the direction is reversed, which usually means the statement has a reversed effect on the phenomenon mentioned in the stated fact

Illustrative example Let’s continue with the simple example above. The Stated Fact: Visits to the MConsultingPrep blog were relatively low last month. (1) Example of a “Wrong Subject” statement: “Some new Investment Banking Prep blogs opened recently” Here the subject “Investment Banking Prep blogs” is irrelevant to the stated fact. The statement (1) will have zero effect on the stated fact. (2) Example of a “Wrong Trend” statement: “Some other existing Consulting Prep blogs closed recently” Here, even though the subject “Consulting Prep blogs” is relevant, the trend is reversed. The exit of Consulting Blogs will increase visits to MConsultingPrep. Therefore, statement (2) will have an opposite effect on the stated fact.

PRACTICE QUESTION

Fletcher is a major Steel producer in the Pacific continent. It has markets in New Zealand, Australia and other South East Asia countries. Of many types of steels, re-bar (reinforced bar) is typically used in high-rises and big construction projects.

There are three main groups of steel consumers in New Zealand:

• Homeowners purchase steel at retail sizes for purposes of self-constructing and self-renovating their homes
• Scaled private construction companies, who often contracts large construction projects and steel orders
• State-owned Enterprises (SOE), who build government’s projects such as roads, bridges, schools, hospitals, etc. (SOEs usually have bargaining power since steel providers need governments’ permissions in order to be legally used in particular countries.)

Table 1 below shows the size of re-bar steel market (in billions of $US)

Which of the following statements, if TRUE, best explains why future trends for South East Asia sales differ from sales in the other two markets?

A) South East Asia population is expected to grow strongest, which lead to high steel demand from individual homeowners.

B) South East Asia economy will be heavily based on SOE, so will the construction market.

C) South East Asia economy will shift toward privatization, so will the construction market.

D) Developed markets of New Zealand and Australia will have the most advanced steel production technology and facilities.

Correct answer: C

Word Problem

Word Problem is a quantitative question where the answer cannot be calculated directly from the data provided. Usually, we have to set up one or more equations in order to solve this kind of question. Word Problem questions in the McKinsey PST and Case Interviews are just the word problems we usually see in schools, GMAT… but put into business contexts. The method to solve them, therefore, is the same.

Table 1: Data on the Washing Room of Jean Valjean Restaurant

Suppose the restaurant opens 350 days a year. There are 3 meal shifts per day, 1 shift lasts 3 hours, 1 customer uses an average of 5 dishes per visit, and currently the restaurant hosts 530 customers on average daily.

What percentage of increase in the number of daily visits would be required in order to make purchasing the machines financially beneficial?

Step 1 . Convert data/facts into manageable and standardized format and units (only needed for complex questions).

Step 2 . Set up an equation with one (or more) unknown variables, i.e. X, Y, Z, etc.

Tips: Don’t worry about having to make the variable as the question asked. Just set up the equation in a way that makes the most sense to you as long as the variables can be easily converted to the asked variable. It will save much more time and helps you avoid silly mistakes.

Step 3 . Solve the equation and get the answer.

METHODOLOGY ILLUSTRATION

Let’s solve the sample question above together.

Step 1: This is a very complex question with many non-standardized and not ready-to-use data. If I am going to tackle this question on my PST, I would convert the provided figures and write them out on a table as follows.

Notice that I have converted all the necessary data points into the same unit of “Franc per day”.

The only data point not fully converted is the Labor cost in Manual Process (measured by the “per dish” variable), yet I want to make sure that I go as far as I can.

See how simple the problem is now!

Step 2: Now that we have very manageable data, let’s go ahead and set up an equation that will help us find the answer. The asked variable here is: what percent increase in current daily visits does Jean Valjean need?

As mentioned above, it is NOT necessary to put the variable question is looking for in the equation. In this case, doing so will result in a very awkward and complicated equation.

Instead, I set up the equation that makes the most sense to me (do note that there is more than one way to set up equations). Let Y be the “break-even size” (measured by people). I can easily calculate the percentage asked for after getting the break-even size.

Cost per day of Manual Process = Cost per day of Machine Process

Washing cost + Set up cost = Washing cost + Set up cost + other cost

Y x 5 dishes x 0.1 Franc + 30 Franc = 270 Franc + 90 Franc + 200 Franc

After executing step 1 and step 2, the problem becomes a lot easier. Now we have:

0.5 Y = 530

Y = 2 x 530

Once we have Y (the new “break-even” visit volume) of 2 * 530, we can quickly convert Y into the asked variable: What percent increase of 530 customers/day does Jean Valjean need?

The final answer is C.

Client Interpretation

In every consulting project, communication with the clients’ top-level (usually the Chairman or CEO) is always important. During my time with McKinsey, we usually hear an update every one or two weeks from our Project Director (usually a partner) on his meeting with the clients’ top level. Messages from those meetings are important on-going steers for the project. No surprise it makes up an entire question category in the Problem Solving Test.

Client Interpretation questions test your ability to read, understand, and interpret the messages the client is trying to convey in the case question or description. To some extent, this is very similar to GMAT verbal questions.

• Which of the following best summarizes the CEO’s concerns?
• Which of the following statements best describes the thoughts of the CEO regarding…?
• Based on the opinion of the head of the Department, which of the following statements is valid?
• Which of the following statements best describes the CEO’s aims for the McKinsey research?

Case context:

Mommy said she saw some dirty clothes on the dining table. She is also quite shocked to see Kevin’s toys in every room throughout the house. She even complains about how much time it takes her every night to clean up Kevin’s mess. “I will have to have a very straightforward conversation with Kevin tonight!”, said mom

Which of the following statements best describes the Mom’s concern?

A. Mom is not happy about too many of Kevin’s toys sitting on the dining table

B. Mom does not expect to see that many of Kevin’s toys in the house

C. Mom does not like to be responsible for anyone’s mess

D. Mom is too busy these days

E. Mom wants to talk to Kevin

F. Mom wants Kevin to be tidier

In this example, we continuously get small data points, all leading to one bottom-line, not explicitly mentioned but can be reasonably interpreted:

Kevin is too messy and mom doesn’t like that!

Notice that, the bottom-line here is not explicitly stated but it IS the bottom-line. All 4 sentences in the case context are small pieces of data leading to that final “so-what”. Having this “so-what” in mind, you can just skim through the answer and quickly pick F without concern about other choices.

In case you are curious about how other choices are “wrong-choice” …

Choices B and E are in fact right according to the case context, but not the bottom-line.

Choices A is simple wrong according to the case context (Tip #2)

Choices C and D are neither right or wrong according to the case context. There are not enough “evidence” to be reasonably interpreted using common sense.

TIPS AND TRICKS

Tip #1: Read the case description before going to multiple choices!

Normally the strategy of scanning through the answers first before going back to the case description works when you have a very long case description and don’t know where to look for the right information. Scanning through the answers helps you get a more focused read on the case description. However, the client’s assertion is typically found in a very short and specific part of the case description. So once you realize it’s a Client Interpretation question, go back to the case description and find that very specific part of the client’s assertion. Make sure you understand it very well. Then the rest of the work is just determining which of the four choices has the same meaning as the original assertion.

Tip #2: Cross out some obviously wrong choices …

… by recognizing a few words or short phrases that make a choice incorrectly reflect the client’s assertion. Sometimes, you can do this very quickly and effectively. If not, please see tips #3.

Tip #3: Catch the bottom-line, the “so-what” of client’s assertion

Client’s expression as quoted in the case context is always a bit blur and confusing. That is very realistic of what you may encounter in the real consulting work. It also makes these question types challenging. But in almost every situation, there is always one “so-what”, stated explicitly or implicitly. The trick here is to catch that so-what, ignore the noise, and go straight for the answer choice. Most of the time, the wrong choices DO contain a part of the client’s assertion, but either not the whole idea or the main, the bottom-line, the most important one!

Using this method, you can fly and land straight to the correct choice, not having to care too much about how wrong choices are made of. But if you are curious, some of the most common wrong-choice types:

• Choice that is simply wrong according to the client’s assertion (Tip #2 above).
• Choice that is in fact right, but is a minor point, NOT the bottom-line of the client’s assertion.
• Choice that seems to be right, but cannot be reasonably interpreted by common sense (not by scientifically supporting logic like in other question types).

Gangnam Market is a convenience-stores chain mainly in the Gangnam district, Seoul, Korea. Though it has been losing money almost every year since 2000, Gangnam Market secures a good deal of strategic locations in the highly populated Gangnam district. Recently, Gangnam Market was acquired by Lotte Mart in its aspiration to expand to the mini-market market. Lotte right away sets up a transformation project to get Gangnam Market back on track. The CEO of Gangnam Market states that aggressive transformation targets are fine for newly acquired stores with a similar operation model with Lotte’s big stores, but he hopes that the parent company is realistic about the convenience-stores model Gangnam has been operating with.

Which of the following statements best reflect the concerns of Gangnam Market’s CEO?

A) He is concerned that Gangnam Market will never be able to transform itself into Lotte system because Gangnam Market only presents in a specific geographic location

B) He is concerned that Lotte Mart sets transformation milestones that are too aggressive and not realistic for newly acquired companies like Gangnam Market

C) He is concerned that Lotte Mart’s transformation milestones are not realistic for companies with different operational model from Lotte Mart like Gangnam Market

D) He is concerned that Lotte Mart’s transformation targets are too high for Gangnam Market because it has been losing money for a while

Formulae questions are generally like word problems in PST where you don’t have to provide the actual numerical results, just the formulae containing letters representing input variables. Normally, the question will provide input variables in letter format and you will be asked to provide the right formulae in letter format (e.g. it takes the process center T hours to process each file. If the speed is doubled, it takes T/2 hours to process each file). This is one of the easiest PST question types on the McKinsey PST. Let’s make sure you don’t lose points on any question of this type in your exam!

Table 3.6.1: Labor Cost and Processing Data – Holcim Missouri plant

Which of the following formulae accurately calculates the annual cement output per worker?

A. (c x p) / (b + w)

B. (c x p) / [(b + w) x 12]

C. 144 x (c x p) / (b + w)

D. 12 x (c x p) / (b + w)

FORMULAE FOR SUCCESS IN FORMULAE QUESTIONS

Formula 1: Calculate first before looking at the given option

A popular technique for multiple-choice questions is to read the answers first before coming back to the facts. However, that technique would not help you with Formulae Questions. The reason for this is that, often, the end-result formula has already been simplified (e.g. canceling out the same variable on both numerator and denominator) as much as possible. It gives you neither the path to get there nor any hints on how to solve the problem. For instance, when you look at the four options in the example above, does any of them give you a sense of what it represents or how to get there? What does (c x p) represent? What do you get by multiplying Cement output by Monthly labor income?

Formula 2: Divide the problem into smaller pieces (take one step at a time)

This is the universal tip for everybody in the consulting industry, and it also works great here! Often, the result cannot be directly calculated from the provided variables. However, if you take an extra step in-between, the problem becomes a lot easier. Let’s solve the sample question above together to illustrate this point. I broke the problem into smaller steps as below:

• Step 1: Annual cement output per worker = Total annual cement output / Total number of workers
• Step 2: Since we already have Total annual cement output of (c), the next step is to calculate the total number of workers. Total number of workers = Total labor cost / Salary of 1 worker Both Total labor cost and salary are provided. Bingo!
• Step 3: Simplify the final formulae

Formula 3: Get the reading-facts tools right

In some aspects, the formulae question is also a tweaked version of reading-facts questions. You still need to read some facts and perform some calculations (with letters instead of real numbers). Therefore, it is important to master those reading-facts tools and apply them here.

Illustration of a usual mistake: Now come back to Step 2 above and explicitly solve it.

Step 2: Total number of workers = Total labor cost / Salary of 1 worker = (b + w) / p

Step 3: Annual cement output per worker = c / [(b + w) / p] = (c x p) / (b + w)]

Chosen choice: A

Unfortunately, A is NOT the correct answer, because the above calculation doesn’t take into account the difference in units – the salary is on a monthly basis whereas the total labor cost is on an annual basis. If you convert the unit, the final choice should be D.

No matter how beautifully you have tackled the problem, you will not get any credit if small mistakes like this slip through the crack. Make sure you don’t get blindsided by this kind of pitfall!

VICEM is a leading cement company in South East Asia. The following data regarding its business and production has been gathered.

Table 3.6.2: VICEM Business and Production data

Clinker factor is defined as the amount of clinker needed to produce 100 units of cement.

Which of the following formulas calculates the amount of clinker (in tons) needed to purchase in a year?

A) [(s x f) / 100] – c

B) [(p – s) / 100] – c

C) (p x f) – c

D) [(p x f) / 100] – c

 ANSWER KEY

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Analytical Reasoning Tests

• 538 questions

Analytical reasoning tests examine an individual’s ability to apply logic to solve problems. The questions vary depending on the type of analytical reasoning test you’re taking: from extracting key information from complex passages of text (verbal reasoning), to looking for patterns in a series of images (non-verbal reasoning), or using given information to draw conclusions or make predictions (inductive and deductive reasoning).

What is an analytical reasoning test?

An analytical reasoning test is a type of aptitude test that is often used by employers to assess a job candidate’s ability to think critically and solve complex problems.

As well as these skills, employers want to see evidence that you can keep calm under pressure and work quickly against the clock.

The test is nearly always timed, meaning you don’t have long to work through each question to find the correct answer.

Depending on which type of job you’re applying for, the test you take may be in the style of verbal reasoning , non-verbal reasoning , inductive reasoning or deductive reasoning . As such, it’s worth practicing as many different types of tests as you can to familiarise yourself with the questions.

The analytical reasoning test is widely used because it looks for skills that are sought after in almost every industry. It helps employers find candidates who will be quick to learn, adapt and solve problems.

Why do use analytical reasoning tests?

Employers use analytical reasoning tests to assess candidates’ ability to analyze complex information, make logical deductions, and solve problems effectively. These tests help employers evaluate candidates’ critical thinking skills, decision-making abilities, and aptitude for handling challenging situations. By administering analytical reasoning tests, employers can identify candidates who possess the cognitive abilities necessary for success in roles that require analytical thinking, such as management, finance, engineering, and data analysis. Additionally, these tests provide employers with valuable insights into candidates’ problem-solving approaches and their capacity to navigate intricate scenarios, aiding in the selection of the most suitable candidates for the job.

As applicants have to work harder and harder to make their CV stand out, an aptitude test like this is a good way of ensuring candidates possess the necessary skills.

It’s common for employers or recruiters to set the analytical reasoning test before the interview stage, so they can select candidates based on their test performance. The test therefore acts as a filter, ensuring employers get to meet the people they believe are most likely to excel.

Completing a good analytical reasoning test gives an indication that you’re a strong critical thinker who can rise to the challenge – an attractive proposition for any employer.

How do analytical reasoning tests work?

An employer will select the type of analytical reasoning test (verbal, non-verbal, inductive or deductive) based on the skills they want to examine.

Finding out exactly which type of test you’ll be taking is helpful so you can focus your preparation, but if you don’t know we recommend trying out all of the different mock tests to familiarise yourself with the individual question styles and formats.

When you take the test, you’ll normally have around one minute to answer each question – which is yet another reason to familiarise yourself with the kinds of questions you’re likely to be asked.

Here’s a brief overview of the four different test types:

• Verbal reasoning – requires you to read through long passages of text and showcase your comprehension and analysis skills by answering a series of questions on what you’ve just read.
• Non-verbal reasoning – presents you with images such as graphs, pictures and patterns, and requires you to use your logic and problem-solving skills to decipher the rule that connects the sequence.
• Inductive reasoning – equips you with certain facts or information, and then asks you to make predictions or assumptions based on that evidence.
• Deductive reasoning – will ask you to use the statements given to you to make further statements of fact.

After the test, your score will be calculated and compared to those of the other individuals who took the same test, or a normative group (which can help an employer see how well you fared compared to previous candidates).

Analytical test formats

Verbal Reasoning Tests

Verbal reasoning tests examine your ability to draw out key information from long, often complex passages of text, to form a conclusion. Very often this takes the form of questions to which you would select ‘true’, ‘false’ or ‘cannot say’ as the response.

No prior knowledge of the subject matter is required, but it is important to practice verbal reasoning tests as it can take a while to get used to the question format.

You will need to be able to distinguish between what’s fact and what’s merely being inferred when you’re reading through the passages of text. This shows an employer that you have the comprehension, logic and analytical skills they’re looking for.

Practising verbal reasoning tests before you take the one that really matters is vital if you want to showcase the best of your abilities to a potential employer. The more mock tests you take, the better you’ll get at sifting through the passages of text for evidence, quickly assimilating the information and confidently deciding what’s true, false or uncertain.

You’ll normally have around one minute to answer each question on the verbal reasoning test (although it’s always worth checking this is the case with your test when you begin). It’s important you don’t spend ages on a challenging problem, as you could end up not answering other questions that you might have easily been able to answer.

At the end, if you have time left you can always go back to anything you weren’t sure about and have another go.

The verbal reasoning test is most commonly used by employers or recruiters hiring for roles where strong communication skills are critical – which applies to most jobs, hence their popularity.

Non-Verbal Reasoning Tests

Non-verbal reasoning tests comprise graphs, tables and data, and the accompanying questions will assess how adept you are at drawing conclusions from limited information, finding connecting patterns and working quickly under considerable time pressure.

These types of analytical reasoning tests are often part of the application process for roles in industries such as finance, engineering and HR.

The best way you can prepare for a non-verbal reasoning test is to take as many mock tests as you can. After you’ve completed a test, it’s important to look back through your answers and identify your weaker areas, so you know where you need to direct your focus.

Not only will practising ensure you get quicker and better, it’ll also help you familiarise yourself with the different graphs, tables and images you’re likely to be confronted with on a non-verbal reasoning test.

As with the verbal reasoning test, you normally get around one minute to answer each question, so finding the right balance between speed and accuracy is really important – something that you’ll find a lot easier if you’ve put the practice time in beforehand.

A successful non-verbal reasoning test will prove to an employer that you have the critical thinking, reasoning and logical skills needed to cope with the demands of the job you’re applying for.

Inductive / Deductive Reasoning Tests

If you’re asked to take an inductive test or deductive test , you’re essentially being asked to show how well you can identify patterns and use your logic. Although the overall skills you’ll demonstrate are very similar, the two tests are slightly different.

Inductive reasoning test – you’ll need to identify relationships between statements, images or facts and figures, and use this analysis to show, logically, what should come next.

Deductive reasoning test – you’ll be given a statement of fact and you’ll need to use this information to deduce another factually correct statement.

These aptitude tests are most commonly used in the hiring of science, tech and IT roles, as the type of skills they seek to showcase – logical thinking, identifying patterns, problem solving and critical thinking – are all valuable in these industries.

So even if you have the type of brain that finds these kinds of problems easier than most, it’s always worth practising inductive/deductive reasoning tests beforehand to familiarise yourself with the specific style of question, and what’s required of you in a short amount of time.

Prepare yourself for leading employers

5 Free Example Analytical Reasoning Questions

Here are five example analytical questions to try out. Answers for all five are below the tests. If you need further practice, try out our full free tests.

Verbal Question 1

Statement : A derivative could be used by an airline to secure the price of oil now, which it won’t use until six months time.

Verbal Question 2

Statement : More people taking early retirement is the major contributory factor to the public sector pension deficit.

Diagrammatic Question 1

Which is the next logical image in the sequence?

Numerical Question 1

What was the ratio of the cost of a Google click in April compared to the cost of a Facebook and Yahoo click in February?

Abstract Question 1

Which of the boxes comes next in the sequence?

Verbal Question 1 : True – “to secure the price of a commodity which is to be “bought” at a future date, but at a price that is set today.”

Verbal Question 2 : Cannot tell – the passage refers to both this fact, extended life expectancy, and that the value of pension fund assets has fallen.

Diagrammatic Question 1 : There is a central figure and four figures with one in each corner: (i) The central figure firstly increases in size over a series of three, then decreases in the same fashion; (ii) The central figure changes from white, to having a dotted outline, to black; and (iii) The four figures rotate around the four corners, moving two corners at a time. So the correct answer is F.

Numerical Question 1 : Step 1. Extract the relevant figures from the graph Cost of per click in April. Google 18 cents : Facebook + Yahoo (14 + 6 = 20 cents). Step 2. Divide 20 by 18 to calculate the ratio. 20 ÷18 = 1.11 Step 3. Present as a ratio 1 : 1.11

Abstract Question 1 : Arrow changes direction from pointing up, to pointing down, with each turn. 2. Triangle moves from top left corner in an anti-clockwise direction around the frame with each turn. So the answer is B.

Sample Analytical Reasoning Tests question Test your knowledge!

Consider a set of figures where the size of shapes increases with each subsequent figure. If the sequence starts with a small triangle and each figure adds two centimeters to each side of the shape, what size would the fifth shape be?

When analyzing a series of processes in a diagram, you notice that there is a cyclical pattern. If a process starts with A, continues to B, followed by C, and then starts over, what would be the fourth step after starting over twice?

• The process ends.

If a premise states that 'All managers can handle stress' and 'Susan is a manager', what conclusion can you draw?

• Susan cannot handle stress.
• Not all managers can handle stress.
• Susan can handle stress.
• The ability to handle stress is not important for managers.

You are given a dataset where the sales of a company have increased by 5% every month for the past 4 months. If the sales in the first month were $200,000, what should be the sales in the fifth month?

After reading the following passage, determine the main argument presented by the author. 'Many companies focus on short-term gains rather than long-term stability. This can lead to decisions that are profitable in the immediate future but may jeopardize the company's longevity. It is essential for businesses to balance immediate profits with sustainable growth.'

• Short-term gains are more important than long-term stability.
• Companies should consider long-term stability over short-term profits.
• Decisions should balance immediate profits and sustainable growth.
• Long-term stability is impossible to achieve for most companies.

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Analytical Reasoning Tests Tips

1 background research.

Get as much background information as possible on the test you’ll be taking from the employer or recruiter, so you know which areas to focus on.

2 Prepare with mock tests

Preparation is key – take mock tests in a quiet, distraction-free area and always make sure you go back through your answers at the end to identify any areas you need to work harder at.

3 Tips for test day

On the test day itself, make sure you have everything you need to complete the test. When you start, ensure you know roughly how long you’ve got to answer each question, as although you’ll always need to work quickly, it’s important to read the question thoroughly and ensure you’ve understood it before getting started.

4 Stay positive

Try and remain positive. The tests are designed to be challenging, since employers want to push you. If you’ve put the time and effort into practising aptitude tests, you should feel confident you’ve given yourself the best chance possible to succeed.

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Analytical Reasoning Tests FAQs

What is this test used for.

Analytical reasoning tests are a go-to tool for employers looking to gauge a candidate’s problem-solving prowess. Organizations across a myriad of industries use these assessments to get a handle on the analytical skills that are crucial in the modern workplace.

What do these tests involve?

Dive into questions that challenge your problem-solving abilities across verbal, non-verbal, inductive, and deductive reasoning areas. Whether it’s deciphering complex texts, spotting trends in images, or making predictions, these tests are your all-in-one gym to flex those analytical muscles.

What do these tests measure?

Our tests aren’t just a bunch of random questions; they are refined and updated using cutting-edge tech. They’re designed to measure your logical and analytical acumen, ensuring you’re tested against the latest industry benchmarks for analytical reasoning.

Where can I practice these tests?

Ready to put your analytical skills to the test? Practice Aptitude Tests is your one-stop shop for simulating real-world analytical reasoning exams. Here, you’ll find a treasure trove of practice material to get you test-ready!

Which employers use these tests?

Analytical reasoning tests aren’t just popular; they’re a staple in the hiring toolkit for a vast array of organizations looking to identify top talent who can navigate complex problem-solving tasks with ease.

Reviews of our Analytical Reasoning tests

What our customers say about our Analytical Reasoning tests

Bob Gautier

United States of America

October 23, 2023

I really do not think negatively in any way about this test. It dies what it’s supposed to do, and designed to do what it does.

Andrew Smith

United Kingdom

October 05, 2023

A good range of alternating patterns, some repeat themselves on several questions, while others are one-offs.

Caramel Teoh

The seqence

I like how convenient it was to answer to question. I dislike that all the question is almost all the same

Juan Garcera

August 06, 2023

Interesting

It is a good first immersion on the complexity of analytical reasoning and a good first step to get into more demanding exercises.

Stephanie Scalzo

July 25, 2023

Find patterns, but attack each question individually

I have not had the opportunity to take a test like this in years! It was really cool to use my brain in this kind of way again and to work through each individual problem while also finding patterns throughout the test.

MemeLord 29

July 13, 2023

Understanding the sequences

I liked the fact you had to use logical thinking and process of elimination sometimes, to figure the answer

Simulation Aeronautics

July 09, 2023

Attention to detail

The shapes in the pattern have changes which require sharp attention to detail to select the next sequence.

Marco Cavallari

June 03, 2023

My 1st ever psychometric test

It was quite challenging at first, but after a while it became more and more easier to find patterns.

Elizabeth M.Calinawan

Philippines

May 31, 2023

The refreshing abstract reasoning

i like the test very much. Refreshing the next sequence, need enough time to think it over but with the time limit. Yeah, very interesting this test too. Well, when.this test refer to a real life of course anticipation in the area may prevail have a swift solution in every conce

khadijah Ansari

May 16, 2023

My brain had a hard time focusing and differentiating between them, trying to recognise a pattern was difficult.

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Problem solving test: Pre-employment screening assessment to hire the best candidates

Summary of the problem solving test.

This Problem Solving test evaluates candidates’ ability to define problems and analyze data and textual information to make correct decisions. This test helps you identify candidates who use analytical skills to evaluate and respond to complex situations.

Covered skills

Creating and adjusting schedules, interpreting data and applying logic to make decisions, prioritizing and applying order based on a given set of rules, analyzing textual and numerical information to draw conclusions, use the problem solving test to hire.

Any role that involves managing constantly shifting variables with tight deadlines. This may include administrative assistants, project managers, planners, and people working in hospitality or sales.

You can use this test for free when you sign up for a free plan

About the Problem Solving test

Effective problem-solving requires a broad skill set that enables individuals, teams, and businesses to advance towards stated objectives. It involves the ability to define a problem, to break it down into manageable parts, to develop approaches to solve the (sub)problem using creativity and analytical thinking, and to execute flawlessly.

This problem solving test allows you to identify candidates who display these abilities. The test presents candidates with typical problem-solving scenarios like scheduling on the basis of a diverse set of conditions, identifying the right sequence of actions based on a number of business rules, and drawing conclusions based on textual and numerical information.

The test requires candidates to identify the right answers to the questions in a limited amount of time. Successful candidates can quickly identify the key elements of the problem and work through the problem at speed without making mistakes. This is a great test to include to check candidates' overall analytical skills.

The test is made by a subject-matter expert

The global IT industry has benefited from Anirban’s talents for over two decades. With a flawless reputation that precedes him, Anirban has earned a status as a sought-after agile project manager and consultant. He’s worked internationally as a Senior Project Manager with companies such as Ericsson, IBM, and T-Mobile.

Anirban’s love for learning helps him keep his skills sharp. He holds an MBA and a degree in engineering, is a certified Scrum Master, and has certifications in Prince2 and ITIL.

Crafted with expert knowledge

TestGorilla’s tests are created by subject matter experts. We assess potential subject-matter experts based on their knowledge, ability, and reputation. Before being published, each test is peer-reviewed by another expert, then calibrated using hundreds of test takers with relevant experience in the subject.

Our feedback mechanisms and unique algorithms allow our subject-matter experts to constantly improve their tests.

What our customers are saying

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The TestGorilla team only offers useful insights to user challenges, they engage in conversation.

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I hope that TestGorilla realizes the value proposition in their work is not only the platform but the type of support that’s provided.

For a bit of context—I am a diversity recruiter trying to create a platform that removes bias from the hiring process and encourages the discovery of new and unseen talent.

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View a sample report

The Problem Solving test will be included in a PDF report along with the other tests from your assessment. You can easily download and share this report with colleagues and candidates.

Why problem-solving is a crucial skill

We’ve all been thrown a curveball at work. An unexpected problem crops up and we need to make a plan to solve it. This is called problem-solving and it’s an important skill in most job roles because employees will encounter difficult or complex situations or problems that need to be solved.

Interestingly, unlike some career skills, problem-solving translates to both an individual’s personal and professional lives, making it crucial to potential success. But this may make it harder for recruiters to find the right candidate for a job where problem-solving skills are needed. In this case, a problem-solving test can help you find the best candidate capable of handling situations that influence business functions.

Problem-solving in the workplace

In business, problem-solving relies on a candidate’s ability to create processes that mitigate or remove obstacles that prevent the company from achieving its goals. Consequently, these issues or situations can create a gap between desired outcomes and actual results. This means that problem-solving plays an important role in how employees meet this challenge and work through it.

Roles such as project management, administrative assistance, and planning work with changing circumstances and tight deadlines on a day-to-day basis. When recruiting for these roles, finding candidates who have good problem-solving skills is crucial to their success in the role.

To gain insight into a candidate’s skill in this area, you can use a problem-solving test. Through expert formulation, a skill-specific test can help you understand a candidate’s level of proficiency. And testing your applicants before you start the interview process can highlight the candidates with the skills most relevant to the role.

A process-driven skill

In the workplace, there are important steps that can contribute to a candidate’s ability to successfully solve problems. Let’s take a look:

Identify the problem

Problem-solving begins with accurately identifying the problem. This determining factor looks at whether a candidate can find the origin and the implications of the problem. It includes:

• Differentiating between fact and opinion

• Compiling data to determine the problem

• Identifying underlying causes

• Recognizing which processes are affected• Pinpointing the process standard

By accurately identifying the problem, individuals can proceed to the next step to solve the problem.

Determine alternative solutions

Once an individual has established the source of the problem, they can determine alternative solutions. The goal of plotting solutions to the problem is to remedy it and realign it with business goals. A creative problem-solving test may identify whether an individual has the competency to determine solutions. Key competencies in seeking solutions include:

• Establishing alternative solutions that align with business goals

• Determining whether a problem needs short- or long-term solutions

• Evaluating how solutions may impact on resources; and determining if there are any barriers to implementing the solutions.

Although any problem can have multiple solutions, the simplest or fastest one may not always be the best course of action. This is where solution comparison comes into play.

Compare solutions and plot a course

Once all possible solutions are determined, it is important to compare them. This involves evaluating each solution without bias to determine the optimal solution to the problem.

Through the evaluation process, the individual should rule out options that do not align with company goals, may take too much time and/or resources, or are unrealistic in their approach.

Some considerations when determining the best solution include the likelihood of solution implementation, whether all parties involved will accept the solution, and how it fits in with business goals. Additionally, it is important to note that the goal of the optimal solution is to solve the problem without causing additional or unanticipated problems.

In essence, problem-solving is about finding solutions that cause as little disruption as possible and correcting a project’s course.

Implement the solution

The last stage in problem-solving is the implementation of the final step. This step focuses on the remedial solution and requires continuous evaluation to ensure its effective implementation. For you as a recruiter, knowing if a candidate can find a solution as well as implement it may be important to the goals of the role.

Continually evaluating the solution will give the individual insight into whether the project goals are aligned, whether all stakeholders accept the new solution and whether the outcomes are managed effectively.

Considerations for recruiters

When hiring for a role in which problem-solving skills are crucial, it may be beneficial to test a candidate’s ability to define problems and analyze data and textual information to make decisions that best serve the business. Some of the considerations for a problem-solving test include:

Schedules are living documents that need to adapt as eventualities come into play. Candidates should be able to understand what they can realistically achieve with the time and how to adjust schedules to account for variable outcomes.

Data-driven decision-making should inform a course of action before an individual commits to it. For recruiters, this means candidates should have an aptitude for aligning data with business goals and making actionable decisions.

By using prioritization rules and supporting information, candidates can determine which project tasks take priority. This system aims to optimize resources for project delivery.

Examining textual and numerical information to reveal patterns, relationships, and trends can tell the candidate what connection exists among variables. Conclusions can then be drawn from the data to gain an accurate assessment of the overall situation.

When broken down, problem-solving is a skill that relies on a variety of disciplines to achieve success. Although this skill is transferable to many job roles, determining candidates’ proficiency can be difficult, so it can be beneficial to recruiters to use a problem-solving test to review candidates’ aptitude when recruiting for a role.

Using a pre-formulated problem-solving test will enable you to quickly assess your candidates and help you recruit the best person for the role.

An assessment is the total package of tests and custom questions that you put together to evaluate your candidates. Each individual test within an assessment is designed to test something specific, such as a job skill or language. An assessment can consist of up to 5 tests and 20 custom questions. You can have candidates respond to your custom questions in several ways, such as with a personalized video.

Yes! Custom questions are great for testing candidates in your own unique way. We support the following question types: video, multiple-choice, coding, file upload, and essay. Besides adding your own custom questions, you can also create your own tests.

A video question is a specific type of custom question you can add to your assessment. Video questions let you create a question and have your candidates use their webcam to record a video response. This is an excellent way to see how a candidate would conduct themselves in a live interview, and is especially useful for sales and hospitality roles. Some good examples of things to ask for video questions would be "Why do you want to work for our company?" or "Try to sell me an item you have on your desk right now."

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What is the Critical Thinking Test?

Critical thinking practice test, take a free practice critical thinking test, practice critical thinking test.

Updated November 16, 2023

The Critical Thinking Test is a comprehensive evaluation designed to assess individuals' cognitive capacities and analytical prowess.

This formal examination, often referred to as the critical thinking assessment, is a benchmark for those aiming to demonstrate their proficiency in discernment and problem-solving.

In addition, this evaluative tool meticulously gauges a range of skills, including logical reasoning, analytical thinking, and the ability to evaluate and synthesize information.

This article will embark on an exploration of the Critical Thinking Test, elucidating its intricacies and elucidating its paramount importance. We will dissect the essential skills it measures and clarify its significance in gauging one's intellectual aptitude.

We will examine examples of critical thinking questions, illuminating the challenging scenarios that candidates encounter prompting them to navigate the complexities of thought with finesse.

Before going ahead to take the critical thinking test, let's delve into the realm of preparation. This segment serves as a crucible for honing the skills assessed in the actual examination, offering candidates a chance to refine their analytical blades before facing the real challenge. Here are some skills that will help you with the critical thinking assessment: Logical Reasoning: The practice test meticulously evaluates your ability to deduce conclusions from given information, assess the validity of arguments, and recognize patterns in logic. Analytical Thinking: Prepare to dissect complex scenarios, identify key components, and synthesize information to draw insightful conclusions—a fundamental aspect of the critical thinking assessment. Problem-Solving Proficiency: Navigate through intricate problems that mirror real-world challenges, honing your capacity to approach issues systematically and derive effective solutions. What to Expect: The Critical Thinking Practice Test is crafted to mirror the format and complexity of the actual examination. Expect a series of scenarios, each accompanied by a set of questions that demand thoughtful analysis and logical deduction. These scenarios span diverse fields, from business and science to everyday scenarios, ensuring a comprehensive evaluation of your critical thinking skills. Examples of Critical Thinking Questions Scenario: In a business context, analyze the potential impacts of a proposed strategy on both short-term profitability and long-term sustainability. Question: What factors would you consider in determining the viability of the proposed strategy, and how might it affect the company's overall success? Scenario: Evaluate conflicting scientific studies on a pressing environmental issue.

Question: Identify the key methodologies and data points in each study. How would you reconcile the disparities to form an informed, unbiased conclusion?

Why Practice Matters

Engaging in the Critical Thinking Practice Test familiarizes you with the test format and cultivates a mindset geared towards agile and astute reasoning. This preparatory phase allows you to refine your cognitive toolkit, ensuring you approach the assessment with confidence and finesse.

We'll navigate through specific examples as we proceed, offering insights into effective strategies for tackling critical thinking questions. Prepare to embark on a journey of intellectual sharpening, where each practice question refines your analytical prowess for the challenges ahead.

This is a practice critical thinking test.

The test consists of three questions . 

After you have answered all the questions, you will be shown the correct answers and given full explanations.

Make sure you read and fully understand each question before answering. Work quickly, but don't rush. You cannot afford to make mistakes on a real test .

If you get a question wrong, make sure you find out why and learn how to answer this type of question in the future. 

Six friends are seated in a restaurant across a rectangular table. There are three chairs on each side. Adam and Dorky do not have anyone sitting to their right and Clyde and Benjamin do not have anyone sitting to their left. Adam and Benjamin are not sitting on the same side of the table.

If Ethan is not sitting next to Dorky, who is seated immediately to the left of Felix?

You might also be interested in these other PRT articles:

McKinsey PST: a comprehensive guide

Six question types, skills tested, optimal pst prep: plan and test strategy, practice material, the next level, take our test for free.

• Our PST preparation programmes

McKinsey PST: an adaptive learning approach to pass the test

The McKinsey Problem Solving Test (McKinsey PST) is a data interpretation and critical number reasoning test used by McKinsey to select candidates to be admitted to the first round of case interviews . The use of the PST is the main difference between the McKinsey recruiting process and those of its main competitors. The other distinct element is the PEI, or Personal Experience Interview. However, with this set of questions on personal impact McKinsey closely approximates the fit interviews of other firms.

The McKinsey PST is so notoriously difficult because it tests a very diverse skillset and requires you to work under the tightest of time constraints . Of those candidates good enough to be considered and given the PST McKinsey only pass one in three - where failure means immediate rejection . However, we are proud to say that despite the average PST pass rate being so low, 85% of candidates who use our course pass their own PST . For anyone who doesn't pass, we return half of their money .

This article serves as a guide to help you prepare for your McKinsey PST. We begin with an overview of what the PST is all about - this gives you a five minute briefing on all the essential information and the context of the PST.

Next, we spend some time going through each kind of PST question in turn, providing structured approaches to tackling them, complete with fully-worked PST example questions and specific PST tips and tricks which might come in useful.

Finally, we put everything together, with step-by-step guidelines on how to prepare for McKinsey PST success using our adaptive learning methodology .

Practice tests developed by McKinsey consultants

There are seven key facts which you will need to know about the McKinsey PST:

1. Who Has to Do the PST?

Not everyone has to do the McKinsey Problem Solving Test . Experienced hires and those recruited from top-tier business schools are often spared. However, in general, anyone applying to an entry-level business analyst role will be expected to pass the McKinsey PST to be considered.

If you are not sure whether you will be required to do the PST, your default assumption should be that you will , but you should ask with the HR team at the office you are applying to so as to be certain - this is a perfectly reasonable enquiry to make.

2. Format: 26 Questions, Pen and Paper

The PST is a multiple choice test completed on paper. 26 questions are divided between three business cases . These cases test how you would perform in the different phases of a consulting project: client interaction, problem definition, problem solving, analytical work and implementation. The cases are on the kinds of issues that real consultants will encounter in the field, including problems on market entry, profitability and operational improvement.

3. 60 Minutes

Quite simply, if you had three hours to work on an individual McKinsey PST, you could pass easily without any help. Time is the single major constraint in the PST. You are not allowed to use a calculator , computer or any other time saving device beyond your own brain, you need to make sure you have developed and practiced the required skillset - especially time saving skills - and approach the test as a whole with the most effective possible strategy .

60 minutes equates to just over two minutes per question , with a few minutes at the end to enter answers onto the answer sheet and quickly check everything is in order. Many candidates actually fail simply as they do not allow enough time at the end for this basic task. You have to be ready to work fast!

4. Make or Break

No matter how good your resume is , if you fail the PST McKinsey will not consider you any further and you will not be invited to interview. Remember, there will be hundreds of candidates with comparable resumes and the Problem Solving Test is given precisely to thin down this field. Passing is mandatory. Even after you pass and interview, your PST score will be considered alongside your interview performance to determine whether you are given an offer.

5. 70% Cut-Off

Success in the PST is an absolute function of your score rather than how it compares relative to other candidates - there is no "curve" . As such, performing better than the next candidate will be meaningless in itself. If all the candidates are sub-standard, all will fail.

Whilst McKinsey does not publish the exact cutoff for the PST, the best estimates (based on surveys of successful candidates) place it at around 70% .

One important point to remember is that you should give an answer for every question even if you are not entirely sure . The PST is not scored negatively - that is, for the PST McKinsey will not penalise for incorrect guesses (as per the system many medical students will be familiar with). As such, you should always give your best guess , just in case you get lucky.

6. 1-in-3 Success Rate

Whilst scoring is absolute, unofficial surveys have indicated that a fairly regular PST pass rate at around 33% . Most of those candidates who fail do so because they didn't work efficiently enough and/or failed to manage their time correctly , rather than because they lacked any cognitive capacity. One of the major causes of failure is actually candidates not allocating sufficient time at the end of the test to fill in the PST answer sheet!

The takeaway here is that the McKinsey Problem Solving Test should be treated more as a skill-test to be practiced for , rather than as some assessment of raw intelligence you can simply walk in and expect to pass if you are clever enough. You need to understand the relevant time saving methods and strategies to approach the test as a whole if you want to pass and eventually land your job at McKinsey.

7. McKinsey PST vs GMAT

If you have never sat the GMAT, you can skip this point. Many candidates who have previously prepped for and sat the GMAT suffer from a false assumption that the PST will be the same test by a different name - that there are very few diffences in the McKinsey PST vs GMAT. However, despite the similar format, this is not the case.

There is some overlap - for instance, you will need to have strong math for both. However, the PST requires a totally different, less academic style of math , where you need to be able to estimate, prioritise calculations and know how to take the right shortcuts (our mental math article is relevant on the differences here). Generally, the PST and GMAT serve different purposes and are tailored to those purposes in different ways. As such, you need to treat the PST as its own beast and prep for it accordingly.

An AI-based, bespoke preparation plan

As we have noted, the McKinsey PST is partitioned into three business cases, with eight to ten questions for each case. As with a real project, or indeed a case interview, you will be presented with data in charts or tables as well as with descriptive text . Typically, each individual piece of information will be followed by two to three questions referring to that information specifically.

PST questions can be split into six groups which can be expected to account for different fractions of the test. Let's take an in-depth look at each:

1. ~35% - Reading Facts

Reading facts PST questions test your ability to extract and elaborate data from graphs and tables. These are the most common question type, and you can expect them to make up around 35% of your PST.

Typical Formats

• Which of the following values is the best estimate of ...?
• Which of the following statements is valid, based on the data ...?
• What is the current ranking of options 1 to 5?
• Which of the following values is the best estimate of ABC revenue in Year 4?
• To the nearest tenth percentage point, what is the difference between Italy’s and Spain’s respective average annual agriculture sector growths due to fertilizing over the last 10 years?

Worked Example

The table below shows the sales development of the Topstar business unit across the main markets.

Which of these markets showed the fastest sales development (in percentage terms) from 2009-2012?

As you can see, two minutes is not a lot of time to solve this! Let's have a look at an efficient method to let you get to the answer as quickly as possible. The steps identified here generalise to other reading facts questions.

Read the question - pretty straightforward in this case, as you are asked to identify the country with the highest growth rate.

Read the answers - there are four countries to be compared.

Go back to the table - compare the growth rate, between only 2009 and 2012, for those four countries. Simplify figures as much as possible and run precise calculations only if you find out that the difference between two countries growth rates is not large enough to guarantee a reliable result through simplification.

Define the calculation - you need to work out the form of the equation you would need to solve in order to calculate market growth. This will be:

Now you can put the equation to work. Start with the first option - the US. Approximately, US growth will be:

From simple inspection, this is obviously much higher than 50% - it is around 70%.

You can then move on to other countries using this US value as a benchmark and comparing them solely to that value. Germany's growth will be:

This is very close to 50% - so obviously less that the ~70% of the US. You can cross out Germany as an incorrect answer. Note that, if the value for Germany had been higher than the US one, you would have crossed out the US and gone forward using the German growth value as your benchmark.

For Italy, the calculation will be:

1/3 is (roughly) 33%, so obviously lower than 50% and certainly lower than the US. Cross out Italy!

For Japan, growth was from 50 to 58, so there is no need to make any calculations in order to rule it out.

This leaves he US (option A) as the correct answer.

Tips and Tricks

There are a couple of tricks you can employ to get through Reading Facts questions more efficiently:

1. Begin with an end in mind

Before performing any calculations, be clear on which formula/equation you need to use. This is crucial as there is no time for trial and error in the PST. Spending just a few more seconds nailing down the exact formula you need at the beginning will pay dividends by saving you much more time in the calculation phase.

2. Minimise the number of calculations

When going through your solutions, you will be surprised by how many calculations can be avoided or approximated mentally. The fundamental question you should ask yourself before performing any calculation is "does this affect the answer?". This might sound a little odd, but it is a habit which you must form to become quick enough to pass the McKinsey PST. Here are a couple of examples where you can "work clever" to avoid redundant calculations:

The Anchoring Technique

This the technique we used in the example above. When looking for the highest value amongst several possible answers, run calculations for the first answer and use that value as a threshold value as you work through the others. If other answers look immediately wrong, do not perform any further calculations - just as we did with Japan, above. (Generally, you can almost think of this as a less probabilistic version of the solution to the secretary problem .)

The Selection Technique

Here, you pre-select only the calculations which are essential to identifying the answer. For example, the question below asks you to rank the effectiveness of 5 solutions:

• 1, 2, 4, 3, 5
• 1, 2, 3, 4, 5
• 1, 3, 2, 4, 5
• 1, 3, 2, 5, 4

Calculating whether solution A is the most effective is a complete waste of your time – it is the least answer-changing analysis. Instead, calculate which is the most effective between solutions B and C, working from there.

3. Master quick percentage calculations

Growth rates and percentages are ubiquitous in the McKinsey Problem Solving Test. In particular, it is pretty much a certainty that you will be asked to calculate growth rates over multiple time periods. This is theoretically feasible by hand, but extremely time-consuming. For example, say the revenues of a given company are growing at 5% per year for four years. In order to get a precise result, you would need to calculate the four year compound growth rate as follows:

Quite simply, regardless of how quick you are at math, you absolutely do not have the time to go through this whole calculation. It would almost certainly take more than two minutes just for this step, which might not actually be enough to answer the whole question (usually, calculating such a percentage will only be a subset of a question).

Instead, you can arrive at an approximate but good-enough value for this growth rate by using a straightforward shortcut. To do this, we simply multiply the growth rate by the number of years it will apply for, estimating the compound growth rate. Here, this will be 5% x 4 years = 20%.

There are a couple of caveats here which will already be obvious to more mathematically inclined readers:

• With positive growth rates, the compound rate will be underestimated. Above, we estimate 20%, but the real figure is actually 21%. Conversely, with negative growth rates, this method will overestimate the compound value.
• The greater the magnitude of the annual growth rate and the greater the number of years for which it is applied, the less precise this technique becomes. For instance, five years of compound growth at 5% per annum yields a 27% compound growth rate, whilst this shortcut would give us a value of 25%.

2. ~18% - Root-Cause Reasons

Root-Cause Reason PST questions test your ability to identify the causes underlying business problems. These questions begin from some fact about a business, which must be explained. The candidate is then given a list of putative explanations for this fact. However, only one of this list of suggestions is actually a logically valid explanation of the phenomenon in question. The candidate must identify which this is.

• Which of the following reasons, if TRUE, is most likely to be the reason for the drop in house prices in year two?
• Which of the following, if true, LEAST explains the data for Slovenia and the Czech Republic in Exhibit 2?
• Which of the following reasons, if TRUE, best explains the reason why the CEO wants to proceed to ...?
• Which of the following does NOT help to explain why ...?
• Which of the following, if TRUE, would best challenge the sales manager's decision?

Zapclothing is a global fashion retailer, traditionally catering primarily to teenage girls and with shops across Europe. Five years ago, the senior management at Zapclothing decided to embark up an move upmarket, with the aim of catering to a slightly older and more affluent customer base.

Leading French and Italian designers were hired to create unique and exclusive lines for Zapclothing, whilst prices were raised across the entire product line by 20-30%. A series of events were held in all major global cities in order to launch the new incarnation of Zapclothing as a brand with a more sophisticated, upscale image.

Initially, this mid-market transition boosted profit margins without altering sales volumes. However, one year later, the company has found itself with plummeting revenues and a decreased profit margin. In order to return profits to their previous higher levels, the marketing manager has proposed a permanent price reduction of 10% across all lines.

Which of the following facts, if true, would best challenge the sales manager's price reduction proposal?

• Over the last year, due to higher commodity costs, prices increased by 15% on average for the whole fashion industry
• Consumers consistently quoted price among the top three quality attributes for mid and high-level fashion brands in surveys over the last 5 years
• In a recent survey, over 80% of the existing customer base claimed that they would still buy more than 50% of their clothes from Zapclothing, regardless of price
• Females aged 20-30 consider price among the top three criteria for deciding whether to make a purchase
• Read the question carefully, making sure that you understand what is being asked.
• Scan the answers and underline the key words in the text. Don't spend any more than 10 seconds on this step - the intention is simply to make you quicker in finding the relevant parts of the introductory paragraph.
• Think carefully about how this proposal can be challenged. The most effective challenge is necessarily that acting based on this proposal would not help to solve the company's problems - in our example, restoring high revenues. If this is the case, then the proposal does not correctly identify the cause of the focal issue.
• Go back to the answers, crossing out the incorrect ones. Let's see how we assess the four answers in our example:
• Not relevant . The fact that prices increases increased on average by 15% for the whole industry does not tell us whether a decision to reduce prices would bring in additional revenue from existing and/or new customers. FALSE
• If consumers consider a higher price to be a signal for superior for mid and high-level fashion brands (where Zapclothing hs positioned itself), reducing prices could have a neutral or even counterproductive effect on revenue growth. TRUE
• Not relevant . This statement is only relevant to revenue derived from existing customers. Even if the behaviour of current customers was entirely unchanged, revenues could still be grown by tapping the pool of potential new customers. The information provided is incomplete and would not be sufficient to challenge the sales manager's proposal. FALSE
• Opposite Direction. This fact would not challenge the sales manager's idea, but reinforce it. FALSE

Practice makes perfect

Correct answers in Root-Cause Reason questions will always have two elements in common:

• Relevance - they have a significant effect on the target stated in the introductory paragraph
• Correct Directionality - their effect on the target should be going in the direction required by the question

As we have already observed in the example above, there are generally three kinds of answer in Root Cause Reasons:

1. Not Relevant

These are answers which have no, or only limited, effect on the proposal in question (as with answers A and C in the example above). By identifying the kind of fact which would have some bearing on the proposal, you will be able to quickly pick out answers which simply have no influence on the relevant issue.

Note here that you should always be careful not to assume anything which is not explicitly stated. Often, there can be a temptation to think beyond what is actually on the page. For example, when you are assessing C above, some candidates might assume that the preferences of existing customers will also be representative of potential new customers as well, or perhaps that the focus on existing customers indicates their particular importance to the problem. This would make C seem more relevant to the sales manager's proposal and would thus then ultimately lead you into error. PST questions are a test of your ability to read closely and think logically - not of your imagination!

2. Relevant, But With the Wrong Directionality

These answers affect the proposal in question, but with the effect going in the opposite direction to what you are looking for. For example, D above actually reinforces the sales manager's proposal rather than challenging it.

One of the most common errors in Root-Cause Reason questions is selecting answers which are relevant, but with the opposite directionality to what the questions is asking for. As such, you must always keep in mind what the question has actually requested and the kind of answer which fulfils that request.

3. Relevant and With the Correct Directionality

These are answers which significantly affect the proposal in the correct direction, according to the parameters set by the question.

3. ~17% - Fact-Based Conclusions

Fact-Based Conclusion PST questions test your ability to draw logical conclusions from a collection of facts. These questions can manifest the greatest degree of variation of all types, and can range from something relatively similar to a Reading Facts question to a requirement for you to make some very tough inferences from rather vague introductory text.

• Which of the following statements can be concluded from ...?
• Based on the data on table ..., which of the following statements is a valid conclusion?

Pharcom is a global pharmaceutical company engaged in the development of small molecule drugs. Your team has been called by the Head of R&D to help him pre-select the drugs that are most likely to reach patenting and commercialization. He claims that, on average, 12% of researched drugs are cleared to be marketed, while the remainder are dismissed either during the R&D process or at final certification. Currently the average total expense for every drug in development is £12m and the full trial and certification lasts for 10 years for the drugs going through the full process. The research and development process of the drugs is constituted by the following steps:

• Trial 1 : Laboratory trial to test the effect of the active ingredients. The trial costs £3.5m and lasts for 2 years.
• Trial 2 : Laboratory trial to test the impact of side effects. The trial costs £4m and lasts for 1.5 years.
• Trial 3 : Animal testing to evaluate bacteria resistance. The trial costs £4.5m and lasts for 4.5 years.
• Final certification by Food and Drug Administration . Filing costs £4.5m. Certification lasts for 2.5 years.

Which of the following statements can be concluded based on the information above?

• Most drugs complete the entire research, development and certification process.
• Before being either approved or dismissed, drugs remain in the development and certification process for an average of 7.5 years.
• Reducing by 50% the length of Trial 2 and Trial 3 would reduce the total cost of the Pharcom research and development process by £4.25m.
• Over 50% of the drugs reach Trial 3 stage in the research and development process.
• Read the question carefully and make sure you understand what is being asked.
• Read the answers and underline key words in the introductory text . Identify the specific graph or portion of the introductory paragraph each answer refers to.
• Start with the numerical answers . These are often the clearest and most straightforward to solve. Generally, go back and forth between the answers and the introductory text and any figures. To identify the correct answers, it helps to consider whether the opposite of the statement would be true.
• Since the average cost per drug is £12m, we can quickly establish that the average time in the pipeline is 8 years - at the end of Trial 3 - as this is the point where £12m of expenses have been accrued (£3.5m from Trail 1, £1.5m from Trial 2 and £4.5m from Trial 3). Let's take the hypothetical case where 50% of drugs stay in the pipeline for 7.5 years and 50% for 8.5 years. In this case, no drugs at all complete the pipeline, but the mean time spent in that pipeline would be 8 years. Since cases where no drugs at all are approved are compatible with the information we have been given, we certainly can't safely infer that most drugs are approved. As such, we can rule out A. FALSE

As we have just established, the average time drugs are in the process before being dismissed or certified is 8 years (as the average cost of £12m is accrued by the end of Trial 3). Obviously, then, the value here of 7.5 years in wrong. FALSE

We simply don't have the information which would be required to know if this statement is true or not. It might be tempting to imagine here that if we halve the time for a trial, we halve the duration of a trial, then we halve its cost - this would indeed yield a value of £4.25m. However, we have no justification for the assumption here that cost varies with time in a purely linear fashion. In more usual business terminology, we cannot assume that the costs associated with trials are purely variable, so that halving the trial's magnitude halves costs. There might be fixed costs which are incurred regardless of trial length - perhaps administrative costs in setting up the trial or the cost of buying equipment, recruiting staff etc. Clearly we cannot state C to be true based on the information we have. FALSE

Trial 3 is reached after 3.5 years - that is, the total duration of Trials 1 and 2. As above, the average time each drug spends in the pipeline is 8 years. Now, mathematically, it is entirely possible for mean and modal values to diverge significantly. This is to say, it is possible for more than half of drugs to be in the pipeline for much less than our 8 year average value as long as there are some drugs staying in the pipleline for much longer so as to balance them out.

Let's take another hypothetical extreme case. We could keep a mean of 8 years but approach the case where the majority of drugs did not make it to Trial 3 by assuming that 50% of drugs are rejected just slightly before the 3.5 year mark. To keep a mean of 8 years, then, the other 50% of drugs would need to remain in the pipleine for 12.5 years. However, the maximum length of the process before certification is 10 years. As such, we know that more than 50% of drugs must be in the pipeline for more than 3.5 years - and thus make it into Trial 3. TRUE

In dealing with Fact-Based Conclusion PST questions, there are three types of answer which you might encounter:

1. False Conclusions

Some answers might simply be false or wrong. Even if they seem logically sound, the outcome might be reversed or otherwise wrong.

2. True Conclusions

Answers which both have sound logic and draw the correct conclusion.

3. Unproven Conclusions

The logic here might be correct and the conclusion might well seem reasonable. However, they cannot be fully supported by the facts which have been presented to you in the introductory text and/or graph.

How to discern false answers from true ones

Telling apart true and false answers can be both challenging and time consuming. In particular, some answers will require to mentally estimate a whole set of values for which statements or relationships might hold. Here are two steps which might prove useful in assessing a statement:

Can the opposite also be true?

Always consider whether the opposite of what has been stated can actually be disputed. Candidates typically fail to ask themselves this question, but it can be highly revealing. You will be surprised at how much of a difference asking this simple question can make.

Consider the extremes

Answers should always hold true - not just most of the time. If an answer is not always true, it is not valid. A variant of this method we used above to verify answer D above - we considered the extreme values which would could notionally maintain the average of 8 years, but then ruled these out as impossible within the bounds of the question.

4. ~15% - Word Problems

Word Problem PST questions require you to solve business problems by combining information across sources. In other kinds of question in the Problem Solving Test, you will find all the relevant data from exhibits or introductory paragraphs. However, in Word Problems, part of the challenge is that the relevant data is spread between the question itself as well as the introductory text or exhibits. If you have taken the GMAT, you will find that word problems are the closest of the PST question types to what you will find in the GMAT.

• Assuming that a machine costs $2m, how many years will it take for the firm to break even from its investment?
• If an average employee is paid 12 hours per month, which of the following formulae accurately calculates the average number of items handled per employee, per month?
• If employees’ salaries are increased by 20%, what is the increase in productivity required to break even?
• Assuming that the economy keeps on growing at 2% per year for the upcoming 10 years, which of the following equations best approximates the decrease in the debt/GDP ratio?

Ardito, a leading fast fashion retailer, has 79,000 employees spread over 3,350 branches. Maison operates on approximately 25 FTE employees per retail branch. Approximately, how many more branches than Ardito should Maison have to sell as many items in menswear as Ardito?

• Carefully read and understand the Word Problem
• Go through the answers to assess the level of precision which you are going to need in your calculations. Here, since the answers are quite far apart, you will be able to estimate rather than calculated precisely.

First, consider what has to be kept constant

This yields:

At this point, we have two possible solutions. The first is as follows:

The final answer will be between 1000 and 2000. Thus, we know the answer is B. However, note how many steps and how many calculations were involved here - you almost certainly won't be able to get this done in under two minutes!

The second solution takes care of this problem and is as follows:

Here, you simply plug numbers from the answer options into the equation and see which would make that equation work. This method is by far the more efficient way to solve this kind of problem.

Quickly, we can see that 1,700 is the only result fitting the equation. Thus, the answer is B. Note how much faster this was than the first solution.

5. ~10% - Client Interpretation

Client Interpretation questions focus on understanding project requirements and the analyses which will be necessary to tackle the client's concerns. In consulting projects, you will engage every day with various stakeholders from the client company . Fundamentally, client interpretation questions are about understanding:

• What the client says that can have an impact on defining the scope of your project
• What the client implies about given choice or strategy
• Which are the best analysis decisions to take in order to fit the client’s needs
• Which of the following best summarizes the CEO’s concerns?
• Which of the following statements best describes the thoughts of the CEO regarding...?
• Based on the opinion of the Head of Department, which of the following statements is/are valid?
• Which of the following statements best describes the CEO’s aims for the McKinsey study?
• Which of the following analyses would be LEAST useful to address the CEO’s concerns?
• Given the aims of the CEO, what would be the LEAST relevant question for the team to answer?

Soul is a leading fashion retailer, selling clothing, shoes, make-up and accessories. It has around 400 shops worldwide, of which 200 are in the UK. Soul operates through a franchising model, where shops are run by private independent companies who pay a royalty fee to Soul. In exchange, Soul designs the shops and supplies them with new clothing lines, manages branding and advertising, sets promotions and provides shop-owners with guidance on all standard operating procedures for running the shops. This strategy enabled Soul to dramatically grow in scale, boosting shop opening and customer base. However, customer numbers have recently plateaued, resulting in slower sales and profit growth.

The CEO of Soul has engaged your team to help understand whether the recent changes in revenue and profitability trends are related to unsatisfactory shopping experience. He is convinced that the recent growth in scale came at the expense of a consistent shopping experience across all locations. He tells the team “I am sure that the responsibility of the current slowdown lies in poor delivery by the shop owners. I recently visited five shops in different countries and three of them did not fully apply our policies ensuring consistency in shop layout and pricing policies. This is disorienting our customers and pushing them to seek out our increasingly aggressive competitors”.

Which one of the following answers BEST describes why the CEO has engaged your team?

• He wants help in implementing a coherent and consistent brand image and shopping experience across all shops.
• He wants to identify the causes of the inconsistent shopping experience across shops in different countries.
• He wants to validate his hypothesis that an inconsistent shopping experience in different stores led to declining revenues and profitability.
• He wants to overhaul the set of policies and standard operating procedures imposed to shops in order to guarantee a consistent shopping experience.

Here, two aspect of the established method from above take on increased significance over the others:

• Read the question . This is generally pretty straightforward, and simply enquires as to the client's reason for engaging McKinsey.
• Scan the answers and underline key words. Do not spend any more than 10 seconds on this step. As before, the purpose is simply to facilitate finding relevant pieces of information later.
• Go back to the text and quickly jump to the relevant part . More than 50% if the paragraph is of little or no use. Precisely reading the essential sentence will be enough to answer the question.
• This answer may be true, but it does not capture the purpose behind engaging your team. The CEO did not call your team to advise him on branding or design, but because he wants to understand the causes of his company's downturn. FALSE
• The reason for engaging your team is not to understand the causes of the poor shopping experience, but the causes of the downturn - these are not necessarily going to be the same thing. FALSE
• The purpose of this engagement is finding out whether inconsistent shopping experiences across stores led to the current downturn. TRUE
• Again, this answer could be true, but it is not the reason for engaging your team. The CEO did not bring you in to redesign policies, but to understand the causes of the downturn. FALSE
• Highlight the keywords in all answers . Prioritising the right words and sentences will save you a great deal of time.
• Cross out incorrect answers . Often, one or more answers will be clearly incorrect, whilst two or more will appear to be correct or almost correct. Cross out the obviously wrong answers before returning to the introductory text to pick out which of the "almost right" answers is actually correct.
• Beware of the "sensible answer trap" . Sometimes, answers contain implications which look rational and sensible. However, be very careful about making assumptions beyond the information you have been supplied. No matter how reasonable a statement might seem, if the client has not actually said something to that effect, that statement is simply not valid.

6. ~5% - Formulae

Formulae PST questions ask you to express a quantitative word problem as a symbolic formula. This will test you capacity for abstraction by challenging your abilities to extrapolate from data, break down problems and identify drivers and directions of causality.

Which of the following formulae calculates the share of non-performing loans out of total loans?

Typical format

Which of the following formulae best approximates ...?

Forman Fisheries is engaged in packaging shrimp and other fish. Shrimp are graded from A to D depending upon their size and taste. Below are some key productivity indicators for Forman Fisheries' shrimp packaging activities:

Assuming that all boxes contain the same quantity of shrimps, which of the following formulae best approximates how many boxes of non-grade A shrimps were packed in the last month?

• Homogenise your units of measurement . Since we are looking at a number over one month, wherever we will need the quantity of total boxes c, we will divide it 12, since it is an annual indicator.

Break down the problem into smaller steps . This should help you get to the relevant ratio more quickly. In this case:

Identify how to solve for each of the elements of this equation:

Simplifying:

And thus the correct answer is answer D.

All you need to pass the McKinsey PST

Sometimes, answer formulae are presented with various simplifications which can make it time consuming to figure out whether they are correct. However, formula questions are about extrapolating a formula which should work with any value for each variable.

A trick to double check your results is to replace some of the values in the table with simpler ones, come up with a solution and then plugging these simple values into the formulae to see if they produce that same solution.

For example, in this case, assume that:

Grade A shrimp share of total shrimp (b) = 10%

Total boxes per year (c) = 1200

Therefore, boxes per month = c / 12 = 100 per month

Since all boxes are the same size, non-grade A boxes will be:

Now that you know that a correct equation will generate a result of 9, you can plug the numbers above into each of the options and check which produces 9 as an answer. This trick works especially well when the formulae involve high degrees of simplification.

Each PST question type tests a subset of the skills that are useful in consulting. It is worth remembering that there is only so far practicing PST example questions alone will get you if you have not taken the time to develop these skills. Think about a kid trying to learn math - they can spend hours looking at all the sums they want, but they won't get very far if they haven't learnt to add yet!

Since these are the exact same skills that are assessed in your case interview and via your resume and cover letter , it makes sense to learn exactly what they are and what is required of you. It is worth noting that this is the same overall consulting skillset is the same one we teach in our Case Academy - our approach is consistent across the whole recruiting process.

So, what are these skills?

Just like doctors, consultants focus on identifying and treating the underlying causes of a problem. When you address a problem, you shouldn't ever stop at the superficial level of observable symptoms, but must dig deeper and find the real issue underlying what you are dealing with.

For example, imagine a doctor who has a patient complaining of persistent headaches. A good doctor is not just going to keep dishing out painkillers, but are going to want to establish what is causing the pain. It might be, say, that the headaches are caused by poor eyesight. If so, the patient will be dispatched to the optician to get some glasses to solve the problem more permanently.

Consultants always anchor their diagnoses and recommendations on data and analysis - never on opinions or hunches! This is called a fact-based approach.

In order to be able to correctly answer all the PST questions (and fill in that answer sheet!) within the time limit, you will need to be able to prioritise important data and calculations, effectively deal with uncertainly and generally find a good compromise between accuracy and speed. This includes the ability to select salient information from large volumes of text and to deal with ambiguity within that text. Once they are on top of the raw facts of what is happening, consultants will always then extract the salient implications - or the "so-what" - of the situation, rather than just re-describing the same data.

Most PST questions will require you to perform some kind of calculation. Since you are not permitted to use a calculator or similar, you are going to have to be very comfortable with mental math. In particular, you will have to be able to make estimates very quickly. We have an article on mental math for consulting , as well as a free practice tool , which will be a great starting point to sharpening up your skills and learning the various shortcuts to make your calculations faster.

To pass the McKinsey PST as well as to get through your case interview , you are going to need to be able to quickly and reliably infer relevant information from complex graphs and tables. This information will be used to find root causes, draw fact-based conclusions or as the starting point for mental math problems.

The McKinsey PST doesn't require super-complex math, and certainly nothing beyond high school level. McKinsey PST formulas will always be realtively simple ones and you will not have to muster any complex algebra. However, what will be different from a high school math question is that it will be much less clear as to how you should be approaching problems. You will often have to set up equations by extracting one or two salient relationships from a large amount of otherwise irrelevant information. Identifying what is relevant will be the real challenge rather than the relatively simple math. Subsequently manipulating these formulae will come relatively easily to many of you. However, the time constraints and lack of a calculator in the PST will necessitate even the most mathematically gifted to be somewhat strategic in terms of how they chose to solve problems. You will need to avoid analyses that will take too long and which you cannot complete without a calculating aid.

Each of the skills above will be tested in different kinds of question. Be sure to keep a note of which skill in particular has let you down each time you have a problem with a PST question. After a few questions, you should have an idea of where your systematic weak points are and thus where you should focus your efforts to improve via building stronger skills. If your mental math is constantly an issue, go to our mental math article . If you are struggling with identifying root causes, our article on identifying the problem in case studies would be a great place to start.

The important point is that you won't get really good at PST questions simply by doing PST questions - you need to build the right skills! It is worth noting here that our Case Academy teaches precisely the consulting skillset as the McKinsey PST requires (usually case prep systems just teach question-specific frameworks, but we focus on fundamental skills). As such, working through the Academy will not just prep you for case interviews, but also build the full skillset required for the PST. If you are intent on going all the way through the selection process with McKinsey math prep and other aspects of skill building only need to be done once. Two birds with one stone - an efficient use of time!

By now, you will have a good idea of what the McKinsey Problem Solving Test is, what the questions look like and the skills it is assessing. The categorisation of different question types and the methods and tips we have discussed for each already give you the building blocks for a solid prep. However, to make your preparation both as effective and time efficient as possible, you should really begin by making a plan to provide some structure. This will make sure that you don't miss out any key elements and also that you distribute your time sensibly.

As you will have realised by now, the PST is difficult - especially because of the acute time constraints. Having made a plan and diligently practiced all your skills might not actually be enough to pass. You also need to consider your strategy for tackling the test optimally. We have already given a few tips on this, peppered throughout the sections above, but there are also several points on general test management which you will need to know about.

Let's look in more depth both at how you should plan your prep and at your strategy for approaching the McKinsey Problem Solving Test:

Preparation plan

Don't be fooled by those who repeat the old mantra "practice, practice, practice". While practicing is very useful, relying entirely on "brute force" practice with PST sample questions can be remarkably ineffective and a way to set yourself up for failure.

A more sophisticated, more effective prep plan will be made up of the following elements:

1. Skill Building

You need to build your general consulting skillset to be able to reliably perform well on real PST questions. This will never be wasted time, as you will need exactly the same skills in your case interview - and indeed for when you (hopefully) start the job! In particular, given nobody will be starting entirely from scratch on these skills, you need to identify and work on your areas for improvement. As mentioned above, you should take note of where you are underperforming and address your attention there. In particular, you will want to focus on the following:

Numerical Agility

Being able to perform mental math quickly is arguably the single most essential skill required to pass the McKinsey Problem Solving Test. In particular, you will find that the need to make rapid estimates will recur constantly in PST questions. This includes understanding the appropriate degree of approximation as well as getting through calculations quickly. The mental math video in the Efficiency Tools section of the MCC Academy will provide you with all the fundamentals and all the tricks and methods you need to be genuinely quick with numbers and is a great way to get to grips with everything quickly and without missing anything out.

Reading Charts and Solving Problems

Again, the ability to extract information from diagrams and set up and solve mathematical problems are critical to being able to deal with many PST problems. Indeed, the numbers and equations for your mental math must come from somewhere! You will have to read charts in the McKinsey PST and will have to do so under severe time pressure. Similarly, various types of PST question will test your ability to work through problems in an efficient fashion. Our mental math article deals with reading charts. We also cover this whole area in great detail in the MCC Academy course and also include extensive drills in our Beyond Test Ready package.

Identify root causes and draw fact-based conclusions:

Being able to wade through information and identify fundamental causal drivers and synthesise findings into takeaways fully supported by the data are key consulting skills and one which your PST will test across multiple questions. To help you prepare as thoroughly as possible for these, we provide 10 specific sample questions on these areas in each of our Test Ready and Beyond Test Ready packages.

2. Refining

To optimise your performance on the PST, your prep should always include a blend of practice and skill building. Your first step should be to try a practice PST to see where exactly your weak spots are. You should then work on these particular skills using other resources, (such as the articles on this site and the lessons in MCC Academy). You can then return to another practice PST to see how you have progressed and where you should then focus on your next bout of skill building. You should then iterate this process until you are ready to take the PST for real.

It is worth noting that this method also makes sense at a more pragmatic level, as there is only a limited supply of sample PST test papers available to practice with online. This iterative approach, then, has the added benefit of letting you make best possible use of the scarce resource that is PST examples. The skill-specific questions provided in our Beyond Test Ready package also help deal with this lack of practice material and are invaluable in the skill building process.

3. Simulation

Once you have practiced enough, it will be time to step up to simulating the real PST more fully. There is a temptation to skip what might seem like the "theatrics" of a full simulation. However, you cannot just assume that it will all be fine on the day! This is the same rationale for why your high school most likely had you sit full mock exams before important assessments, rather than just rely on class tests etc.

You should replicate the PST test environment as closely as possible. Print out your sample PST test paper, staple it and print out your answer sheet. Find a quiet room and do the test strictly in the allotted time and without a calculator or any other such "contraband". You might feel a bit silly doing all of this, but it really is worth it. Sticking exactly to the rules is the only way to really practice your PST test strategy. Even relatively small things like becoming accustomed to keeping your notes entirely in the booklet and actually filling in the answer sheet at the end will save you precious time in the real PST.

4. Keeping an Error Log

When you run through a practice test with a mark scheme, everything will seem very easy. "Oh, of course, that's exactly what I should have done..." Fast-forward couple of weeks later, though, and you will find yourself staring at a PST question with precisely the same structure, but with no idea of how to solve it.

This is precisely why you need to keep an error log. You might already be familiar with error logs from GMAT prep, but we recommend you extend the practice here. For the uninitiated, an error log is a continuous method of analysing practice problems to identify WHY you answered them incorrectly. In your error log, you should be keeping track of your mistakes and of what you found hardest (even if you got there in the end). As well as using this information to inform where your energy is focussed in skill building, you should also be running through your log frequently to ingrain the lessons you have learnt and generally consolidate your technique.

There is no single correct format for your error log. Some will prefer very organised, detailed logs, whereas others will prefer a more old-fashioned paper record. Really, you should chose whichever method you personally find most convenient, as what is most important is that you actually make consistent use of the log over time.

Whichever way you chose to set out your error log, though, we recommend that each entry should contain the following information.

• Question type - as per our categorisation above.
• Reason why you found the question difficult - you might have taken too long to answer or not been able
• Question and answer choices - record what the question actually was
• Proposed solution - work out the method which you should ideally have used to solve the question - that is, whichever solution you find quickest and most effective given your own abilities.
• Key takeaways - what you should learn in order to answer this kind of question more efficiently. For example, you might need to learn how to simplify fractions more rapidly or to improve your quick reading skills.

The "key takeaways" in your error log are what will guide the direction of your prep for the next few days, before you test your abilities again in the iterative manner we described above.

Whilst error logs help to marry skill building and practice - just as any optimised PST prep absolutely must - in forming part of the iterative method we describe above, error logs also take on a more pragmatic function. Whilst the McKinsey problem solving test sample itself is excellent and we at MyConsultingCoach have invested significant time and money into creating and perfecting additional content, this still ultimately adds up to a finite amount of practice material. This unavoidable constraint means that you must work sensibly to squeeze the greatest amount of utility out of what is available.

The amount of practice you are able to do will always be the ultimate bottleneck in any PST prep. Experiencing different questions will both let you take the iterative process of identifying and working on problems areas further, but will also make you less likely to be surprised by something entirely new in the real PST. Access to extra practice material is thus a major driver of increased performance on test day and - ultimately - landing a job. Visit our PST practice page to find out more about extra practice.

PST guide and practice test

Test strategy.

Most McKinsey PST questions are not actually all that conceptually demanding. The real difficulty derives from the extreme time constraint. As we noted above, given three hours with the same PST test paper, everyone would pass. In practice, then, the successful candidates - who go on to get interviews and jobs - might not actually be the most clever or able, but will often simply be those who have been able to manage their time most effectively.

Obviously, we have already explained a whole host of time saving methods for use in different kinds of questions above. Building up your skills will also help get through questions faster - improving your mental math in particular will see significant reductions in your time taken per question.

However, to pass you must also consider your time usage not just individual questions, but for the problems solving test as a whole. In this section, then, we will go over both an overall test time strategy and a consistent strategy to answer PST questions:

1. Test Time Strategy

PST question difficulty varies quite significantly. Some questions are really quite straightforward to the point of being "easy". Others are seemingly impossible. Unfortunately, you can't expect to get a paper with only the easy ones (if only, eh!), but will have a mix of different difficulties across your 26 questions.

To start to optimise your approach, you should combine this realisation as to varying question difficultly with the following two facts we alluded to near the beginning of this article:

• All questions are worth the same
• There is no penalty for wrong answers (there is no "negative marking")

Now (as we keep mentioning), you will need to leave at least five minutes at the end to fill in the answer sheet. Of the remaining time, you can allocate two minutes to each of your 26 questions (the maths geniuses amongst you will note that that leaves 3 minutes spare, but you can be assured that they will disappear whether you like it or not).

Given that all the questions are worth the same marks, you simply cannot allow yourself to become bogged down on one particularly tough PST question and leave yourself without time to answer two easy ones. To avoid this, you should keep track of how far through the test you are relative to how much time has elapsed - that is, make sure you are actually getting through questions at a rate of one every two minutes. For instance, if you are 10 minutes in, you should at least be just finishing question five.

If you realise that you've fallen behind because you are stuck on a very hard question, you should not devote more time to it. Simply circle that question and what seem like the two or three most likely answers from your analysis so far.

If you get to the end of the test and have some time left besides that required to fill in the answer sheet, you can go back and look at the question again. Often, coming back and looking with fresh eyes will break you out of an analytic rut. However, if you still simply can't make head nor tail of the question, or if you end up without any more time to devote to it, you should simply pick one of your circled likely-answers at random and put that down on the answer sheet.

Don't feel too bad about this - the PST cuttoff pass mark is around 70%, so you don't need to have gotten everything right. Who knows, your best guess might end up to be the right one anyway! Even if you picked an answer at random it has a 25% chance of being right. An educated guess should have somewhat better odds than that.

2. Question Strategy

We have already said quite a bit above about how you should approach individual kinds of question. However, we can also make some helpful remarks about how you should be approaching each question more generally.

The first fact to note is that whenever you first sit down to a practice test, you will realise that a minimum of 20% of your mistakes are simply due to mis-read questions. Indeed, a great deal of excellent candidates will fail their PST ultimately because they failed to read a critical number of questions properly. It seems absurd when one considers how accomplished the average McKinsey applicant is, that they are effectively let down by their literacy! However, it is true nonetheless and you can see why we so consistently instructed you to carefully read all the different kinds of questions as we ran through them!

One of the main things the McKinsey PST assesses is your ability to deal with "information overload". This happens when you are presented with large volumes of text and/or quantitative data, where only some of it is relevant to the question you have been asked and you must work out which.

This actually simulates a some of the real demands placed on McKinsey's consultants, who will be confronted with all the complexity of the client firm's operation as well as the market it operates in and how it relates to firms up and downstream in its value chain. From here, the consultant must work out which aspects of the operation - and thus which portions of information - are actually salient to the client's question.

How you should proceeds next depends upon whether you have to chose between qualitative or quantitative answers:

Qualitative

Here, you should pursue an iterative method of going back and forth between the questions and the text, eliminating (and then physically crossing out to prevent any future confusion) incorrect answers one-by-one. This is fundamentally a test of your linguistic reasoning, though we have provided various hints and helpful techniques for different kinds of question above. Of course, the most fundamental advice we can give is to read PST questions carefully, but you can also do things like considering what would be true if the exact opposite of the focal statement were true.

Quantitative

You have a couple of options when dealing with quantitative answers, depending upon the specific nature of the question you have been asked. As such, you can chose to do either of the following:

The "Conventional" approach

Here, you simply identify the relevant data and solve the problem directly. Run through all the calculations on paper and then see which of the multiple choice answers matches the solution you generate. This is how you are probably accustomed to tackling problems from your education and will also be the best way to approach many of the questions in your PST

Working "Backwards"

Often, though, you will not have enough time to work through all the calculations required to answer a particular question via the conventional approach. In such cases, you will need to take a more strategic approach. We can do this by effectively working backwards from the answers. This is not as strange a method as it might sound - you simply need to build a framework of the relevant calculation and plug in the suggested answers until you find one that works.

Using this method can save time on multiple counts as, usually once you have found an answer that works, you don't have to take the time out to work through the other options (of course, in an ideal world you would indeed work through the other answers as a means to check for any mistakes on your own part, but time is precious in the PST and "done is better than perfect").

Having read this far, you should be well equipped to start preparing to take the McKinsey Problem Solving Test. The first step is to take one or two practice PST test papers . This will let you get a feel for what the tests are actually like generally, but - crucially - will also allow you to start your prep off with an idea of which skills you need to work on, as per our iterative method above.

You can find everything you need on this website or on the McKinsey website. Specifically, here are some PST samples to get you started:

• MyConsultingCoach McKinsey PST (free)
• McKinsey PST A (by McKinsey)
• McKinsey PST B (by McKinsey)
• McKinsey PST C (by McKinsey)
• McKinsey PST 2011 version (by McKinsey)
• McKinsey PST 2001 version (by McKinsey)

Beyond the free Mckinsey PST practice test linked above, MyConsultingCoach offers fully comprehensive PST packages to take your PST prep to the next level. Of course, you might pass the PST on your own. However, as we have noted, the average candidate only has a 33% chance of passing.

For those using an MCC package, though, that PST pass rate jumps right up to 85%. Given that you must pass the PST to get an interview and be considered for a job, this is a potentially enormous driver of whether you will work for McKinsey or not - that is the overall offer rate.

Whilst this is a premium service and won't ever be for everyone, if you really have a consulting mindset, then you can appreciate that - given the substantively increased likelihood of entry into McKinsey - the investment is more than worth it when balanced even just against the additional pay earned in year one versus a second tier consultancy. This is before we even consider the differences across your whole career and the prestige difference for your resume even if you move into other industries later.

We also stand by our service to the point that, if you don't pass your PST, we will give you half of your money back!

So, what are you waiting for? Start your prep today and take a step closer to that your dream job with McKinsey!

Following our advice and making use of MyConsultingCoach resources will give you your best chance of success in the PST . Assuming you pass your PST, then, you will have to prep for your interview . As you probably know already, interviews at McKinsey and consultancy firms in general are not like a "normal" interview. The most notable difference is that you will have to solve a case study . This is a business problem which simulates the kind of project a real life consultant would called in to deal with.

As well as a case study, each interview will also have a McKInsey PEI or " fit " component , where your interviewer tests your motivation to succeed as a consultant and establishes whether your character is a good fit for the company. This is closer to the format of more familiar interviews. However, many candidates are ruled out based on their performance in this section, as they either don't prepare for it at all, or treat it too much like a "normal" interview. The demands even in the fit section of a consulting interview are significantly more rigorous than for interviews elsewhere.

In practice, one of the main differences in interviews in consulting and on other industries is the amount of preparation that is required . If you thought McKinsey PST prep was demanding, that was unfortunately just the tip of the iceberg. The stiff competition for McKinsey and other consulting jobs means firms can demand a degree specific preparation from candidates which is not really equalled elsewhere.

This might all sound daunting (frankly, if it doesn't, it should...). Don't worry though - MyConsultingCoach has you covered! This website is packed with articles which will give you solid overview of all the various topics you will need to understand (you can start with our articles on the case and fit interview and work your way out from there) as well as guidance on how to approach your prep in general.

For a more in-depth experience, we have also developed MCC Academy - a fully comprehensive case interview course . MCC Academy teaches the same consulting skillset as you will need for the PST, but in much more depth and applied to the business of cracking case studies. Other case systems simply teach a few formulaic "frameworks", with methods to approach a few common question types. However, this risks leaving you high and dry when the interviewer (as they likely will) gives you a questions that differs from the kinds you have learnt. By focussing on fundamental skills and teaching you to tackle cases in the same way a working consultant would, MyConsultingCoach equips you to cope with whatever your interviewer throws at you . Beyond this, the Academy also includes a set of lessons on how to perform in the fit component of your interview.

If you are serious about consulting in general, it makes sense to start MCC Academy alongside your PST prep , as the shared skillset makes for significant synergy generally and you will be able to use the Academy lessons to brush up your skills for the PST in particular. You will also then have plenty of time for case interview prep and not have to pack it all in after the PST.

Good luck with your prep!

A level of preparation you won't find anywhere else

Reason #1: beat the time pressure.

We developed techniques for each of the six question types in the McKinsey PST that will help you save time and boost your score. From practice, practice, practice to smart practice.

Reason #2: Focus your efforts

Our Performance Radar helps you pinpoint the question types where you need more preparation , enabling you to tailor your training and track your progress. No more random practice.

Reason #3: stretch your potential

Our tests were developed by a team of ex-McKinsey consultants and are constantly reviewed to provide you with the most comprehensive toolkit to succeed. Unlike many resources on the internet , our tests are realistic in their format (26-questions long, like the real PST) and challenging in their content .

We developed a sample, 10-questions free test. We suggest you print out the test and do it on paper to replicate the real test environment

“ The Performance Radar changed the way I prepared for the McKinsey Problem Solving Test: I moved from a random 360-degrees practice to a structured preparation focused on the areas where I was weakest. And those same areas quickly became the ones where I was getting the highest scores. ”

Our pst preparation programmes

30 days money back guarantee on pst material.

• 3 full 26-questions PSTs (78 questions)
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• 6 sets of 10 PST questions by type (60 questions)
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Single pst #3, frequently asked questions.

When you do not have much time left we suggest you to:

• Understand how the test is structured : many people fail the PST simply because they don't know it well. You can find all the details about the PST on our PST Guide. You may want to double check the total time, since most offices will give you 60 minutes but some others 70.
• Develop a solid answering technique : It is essential for you to acquire an answering technique allowing you to make the best use of the very limited time in the test. Our video and the PST Guide will help you a great deal.
• Practice smart : We advise you to try the official tests on the McKinsey website ( Test A , Test B , and Test C ). If you want to boost your chances our best pick is the Test Ready Package above. You will have the chance to practice on three 26-questions full-length sample PSTs. Then, our Performance Radar will help you identify your weaknesses by translating results in your performance across the 6 PST question types. The PST Guide will teach you useful methods on how to tackle each question type and the 60 additional questions will help you master a sound technique for each of them. In other words nothing will be left off the checklist!

P.S. Do check whether the first round of interviews is immediately after the PST or on a different day. In the former case, we strongly advice you to prepare for case interviews . The Beyond Test Ready package also includes 1 hour of case interviews with our Mentors.

Passing the PST is hard mainly because of the time constraint. If you had 2 hours, you could easily score more than 90% - but you only have 1 hour. It is therefore essential for you to be able to manage time. Please use the video that's on the page.

Sure. You can ALWAYS upgrade from a smaller to a more comprehensive package.

Upgrading is easy:

• Purchase the new package
• Email us at [email protected] within 30 days – we’ll refund your original purchase within 24 hours.

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Updated: 08 April 2024

• What is a logical reasoning test?

A logical reasoning test is used measure a candidate’s problem solving ability. They assess the ability to come to conclusions based on logic. You are presented with a series of shapes and are required to find patterns and rules to help you find the correct answer. These tests may be encountered for any position at any level of recruitment, but they may be particularly common when recruiting for positions which require significant problem solving ability or higher use of logic.

What is an example of logical reasoning?

Here are screenshots of our logical reasoning tests to understand what an example question involves:

Page contents:

• How we can help with logical tests
• Logical reasoning tutorial - Part 1
• Free logical reasoning tests
• Logical reasoning tutorial - Part 2

Different types of logical reasoning

• Most common logical reasoning tests
• Logical reasoning test advice

Logical reasoning FAQs

How assessmentday can help with logical reasoning tests.

AssessmentDay offer numerous types of logical reasoning test which can help you perform to your best in the real thing. Practising logical reasoning tests is an ideal method of preparation as it allows you to learn from your mistakes, improving performance with every practice trial. Similarly experiencing time limits, the test layout and the overall test experience can help ease worries and anxieties about the test by familiarising yourself with them. It goes without saying that a candidate that has undertaken a logical reasoning test numerous times and seen their prior mistakes, and learned from them will be less nervous than a first time test candidate.

Logical Reasoning Video Tutorial - Part 1

Free practice logical reasoning tests

Free logical reasoning test 1.

This free logical reasoning test contains 10 questions and has a time limit of 70 seconds per question .

Free Logical Reasoning Test 2

Logical reasoning test 1.

• 12 questions

Logical Reasoning Test 2

Logical reasoning test 3, logical reasoning test 4, logical reasoning video tutorial - part 2.

There are numerous types of logical reasoning test, and many of these are used interchangeably. These tests tend to be similar in their layout and methodology, but with subtle and important differences.

Survey results

We analysed a sample of logic-based tests, to find the most common terms/most popular type was: Inductive reasoning

Here is a breakdown of the most common logical ability tests:

• Inductive reasoning: - Inductive reasoning is the ability to reach general conclusion based on perceived patterns observed in specific events. Inductive logic is often used in everyday life and is therefore practical to a work place environment. In these tests candidates will be provided with a series of diagrams with an evident pattern. Candidates will need to identify the pattern in the sequence of diagrams and select the next diagram in the sequence.
• Deductive reasoning: - Deductive reasoning involves a general rule or principle that leads to a specific conclusion. These tests will evaluate and measure a candidate's ability to make logical arguments and draw sound conclusions based on provided data, as well as identify flaws in a piece of information. As a result this is a useful tool in selection procedures as this type of reasoning will be used in the workplace. This type of reasoning will often be used in verbal reasoning tests and numerical tests, and is therefore very likely to be encountered in recruitment processes.
• Abstract reasoning: - Abstract reasoning, also known as conceptual reasoning measures your lateral thinking ability. In these tests candidates will be tested on their ability to identify relationships, patterns and trends. Candidates will be provided with a series of images that follow a logical sequence or underlying rules. This may include following a rule in a sequence, identifying a code or finding a missing diagram.
• Diagrammatic reasoning: - Diagrammatic reasoning is a specific form of abstract reasoning. Tests which assess this ability will typically show a flowchart of diagrams and symbols, with an input and an output. Candidates will need to identify which inputs effect diagrams, and therefore generate a specific output based on those rules.
• Critical thinking: - Critical thinking tests are a type of verbal critical reasoning task which assesses various different types of logical reasoning in arguments, assumptions and conclusions. Typical logical abilities tested include analysing arguments, making inferences and evaluating conclusions.

The most common logical reasoning tests used by employers

Did you know.

Different test publishers use different names for their assessments. The term logical reasoning is used by TalentQ. Other companies may call their test abstract, inductive, or diagrammatic reasoning. It is good advice when being asked to sit a logical reasoning test to speak to the person who invited you and ask for a bit more detail; they may even give you a few example questions so you know what to expect.

Our 2020 study asked candidates about their logical reasoning test experience, in doing so we managed to find the most popular test publishers from our sample:

• 1. Talent Q Elements Logical Ability - the important feature of these tests is that they are adaptive. That is to say the difficulty of each question is automatically determined by your performance in the previous question. So the questions become more difficult as you progress in order to quickly find your level of logical reasoning ability. There are typically 12 questions to these TalentQ logical tests and a time limit of 75 seconds per question.
• 2. Kenexa Logical Reasoning - this test published by Kenexa is actually very similar in style to what SHL call an inductive reasoning test. They are effectively the same thing; the candidate is asked to select which diagram fits within the given series from a choice of five options. Typically Kenexa will give the candidate 20 minutes for 24 questions for their logical reasoning test.
• 3. Ravens Progressive Matricies (Ravens APM / Ravens SPM) - The grid-style of symbols each following a pattern is also used in the Ravens Progressive Matrices assessments. With Raven's logical test, there are two levels of this test: Advanced Progressive Matrices (23 questions, 42 minutes) and Standard Progressive Matrices (28 questions, 47 minutes). Our logical tests are suitable for Raven's APM-III and Raven's SPM tests, you can alter the time limit with of our tests to create a more authentic experience.

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General logical reasoning test advice

Although all tests evaluate a specific logical ability, or set of abilities, there are general strategies which can be applied to ensure maximum performance in a logical reasoning test.

Here is a list of useful tips and advice for logical reasoning tests:

• 1. Stay calm: - Logical reasoning tests of all kinds can be nerve racking, particularly ones which are time limited. As a result it is important to stay calm as to allow optimum performance during your exam. A small amount of anxiety can be a performance booster, maximise focus and therefore performance. However, serious test anxiety can severely hamper performance. Proper practice, enough sleep the night before and deep and regular breathing can all help settle your nerves, and perform to your best on the day of your test.
• 2. Research the type of test: - Learning as much about the test beforehand can help you dive straight into the test once you have received it, saving you time. Similarly after researching the test, and the logical abilities which it assesses, can help you hone these skills and ensure you demonstrate the particular aptitude required for the test, optimising your performance.
• 3. Clarify what type of test: - If an employer states that you will need to undertake a logical reasoning test, it is important to gauge what type of logical reasoning will be tested due to the broad nature of logical reasoning. Don’t be afraid to ask for clarification to identify which logical reasoning test will be used, and which logical reasoning skill will be tested as this information will be invaluable for your pre test preparation.
• 4. Figure out the answer first: - A general tip for logical reasoning tests is to figure out the correct answer/sequence/rule before looking at the multiple choices. This way once you have an idea in your head of the correct answer, you can simply pick it out. If you look at the multiple choice answers first, you will be more inclined to pick the answer which best looks like the correct answer, rather than take the time to evaluate it logically. Your logic will be subject to more bias if you base your answer on which answer seems correct on face value, instead of evaluating it using the logical skills being tested.
• For more advice on logical reasoning tests, check out our logical reasoning tips where we go through an example question and give you advice on how to pass logical tests.

Yes, logical reasoning is a skill just like numerical reasoning which can be developed and practised. Some people will naturally be talented with logical reasoning and be able to solve logical puzzles much easier than others. Logical reasoning involves being able to solve logic puzzles and draw conclusions from patterns.

Logical reasoning is important for your ability to solve problems and generate creative ideas. It's this reason that many employers use logical reasoning tests in their application process.

The best way to practise logic skills is by using logical reasoning tests. These will provide the best practise as they directly involve all the skills needed in solving logic problems. You can also practise things like word puzzles or any kind of puzzle that requires you to identify patterns to find answers.

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Critical Thinking Test: Sample Questions with Explanations (2024)

Employers value and seek candidates who demonstrate advanced critical thinking skills. They often administer critical thinking tests as part of their hiring process. Critical thinking tests can be very difficult for those who don’t prepare. A great way to start practicing is by taking our critical thinking free practice test.

What Does The Critical Thinking Test Include?

The Critical Thinking Test assesses your capacity to think critically and form logical conclusions when given written information. Critical thinking tests are generally used in job recruitment processes, in the legal sector. These tests measure the analytical critical thinking abilities of a candidate.

Why Is Critical Thinking Useful?

Critical thinking is put into action in various stages of decision-making and problem-solving tasks:

• Identify the problem
• Choose suitable information to find the solution
• Identify the assumptions that are implied and written in the text
• Form hypotheses and choose the most suitable and credible answers
• Form well-founded conclusions and determine the soundness of inferences

What is Watson Glaser Test and what Critical Thinking Skills it Measures?

The most common type of critical thinking test is the Watson-Glaser Critical Thinking Appraisal (W-GCTA). Typically used by legal and financial organizations, as well as management businesses, a Watson Glaser test is created to assess candidates’ critical thinking skills.

The test consists of 10 questions to be answered in 10 minutes approx (although there is no timer on the test itself). Our test is slightly harder than the real thing, to make it sufficiently challenging practice.

You need to get 70% correct to pass the test. Don’t forget to first check out the test techniques section further down this page beforehand.

Questions          25

Pass percentage          70%.

The test is broken down into five central areas:

• Assumptions
• Interpretation

Critical Thinking Course

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The Five Critical Thinking Skills Explained

1. recognition of assumption.

You’ll be presented with a statement. The statement is then followed by several proposed assumptions. When answering, you must work out if an assumption was made or if an assumption was not made in the statement. An assumption is a proclamation that an individual takes for granted. This section of the tests measures your ability to withhold from forming assumptions about things that are not necessarily correct.

• 1: Assumption Made
• 2: Assumption Not Made

Although the passage does state that Charlie’s fundraising team is doing its best so that the charity event can meet its goal, nowhere did it state that their team is leading the event.

2. Evaluation of Arguments

You will be presented with an argument. You will then be asked to decide whether the argument is strong or weak. An argument is considered strong if it directly connects to the statement provided, and is believed to be significant.

No, participation awards should not be given in every competition because studies have shown that this would cause the participants to put in less effort because they will get a prize no matter what the outcome is.

• 1: Strong Argument
• 2: Weak Argument

This is a strong argument as it provides evidence as to why participation awards should not be given in every competition

3. Deductions

In deduction questions, you will need to form conclusions based solely on the information provided in the question and not based on your knowledge. You will be given a small passage of information and you will need to evaluate a list of deductions made based on that passage. If the conclusion cannot be formed for the information provided, then the conclusion does not follow. The answer must be entirely founded on the statements made and not on conclusions drawn from your knowledge.

In a surprise party for Donna, Edna arrived after Felix and Gary did. Kelly arrived before Felix and Gary did.

• 1: Conclusion Follows
• 2: Conclusion Does not Follow

For questions like this, jot down the clues to help you out. Use initials as a quick reference.

K | F&G | E

Looking at the simple diagram, “K”, which stands for “Kelly,” arrived before Edna “E” did. The answer is A.

4. Interpretation

In these questions, you are given a passage of information followed by a list of possible conclusions. You will need to interpret the information in the paragraph and determine whether or not each conclusion follows, based solely on the information given.

A number of students were given the following advice:

“The use of powerful words is a technique, which makes you a better writer. Your choice of words is very important in molding the way people interaction with the article. You should use powerful words to spice up your article. Power words should be used liberally to enhance the flavor of what you write! ”

In the fourth sentence, it is stated, “Power words should be used liberally to enhance the flavor of what you write!”

Thus, if you were to write an essay, using powerful words can give more flavor to it.

5. Inferences

An inference is a conclusion made from observed or supposed facts and details. It is information that is not apparent in the information provided but rather is extracted from it. In this section, you will be provided with a passage of information about a specific scene or event. A list of possible inferences will then be given, and you will need to decide if they are ‘true’, ‘false’, ‘possibly true’, ‘possibly false’, or whether it is not possible to say based on the information provided.

With the advancement of technology, the need for more infrastructure has never been higher. According to the plan of the current U.S. Administration, it aims to put a $1 trillion investment on improving infrastructure, a portion of which will include priority projects and technologies that can strengthen its economic competitiveness such as transportation, 5G wireless communication technology, rural broadband technologies, advanced manufacturing technologies, and even artificial intelligence.

It stated that it expects to work with Congress to develop a comprehensive infrastructure package, which is expected to have a budget of $200 billion for certain priorities.

• 2: Probably True
• 3: Not Enough Information
• 4: Probably False

Although it was mentioned in the passage that the U.S. government is to allocate $200 billion on certain priorities, it did not specify if these certain priorities were for ‘transportation, 5G wireless communication technology, rural broadband technologies, advanced manufacturing technologies, and artificial intelligence’ or if the aforementioned priorities will have a different allocation.

What we can be sure of, however, is that at least a portion of the $1 trillion infrastructure budget will be used on the mentioned priorities regardless, meaning that there is a chance that $200 billion will be used on those aforementioned areas.

Improve Your Score with Prepterminal’s Critical Thinking Course

The Critical Thinking test is difficult, but not impossible to overcome with practice. At PrepTerminal our psychometric test experts have developed a critical thinking preparatory test to provide you with the material you need to practice for your critical thinking test. Prepare with us to increase your chance of successfully overcoming this hurdle in the recruitment process.

Prepterminal’s preparatory critical thinking course features a structured study course along with critical thinking practice tests to help you improve your exam score. Our course includes video and text-based information presented in a clear and easy-to-understand manner so you can follow along at your own pace with ease.

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Unit 7: Medium: Problem solving and data analysis

About this unit.

This unit tackles the medium-difficulty problem solving and data analysis questions on the SAT Math test. Work through each skill, taking quizzes and the unit test to level up your mastery progress.

Ratios, rates, and proportions: medium

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Unit conversion: medium

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Percentages: medium

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Center, spread, and shape of distributions: medium

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Data representations: medium

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Scatterplots: medium

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Linear and exponential growth: medium

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Probability and relative frequency: medium

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Data inferences: medium

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Evaluating statistical claims: medium

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Creative Problem-Solving Test

Do you typically approach a problem from many perspectives or opt for the same old solution that worked in the past? In his work on human motivation, Robert E. Franken states that in order to be creative, you need to be able to view things from different perspectives.

Creativity is linked to fundamental qualities of thinking, such as flexibility and tolerance of ambiguity. This Creative Problem-solving Test was developed to evaluate whether your attitude towards problem-solving and the manner in which you approach a problem are conducive to creative thinking.

This test is made up of two types of questions: scenarios and self-assessment. For each scenario, answer according to how you would most likely behave in a similar situation. For the self-assessment questions, indicate the degree to which the given statements apply to you. In order to receive the most accurate results, please answer each question as honestly as possible.

After finishing this test you will receive a FREE snapshot report with a summary evaluation and graph. You will then have the option to purchase the full results for $6.95

This test is intended for informational and entertainment purposes only. It is not a substitute for professional diagnosis or for the treatment of any health condition. If you would like to seek the advice of a licensed mental health professional you can search Psychology Today's directory here .

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Self-Assessment • 20 min read

How Good Is Your Problem Solving?

Use a systematic approach..

By the Mind Tools Content Team

Good problem solving skills are fundamentally important if you're going to be successful in your career.

But problems are something that we don't particularly like.

They're time-consuming.

They muscle their way into already packed schedules.

They force us to think about an uncertain future.

And they never seem to go away!

That's why, when faced with problems, most of us try to eliminate them as quickly as possible. But have you ever chosen the easiest or most obvious solution – and then realized that you have entirely missed a much better solution? Or have you found yourself fixing just the symptoms of a problem, only for the situation to get much worse?

To be an effective problem-solver, you need to be systematic and logical in your approach. This quiz helps you assess your current approach to problem solving. By improving this, you'll make better overall decisions. And as you increase your confidence with solving problems, you'll be less likely to rush to the first solution – which may not necessarily be the best one.

Once you've completed the quiz, we'll direct you to tools and resources that can help you make the most of your problem-solving skills.

How Good Are You at Solving Problems?

Instructions.

For each statement, click the button in the column that best describes you. Please answer questions as you actually are (rather than how you think you should be), and don't worry if some questions seem to score in the 'wrong direction'. When you are finished, please click the 'Calculate My Total' button at the bottom of the test.

Answering these questions should have helped you recognize the key steps associated with effective problem solving.

This quiz is based on Dr Min Basadur's Simplexity Thinking problem-solving model. This eight-step process follows the circular pattern shown below, within which current problems are solved and new problems are identified on an ongoing basis. This assessment has not been validated and is intended for illustrative purposes only.

Below, we outline the tools and strategies you can use for each stage of the problem-solving process. Enjoy exploring these stages!

Step 1: Find the Problem (Questions 7, 12)

Some problems are very obvious, however others are not so easily identified. As part of an effective problem-solving process, you need to look actively for problems – even when things seem to be running fine. Proactive problem solving helps you avoid emergencies and allows you to be calm and in control when issues arise.

These techniques can help you do this:

PEST Analysis helps you pick up changes to your environment that you should be paying attention to. Make sure too that you're watching changes in customer needs and market dynamics, and that you're monitoring trends that are relevant to your industry.

Risk Analysis helps you identify significant business risks.

Failure Modes and Effects Analysis helps you identify possible points of failure in your business process, so that you can fix these before problems arise.

After Action Reviews help you scan recent performance to identify things that can be done better in the future.

Where you have several problems to solve, our articles on Prioritization and Pareto Analysis help you think about which ones you should focus on first.

Step 2: Find the Facts (Questions 10, 14)

After identifying a potential problem, you need information. What factors contribute to the problem? Who is involved with it? What solutions have been tried before? What do others think about the problem?

If you move forward to find a solution too quickly, you risk relying on imperfect information that's based on assumptions and limited perspectives, so make sure that you research the problem thoroughly.

Step 3: Define the Problem (Questions 3, 9)

Now that you understand the problem, define it clearly and completely. Writing a clear problem definition forces you to establish specific boundaries for the problem. This keeps the scope from growing too large, and it helps you stay focused on the main issues.

A great tool to use at this stage is CATWOE . With this process, you analyze potential problems by looking at them from six perspectives, those of its Customers; Actors (people within the organization); the Transformation, or business process; the World-view, or top-down view of what's going on; the Owner; and the wider organizational Environment. By looking at a situation from these perspectives, you can open your mind and come to a much sharper and more comprehensive definition of the problem.

Cause and Effect Analysis is another good tool to use here, as it helps you think about the many different factors that can contribute to a problem. This helps you separate the symptoms of a problem from its fundamental causes.

Step 4: Find Ideas (Questions 4, 13)

With a clear problem definition, start generating ideas for a solution. The key here is to be flexible in the way you approach a problem. You want to be able to see it from as many perspectives as possible. Looking for patterns or common elements in different parts of the problem can sometimes help. You can also use metaphors and analogies to help analyze the problem, discover similarities to other issues, and think of solutions based on those similarities.

Traditional brainstorming and reverse brainstorming are very useful here. By taking the time to generate a range of creative solutions to the problem, you'll significantly increase the likelihood that you'll find the best possible solution, not just a semi-adequate one. Where appropriate, involve people with different viewpoints to expand the volume of ideas generated.

Tip: Don't evaluate your ideas until step 5. If you do, this will limit your creativity at too early a stage.

Step 5: Select and Evaluate (Questions 6, 15)

After finding ideas, you'll have many options that must be evaluated. It's tempting at this stage to charge in and start discarding ideas immediately. However, if you do this without first determining the criteria for a good solution, you risk rejecting an alternative that has real potential.

Decide what elements are needed for a realistic and practical solution, and think about the criteria you'll use to choose between potential solutions.

Paired Comparison Analysis , Decision Matrix Analysis and Risk Analysis are useful techniques here, as are many of the specialist resources available within our Decision-Making section . Enjoy exploring these!

Step 6: Plan (Questions 1, 16)

You might think that choosing a solution is the end of a problem-solving process. In fact, it's simply the start of the next phase in problem solving: implementation. This involves lots of planning and preparation. If you haven't already developed a full Risk Analysis in the evaluation phase, do so now. It's important to know what to be prepared for as you begin to roll out your proposed solution.

The type of planning that you need to do depends on the size of the implementation project that you need to set up. For small projects, all you'll often need are Action Plans that outline who will do what, when, and how. Larger projects need more sophisticated approaches – you'll find out more about these in the article What is Project Management? And for projects that affect many other people, you'll need to think about Change Management as well.

Here, it can be useful to conduct an Impact Analysis to help you identify potential resistance as well as alert you to problems you may not have anticipated. Force Field Analysis will also help you uncover the various pressures for and against your proposed solution. Once you've done the detailed planning, it can also be useful at this stage to make a final Go/No-Go Decision , making sure that it's actually worth going ahead with the selected option.

Step 7: Sell the Idea (Questions 5, 8)

As part of the planning process, you must convince other stakeholders that your solution is the best one. You'll likely meet with resistance, so before you try to “sell” your idea, make sure you've considered all the consequences.

As you begin communicating your plan, listen to what people say, and make changes as necessary. The better the overall solution meets everyone's needs, the greater its positive impact will be! For more tips on selling your idea, read our article on Creating a Value Proposition and use our Sell Your Idea Skillbook.

Step 8: Act (Questions 2, 11)

Finally, once you've convinced your key stakeholders that your proposed solution is worth running with, you can move on to the implementation stage. This is the exciting and rewarding part of problem solving, which makes the whole process seem worthwhile.

This action stage is an end, but it's also a beginning: once you've completed your implementation, it's time to move into the next cycle of problem solving by returning to the scanning stage. By doing this, you'll continue improving your organization as you move into the future.

Problem solving is an exceptionally important workplace skill.

Being a competent and confident problem solver will create many opportunities for you. By using a well-developed model like Simplexity Thinking for solving problems, you can approach the process systematically, and be comfortable that the decisions you make are solid.

Given the unpredictable nature of problems, it's very reassuring to know that, by following a structured plan, you've done everything you can to resolve the problem to the best of your ability.

This assessment has not been validated and is intended for illustrative purposes only. It is just one of many Mind Tool quizzes that can help you to evaluate your abilities in a wide range of important career skills.

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Free Analytical Reasoning Test Example Questions and Answers [2024]

Each practice test contains detailed answers and explanations

• 32 Numerical Reasoning Practice Tests.
• 15 Verbal Reasoning Practice Tests.
• 30 Figural Reasoning Practice Tests.
• Aptitude Tests
• Analytical Reasoning Tests

Are you required to take an Analytical Reasoning test as part of your hiring process? JobTestPrep offers sophisticated practice materials that can increase your chances of excelling in any Analytical Reasoning pre-employment assessment.

The Analytical Reasoning Test (Also known as the analytical skills test) practice preparation includes the following:

• Numerical Reasoning - This section includes 32 practice tests on topics such as Algebra, Math Word problems, Number Series, Numerical Reasoning, Table, and Graphs that will increase your math knowledge and solution speed.
• Verbal Reasoning - This part includes 9 true\false\cannot say, 4 logical reasoning, and 2 Syllogism & Seating Arrangements practice tests that will help you sharpen your ability to understand and interpret data.
• Figural Reasoning - This section has 11 next in series, 5 Odd One Out, 3 Analogies, 9 Matrices, and 2 other styles of practice tests that will strengthen your figural reasoning and make you better at seeing patterns and reaching conclusions.

Here you will find free online Analytical Reasoning example questions and answers that cover Numerical, Verbal, and Figural reasoning test topics.

Let’s dive in.

What is an Analytical Reasoning Test?

Analytical Reasoning Tests are time-constrained aptitude tests designed to assess the ability of a job candidate to think critically when faced with complicated work tasks. Additionally, employers want to know you can handle stress when required to work quickly in a deadline-driven environment.

That is why analytical thinking tests almost always include a time limit, requiring you to be quick on your feet and make decisions quickly.

If you are applying for a job that requires an aptitude test, it may be in the form of

• Verbal Reasoning .
• Numerical Reasoning .
• Figural Reasoning.

That is why it is important to become familiar with and practice a variety of question types.

Almost every important industry employer seeks workers with good analytical reasoning skills, measured by analytical reasoning tests. They help employers find candidates who have the necessary cognitive abilities for learning quickly, adapting, and solving problems.

Professionals who take the Analytical Reasoning Tests include

• Business analysts.
• Data Analysts.
• Intelligence Analysts.
• Law School Admissions (In the form of the LSAT test).

Analytical Reasoning Tests Further Breakdown

Additionally to encountering analytical reasoning tests in your hiring process, the type of analytical reasoning test you'll take depends on the position you're applying for:

• Numerical Reasoning  - Financial professionals often take numerical reasoning tests , including accountants, business analysts, and data scientists. It is estimated that three-quarters of Fortune 500 companies use psychometric testing that includes numerical reasoning tests in their recruitment processes.
• Verbal Reasoning Questions - In most cases, employers or recruiters use verbal tests when hiring for roles that require strong interpersonal skills which is applicable to most jobs and managerial positions.
• Figural Reasoning Questions are often administered in industries such as finance, engineering, and HR.

Analytical Reasoning Score

Upon completion of the test, the score will be analyzed and contrasted to these of other candidates or compared to a norm group statistic(which shows the hiring manager how well you measure up against previous candidates).

Free Analytical Reasoning Test Question and Answers

Analytical Reasoning - Word Problem Example Question

Due to an increase in taxes on electronic devices, the price of a 46” LED flat TV screen has increased to $845, which is 30% increase over the original price. What was the original price of the TV prior to the increase?

Choose the correct answer

The correct answer is $650.

In this question, 100% is the original price. A good way to tackle this type of question is by writing down the information you have in a table:

Calculate the missing data with the “triangle trick.” Multiply along the diagonal and then divide by the remaining number. Then, apply the above method to this question:

To find the missing data, we then multiply the numbers connected by the diagonal (the hypotenuse) and then divide by the number located on the remaining vertex: X = (845*100)/130 = $650 .

Another approach to this type of question requires an understanding of the relation between a given percentage and the proportion it represents (and vice versa). This relation is represented by the following formula:

Total = the value of 100%. We can isolate the part we are interested in: Total = (Value*100)/% And insert the data: Value = ($845*100)/130 = $650 . Another way to tackle this question- is if you start with 130%, divide the number by 130 to get 1%. Then simply multiply the value you have received by 100.

Want More Practice?

Get the full analytical reasoning PrepPack™ including: timed tests, helpful tips and detailed answer explanations! start practicing to ensure your success on test day!

Numerical Reasoning - Number Series Example Question

7 | 14 | 28 | 32 | 64 | 128 | ? | ?

What would be the next number in the following series?

The correct answer is 3.

The series increases repeatedly by: x2, x2, +4.

Figural Reasoning - Next in Series Example Question

Choose the image that completes the pattern

The correct answer is E.

The logic: there are two rules in this set:

There is a shape in the top left corner of the frame and in the bottom left-hand corner alternately.

There is a shape in the top right corner of the frame and in the bottom right corner alternately.

This rule creates a wave-like pattern of shapes if you look at the sequence of frames. This rule already disqualifies answers 1 and 2.

The second rule concerns the shapes in the upper part of the frames only (the shapes in the bottom are only distracters and do not follow a distinct rule).

You can see that every two frames, the number of sides (of the shape) decreases by one (a pentagon, a square and a triangle).

When the shape is in the right side of the frame, it will be duplicated in the left side of the next frame, and be replaced in the following frame.

Therefore, the correct answer is 5, as the triangle is duplicated in the right place. Answer 4 may be distracting as a triangle is present, but not in the right place.

Verbal Reasoning True/False/Cannot Say Example Question

Nicotinia attenuata, a type of wild tobacco, is usually pollinated by hawkmoths. To lure them in, the plant opens its flowers at night and releases alluring chemicals. But pollinating hawkmoths often lay their eggs on the plants they visit and the voracious caterpillars start eating the plants. Fortunately, the plant has a back-up plan.

It stops producing its moth-attracting chemicals and starts opening its flowers during the day instead. This change of timing opens its nectar stores to a different pollinator that has no interest in eating it - the hummingbird.

A botanist first noticed the tobacco plant's partner-swapping antics by watching a population of flowers that was overrun by hawkmoth caterpillars. Nearly every plant was infested. To the botanist's surprise, around one in six flowers started opening between 6 and 10am, rather than their normal business hours of 6 and 10pm.

To see if the two trends were related, she deliberately infested plants from another population with young hawkmoth larvae. Eight days later, 35% of the flowers had started opening in the morning, compared to just 11% of plants not infested. The flowers use a cocktail of chemicals to lure in night-flying moths, but the main ingredient is benzyl acetone (BA).

A large plume gets released when the flower opens at night. It is so essential that genetically modified plants, which can't produce BA, never manage to attract any moths. Nonetheless, the flowers that opened in the morning never produced any BA.

Caterpillars are born of the hawkmoth's eggs.

The correct answer is True.

It logically follows that the caterpillars mentioned are hatched from the hawkmoth's eggs.

How to Improve Your Analytical Reasoning Skills

• Practice Makes Perfect - Analytical skills tests evaluate skills that you may not use on a daily basis. It is highly recommended that you practice for your analytical reasoning test so that you will become familiar with the format of the test and the type of questions on it.
• Focus on an Analytical Skill Relevant to Your Needs – If you know the specific skill you are going to be asked about, get professional! You can use our logical reasoning PrepPack, or our numerical reasoning PrepPack , which will enable you to focus only on the relevant material for the exam.
• Practice Various Skills – Employers often use unique questions to analyze and evaluate your analytical thinking ability. Fortunately, our comprehensive PrepPack includes verbal, numerical, number series, and math word problems, that will ensure full preparation for any analytical test.
• Focusing on Your Weak Spots - A guaranteed method to improve your score, even if your test is tomorrow. Aim to take a few practice tests in advance of your real test to identify your strong and weak points. Knowing this will allow you to strengthen your weaknesses just enough to secure the score you need to get the job.
• Try Different Strategies for Approaching Analytical Reasoning Tests - For example, some test takers prefer to answer the easier questions first, leaving them with more time to approach the more difficult questions. You may also find it helpful to skip the most difficult questions and only come back to them if you have time.
• Master Shortcut Techniques  - Shortcut techniques like mathematical tricks could help reduce the time required for a solution by half. That leaves you more time for difficult questions and gives you a huge advantage over the other candidates.
• Build your mathematical skills – Analytical tests are widely based on mathematical skills, so if you haven’t seen an algebra question since high school - it’s time for a refresher.

Why Do Employers Use Analytical Reasoning Tests in Their Recruitment Process?

Analytical reasoning tests are often administered by employers or recruiters before the interview stage, allowing them to select candidates objectively upon merit. As a result, the test serves as a filter, enabling employers to meet the most qualified candidates and not waste valuable time.

What are analytical LSAT Reasoning Questions?

LSAT Reasoning (AR) Questions test your ability to analyze a collection of facts and principles and determine if they are true. Each AR question is based on a single passage.

Is Analytical Reasoning a Soft Skill or A Hard Skill?

The majority of analytical skills are soft, but there are also hard skills that can help you become better at analyzing. These include data analysis, data gathering, inventiveness, and the ability to communicate.

Links that May Be Helpful

• Free Analytical Reasoning PDF - Numerical Questions.
• Free Analytical Reasoning PDF - Verbal Questions.
• Free Verbal Reasoning Practice Guide.
• Free Figural Reasoning Practice Guide .
• Free Numerical Reasoning Practice Guide.

JobTestPrep is a leading test prep company that offers accurate practice simulations for hundreds of pre-employment tests. Since 1992, it has helped 1M+ candidates. If you have any additional questions about the Analytical Reasoning Test, feel free to send us an email , we usually reply within 24 hours.

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 .

Read more articles by Biron Clark

About the Contributor

Kyle Elliott , career coach and mental health advocate, transforms his side hustle into a notable practice, aiding Silicon Valley professionals in maximizing potential. Follow Kyle on LinkedIn .

About the Editor

Hayley Jukes is the Editor-in-Chief at CareerSidekick with five years of experience creating engaging articles, books, and transcripts for diverse platforms and audiences.

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• Log in & Interpret Student Profiles
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Improving Your Test Questions

• ICES Online
• Myths & Misperceptions
• Longitudinal Profiles
• List of Teachers Ranked as Excellent by Their Students
• Focus Groups
• IEF Question Bank

For questions or information:

• Choosing between Objective and Subjective Test Items

Multiple-Choice Test Items

True-false test items, matching test items, completion test items, essay test items, problem solving test items, performance test items.

• Two Methods for Assessing Test Item Quality
• Assistance Offered by The Center for Innovation in Teaching and Learning (CITL)
• References for Further Reading

I. Choosing Between Objective and Subjective Test Items

There are two general categories of test items: (1) objective items which require students to select the correct response from several alternatives or to supply a word or short phrase to answer a question or complete a statement; and (2) subjective or essay items which permit the student to organize and present an original answer. Objective items include multiple-choice, true-false, matching and completion, while subjective items include short-answer essay, extended-response essay, problem solving and performance test items. For some instructional purposes one or the other item types may prove more efficient and appropriate. To begin out discussion of the relative merits of each type of test item, test your knowledge of these two item types by answering the following questions.

Quiz Answers

1 Sax, G., & Collet, L. S. (1968). An empirical comparison of the effects of recall and multiple-choice tests on student achievement. J ournal of Educational Measurement, 5 (2), 169–173. doi:10.1111/j.1745-3984.1968.tb00622.x

Paterson, D. G. (1926). Do new and old type examinations measure different mental functions? School and Society, 24 , 246–248.

When to Use Essay or Objective Tests

Essay tests are especially appropriate when:

• the group to be tested is small and the test is not to be reused.
• you wish to encourage and reward the development of student skill in writing.
• you are more interested in exploring the student's attitudes than in measuring his/her achievement.
• you are more confident of your ability as a critical and fair reader than as an imaginative writer of good objective test items.

Objective tests are especially appropriate when:

• the group to be tested is large and the test may be reused.
• highly reliable test scores must be obtained as efficiently as possible.
• impartiality of evaluation, absolute fairness, and freedom from possible test scoring influences (e.g., fatigue, lack of anonymity) are essential.
• you are more confident of your ability to express objective test items clearly than of your ability to judge essay test answers correctly.
• there is more pressure for speedy reporting of scores than for speedy test preparation.

Either essay or objective tests can be used to:

• measure almost any important educational achievement a written test can measure.
• test understanding and ability to apply principles.
• test ability to think critically.
• test ability to solve problems.
• test ability to select relevant facts and principles and to integrate them toward the solution of complex problems. 

In addition to the preceding suggestions, it is important to realize that certain item types are  better suited  than others for measuring particular learning objectives. For example, learning objectives requiring the student  to demonstrate  or  to show , may be better measured by performance test items, whereas objectives requiring the student  to explain  or  to describe  may be better measured by essay test items. The matching of learning objective expectations with certain item types can help you select an appropriate kind of test item for your classroom exam as well as provide a higher degree of test validity (i.e., testing what is supposed to be tested). To further illustrate, several sample learning objectives and appropriate test items are provided on the following page.

After you have decided to use either an objective, essay or both objective and essay exam, the next step is to select the kind(s) of objective or essay item that you wish to include on the exam. To help you make such a choice, the different kinds of objective and essay items are presented in the following section. The various kinds of items are briefly described and compared to one another in terms of their advantages and limitations for use. Also presented is a set of general suggestions for the construction of each item variation. 

II. Suggestions for Using and Writing Test Items

The multiple-choice item consists of two parts: (a) the stem, which identifies the question or problem and (b) the response alternatives. Students are asked to select the one alternative that best completes the statement or answers the question. For example:

Sample Multiple-Choice Item

*correct response

Advantages in Using Multiple-Choice Items

Multiple-choice items can provide...

• versatility in measuring all levels of cognitive ability.
• highly reliable test scores.
• scoring efficiency and accuracy.
• objective measurement of student achievement or ability.
• a wide sampling of content or objectives.
• a reduced guessing factor when compared to true-false items.
• different response alternatives which can provide diagnostic feedback.

Limitations in Using Multiple-Choice Items

Multiple-choice items...

• are difficult and time consuming to construct.
• lead an instructor to favor simple recall of facts.
• place a high degree of dependence on the student's reading ability and instructor's writing ability.

Suggestions For Writing Multiple-Choice Test Items

Item alternatives.

13. Use at least four alternatives for each item to lower the probability of getting the item correct by guessing.

14. Randomly distribute the correct response among the alternative positions throughout the test having approximately the same proportion of alternatives a, b, c, d and e as the correct response.

15. Use the alternatives "none of the above" and "all of the above" sparingly. When used, such alternatives should occasionally be used as the correct response.

A true-false item can be written in one of three forms: simple, complex, or compound. Answers can consist of only two choices (simple), more than two choices (complex), or two choices plus a conditional completion response (compound). An example of each type of true-false item follows:

Sample True-False Item: Simple

Sample true-false item: complex, sample true-false item: compound, advantages in using true-false items.

True-False items can provide...

• the widest sampling of content or objectives per unit of testing time.
• an objective measurement of student achievement or ability.

Limitations In Using True-False Items

True-false items...

• incorporate an extremely high guessing factor. For simple true-false items, each student has a 50/50 chance of correctly answering the item without any knowledge of the item's content.
• can often lead an instructor to write ambiguous statements due to the difficulty of writing statements which are unequivocally true or false.
• do not discriminate between students of varying ability as well as other item types.
• can often include more irrelevant clues than do other item types.
• can often lead an instructor to favor testing of trivial knowledge.

Suggestions For Writing True-False Test Items

In general, matching items consist of a column of stimuli presented on the left side of the exam page and a column of responses placed on the right side of the page. Students are required to match the response associated with a given stimulus. For example:

Sample Matching Test Item

Advantages in using matching items.

Matching items...

• require short periods of reading and response time, allowing you to cover more content.
• provide objective measurement of student achievement or ability.
• provide highly reliable test scores.
• provide scoring efficiency and accuracy.

Limitations in Using Matching Items

• have difficulty measuring learning objectives requiring more than simple recall of information.
• are difficult to construct due to the problem of selecting a common set of stimuli and responses.

Suggestions for Writing Matching Test Items

5.  Keep matching items brief, limiting the list of stimuli to under 10.

6.  Include more responses than stimuli to help prevent answering through the process of elimination.

7.  When possible, reduce the amount of reading time by including only short phrases or single words in the response list.

The completion item requires the student to answer a question or to finish an incomplete statement by filling in a blank with the correct word or phrase. For example,

Sample Completion Item

According to Freud, personality is made up of three major systems, the _________, the ________ and the ________.

Advantages in Using Completion Items

Completion items...

• can provide a wide sampling of content.
• can efficiently measure lower levels of cognitive ability.
• can minimize guessing as compared to multiple-choice or true-false items.
• can usually provide an objective measure of student achievement or ability.

Limitations of Using Completion Items

• are difficult to construct so that the desired response is clearly indicated.
• are more time consuming to score when compared to multiple-choice or true-false items.
• are more difficult to score since more than one answer may have to be considered correct if the item was not properly prepared.

Suggestions for Writing Completion Test Items

7.  Avoid lifting statements directly from the text, lecture or other sources.

8.  Limit the required response to a single word or phrase.

The essay test is probably the most popular of all types of teacher-made tests. In general, a classroom essay test consists of a small number of questions to which the student is expected to demonstrate his/her ability to (a) recall factual knowledge, (b) organize this knowledge and (c) present the knowledge in a logical, integrated answer to the question. An essay test item can be classified as either an extended-response essay item or a short-answer essay item. The latter calls for a more restricted or limited answer in terms of form or scope. An example of each type of essay item follows.

Sample Extended-Response Essay Item

Explain the difference between the S-R (Stimulus-Response) and the S-O-R (Stimulus-Organism-Response) theories of personality. Include in your answer (a) brief descriptions of both theories, (b) supporters of both theories and (c) research methods used to study each of the two theories. (10 pts.  20 minutes)

Sample Short-Answer Essay Item

Identify research methods used to study the S-R (Stimulus-Response) and S-O-R (Stimulus-Organism-Response) theories of personality. (5 pts.  10 minutes)

Advantages In Using Essay Items

Essay items...

• are easier and less time consuming to construct than are most other item types.
• provide a means for testing student's ability to compose an answer and present it in a logical manner.
• can efficiently measure higher order cognitive objectives (e.g., analysis, synthesis, evaluation).

Limitations In Using Essay Items

• cannot measure a large amount of content or objectives.
• generally provide low test and test scorer reliability.
• require an extensive amount of instructor's time to read and grade.
• generally do not provide an objective measure of student achievement or ability (subject to bias on the part of the grader).

Suggestions for Writing Essay Test Items

4.  Ask questions that will elicit responses on which experts could agree that one answer is better than another.

5.  Avoid giving the student a choice among optional items as this greatly reduces the reliability of the test.

6.  It is generally recommended for classroom examinations to administer several short-answer items rather than only one or two extended-response items.

Suggestions for Scoring Essay Items

Examples essay item and grading models.

"Americans are a mixed-up people with no sense of ethical values. Everyone knows that baseball is far less necessary than food and steel, yet they pay ball players a lot more than farmers and steelworkers."

WHY? Use 3-4 sentences to indicate how an economist would explain the above situation.

Analytical Scoring

Global quality.

Assign scores or grades on the overall quality of the written response as compared to an ideal answer. Or, compare the overall quality of a response to other student responses by sorting the papers into three stacks:

Read and sort each stack again divide into three more stacks

In total, nine discriminations can be used to assign test grades in this manner. The number of stacks or discriminations can vary to meet your needs.

• Try not to allow factors which are irrelevant to the learning outcomes being measured affect your grading (i.e., handwriting, spelling, neatness).
• Read and grade all class answers to one item before going on to the next item.
• Read and grade the answers without looking at the students' names to avoid possible preferential treatment.
• Occasionally shuffle papers during the reading of answers to help avoid any systematic order effects (i.e., Sally's "B" work always followed Jim's "A" work thus it looked more like "C" work).
• When possible, ask another instructor to read and grade your students' responses.

Another form of a subjective test item is the problem solving or computational exam question. Such items present the student with a problem situation or task and require a demonstration of work procedures and a correct solution, or just a correct solution. This kind of test item is classified as a subjective type of item due to the procedures used to score item responses. Instructors can assign full or partial credit to either correct or incorrect solutions depending on the quality and kind of work procedures presented. An example of a problem solving test item follows.

Example Problem Solving Test Item

It was calculated that 75 men could complete a strip on a new highway in 70 days. When work was scheduled to commence, it was found necessary to send 25 men on another road project. How many days longer will it take to complete the strip? Show your work for full or partial credit.

Advantages In Using Problem Solving Items

Problem solving items...

• minimize guessing by requiring the students to provide an original response rather than to select from several alternatives.
• are easier to construct than are multiple-choice or matching items.
• can most appropriately measure learning objectives which focus on the ability to apply skills or knowledge in the solution of problems.
• can measure an extensive amount of content or objectives.

Limitations in Using Problem Solving Items

• require an extensive amount of instructor time to read and grade.
• generally do not provide an objective measure of student achievement or ability (subject to bias on the part of the grader when partial credit is given).

Suggestions For Writing Problem Solving Test Items

6.  Ask questions that elicit responses on which experts could agree that one solution and one or more work procedures are better than others.

7.  Work through each problem before classroom administration to double-check accuracy.

A performance test item is designed to assess the ability of a student to perform correctly in a simulated situation (i.e., a situation in which the student will be ultimately expected to apply his/her learning). The concept of simulation is central in performance testing; a performance test will simulate to some degree a real life situation to accomplish the assessment. In theory, a performance test could be constructed for any skill and real life situation. In practice, most performance tests have been developed for the assessment of vocational, managerial, administrative, leadership, communication, interpersonal and physical education skills in various simulated situations. An illustrative example of a performance test item is provided below.

Sample Performance Test Item

Assume that some of the instructional objectives of an urban planning course include the development of the student's ability to effectively use the principles covered in the course in various "real life" situations common for an urban planning professional. A performance test item could measure this development by presenting the student with a specific situation which represents a "real life" situation. For example,

An urban planning board makes a last minute request for the professional to act as consultant and critique a written proposal which is to be considered in a board meeting that very evening. The professional arrives before the meeting and has one hour to analyze the written proposal and prepare his critique. The critique presentation is then made verbally during the board meeting; reactions of members of the board or the audience include requests for explanation of specific points or informed attacks on the positions taken by the professional.

The performance test designed to simulate this situation would require that the student to be tested role play the professional's part, while students or faculty act the other roles in the situation. Various aspects of the "professional's" performance would then be observed and rated by several judges with the necessary background. The ratings could then be used both to provide the student with a diagnosis of his/her strengths and weaknesses and to contribute to an overall summary evaluation of the student's abilities.

Advantages In Using Performance Test Items

Performance test items...

• can most appropriately measure learning objectives which focus on the ability of the students to apply skills or knowledge in real life situations.
• usually provide a degree of test validity not possible with standard paper and pencil test items.
• are useful for measuring learning objectives in the psychomotor domain.

Limitations In Using Performance Test Items

• are difficult and time consuming to construct.
• are primarily used for testing students individually and not for testing groups. Consequently, they are relatively costly, time consuming, and inconvenient forms of testing.
• generally do not provide an objective measure of student achievement or ability (subject to bias on the part of the observer/grader).

Suggestions For Writing Performance Test Items

• Prepare items that elicit the type of behavior you want to measure.
• Clearly identify and explain the simulated situation to the student.
• Make the simulated situation as "life-like" as possible.
• Provide directions which clearly inform the students of the type of response called for.
• When appropriate, clearly state time and activity limitations in the directions.
• Adequately train the observer(s)/scorer(s) to ensure that they are fair in scoring the appropriate behaviors.

III. TWO METHODS FOR ASSESSING TEST ITEM QUALITY

This section presents two methods for collecting feedback on the quality of your test items. The two methods include using self-review checklists and student evaluation of test item quality. You can use the information gathered from either method to identify strengths and weaknesses in your item writing. 

Checklist for Evaluating Test Items

EVALUATE YOUR TEST ITEMS BY CHECKING THE SUGGESTIONS WHICH YOU FEEL YOU HAVE FOLLOWED.  

Grading Essay Test Items

Student evaluation of test item quality , using ices questionnaire items to assess your test item quality .

The following set of ICES (Instructor and Course Evaluation System) questionnaire items can be used to assess the quality of your test items. The items are presented with their original ICES catalogue number. You are encouraged to include one or more of the items on the ICES evaluation form in order to collect student opinion of your item writing quality.

IV. ASSISTANCE OFFERED BY THE CENTER FOR INNOVATION IN TEACHING AND LEARNING (CITL)

The information on this page is intended for self-instruction. However, CITL staff members will consult with faculty who wish to analyze and improve their test item writing. The staff can also consult with faculty about other instructional problems. Instructors wishing to acquire CITL assistance can contact [email protected] . 

V. REFERENCES FOR FURTHER READING

Ebel, R. L. (1965). Measuring educational achievement . Prentice-Hall. Ebel, R. L. (1972). Essentials of educational measurement . Prentice-Hall. Gronlund, N. E. (1976). Measurement and evaluation in teaching (3rd ed.). Macmillan. Mehrens W. A. & Lehmann I. J. (1973). Measurement and evaluation in education and psychology . Holt, Rinehart & Winston. Nelson, C. H. (1970). Measurement and evaluation in the classroom . Macmillan. Payne, D. A. (1974).  The assessment of learning: Cognitive and affective . D.C. Heath & Co. Scannell, D. P., & Tracy D. B. (1975). Testing and measurement in the classroom . Houghton Mifflin. Thorndike, R. L. (1971). Educational measurement (2nd ed.). American Council on Education.

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What are some strategies for studying for problem-solving exams, what are some strategies for writing problem-solving exams, what can i do after the exam.

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• Problem-solving exams come in a variety of formats, from multiple choice, to short answer, to long calculations.
• They frequently test your ability to apply the problem-solving skills you’ve learned in lectures, labs, and readings to new types of questions.
• Pay attention to example problems emphasized in class, the text, and assignments, especially those that appear in more than one of these places.
• Don’t assume, however, that the same or similar problems will appear on the exam. The exam will likely test your ability to apply what you’ve learned about solving problems to new types of questions, rather than your ability to memorize and regurgitate examples you’ve already seen.
• Focus on the process the instructor used for solving the problem.  Think about your own problem-solving strategies.
• Practise, practise, practise! The more problems, and more importantly, the more types of problems you solve, the better prepared you’ll be.
• Look for connections between concepts and equations and note how to choose the correct equation in complex practice problems.
• Generate your own test questions with a study group or partner. Practise answering questions within a limited time frame.
• Review previous tests, quizzes, or midterms, and figure out why you lost marks before.
• Look over the entire exam before beginning and budget your time according to how much each question is worth.  Leave enough time to read over your answers at the end of the exam.
• Before starting, find a blank page on your exam and write down equations, concepts, and constants that you memorized.
• Do the easy questions first to warm up your brain and calm exam nerves.
• Read the questions carefully and rephrase them in your own words.
• Keep track of all units. Convert values to keep the units consistent. Be aware of +/- signs.
• Clearly mark assumptions, if they are necessary, and place them at or near the beginning of the solution whenever possible.
• It can be helpful to look over your exam if you get it back to see where you have gone wrong, and what you have done well. If your instructor doesn’t routinely return exams, ask if you can see your exam to learn from your errors.
• Use this information to help you study more effectively next time.
• Check out the error analysis LibGuide to help you go over feedback.
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Free Analytical Reasoning Test Questions Practice – 2024

What Is Analytical Reasoning?

Analytical reasoning, also known as logical reasoning , is a problem-solving method that focuses on identifying patterns and using logic to fill in missing pieces. This form of reasoning is slightly more detached from inferences and opinions, and places great emphasis on factual evidence. Analytical reasoning can be further simplified into two categories:

• Deductive Reasoning Deductive reasoning, sometimes called top-down logic, is the formation of a specific conclusion from a general premise or, in some cases, multiple hypotheses. Deductive reasoning is best for situations with multiple variables that must be accounted for and handled.
• Inductive Reasoning Inductive reasoning , also known as bottom-up logic, is the direct opposite of deductive reasoning as it forms plausible conclusions from a specific observation. Inductive reasoning works best when using context and practical intelligence to resolve an issue.
• Numerical Reasoning Numerical reasoning is the ability to apply logic to problems that include data, charts and graphs. Someone who has strong numerical reasoning skills is proficient in basic mathematical functions, statistical interpretation, and algorithms to name a few.
• Abstract Reasoning Abstract reasoning is the ability to identify patterns, extract main ideas, and analyze information. Abstract reasoning is an important factor of problem solving and decision making. This form of reasoning is complex and includes various aspects.

What Is an Analytical Reasoning Test?

Analytic reasoning tests are utilized by companies that wish to evaluate a candidate’s critical reasoning skills and their ability to pay attention to detail. This test is commonly administered for job seekers applying for mid- or high-level jobs that require a strength in mathematics. Management and human resource positions are also asked to partake in an analytical reasoning test so employers can measure their problem-solving capabilities. Depending on the role and company, participants may see one of three versions of the analytical reasoning assessment:

• Data Most common in the financial industry, the data heavy version of the analytical reasoning test supplies applicants with graphs, charts and tables with subsequent questions. The math aspect of the data version is usually simple, so the problem-solving method can be highlighted and evaluated.
• Written The written portion is used for leadership and management roles. Provided a passage, candidates must discern patterns and main ideas using the context and answer the multiple-choice questions that follow.
• Images The analytical reasoning test that focuses on image-related questions slightly resembles the non-verbal reasoning test. The applicant is supplied puzzle-like questions containing shape sequences and objects and must find the missing piece.

How to Prepare for an Analytical Reasoning Test?

Analytical reasoning test can be difficult to study for because it examines your raw critical thinking skills. If you are looking to optimize and improve your score, the best way to prepare is running through sample questions or completing online practice tests. By doing this, you can become familiar with the idea of the content and the learn how to pace yourself under the time constraint. Due to the acumen required for each question, preparing for the time limit is essential because many candidates find themselves skipping and guessing at the questions rather than dedicating time and effort to them. It is also helpful to understand the qualities employers are looking for by administering these tests, that way you can narrow your preparation.

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• Cannot say based on the information provided.

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35 problem-solving techniques and methods for solving complex problems

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All teams and organizations encounter challenges as they grow. There are problems that might occur for teams when it comes to miscommunication or resolving business-critical issues . You may face challenges around growth , design , user engagement, and even team culture and happiness. In short, problem-solving techniques should be part of every team’s skillset.

Problem-solving methods are primarily designed to help a group or team through a process of first identifying problems and challenges , ideating possible solutions , and then evaluating the most suitable .

Finding effective solutions to complex problems isn’t easy, but by using the right process and techniques, you can help your team be more efficient in the process.

So how do you develop strategies that are engaging, and empower your team to solve problems effectively?

In this blog post, we share a series of problem-solving tools you can use in your next workshop or team meeting. You’ll also find some tips for facilitating the process and how to enable others to solve complex problems.

Let’s get started! 

How do you identify problems?

How do you identify the right solution.

• Tips for more effective problem-solving

Complete problem-solving methods

• Problem-solving techniques to identify and analyze problems
• Problem-solving techniques for developing solutions

Problem-solving warm-up activities

Closing activities for a problem-solving process.

Before you can move towards finding the right solution for a given problem, you first need to identify and define the problem you wish to solve. 

Here, you want to clearly articulate what the problem is and allow your group to do the same. Remember that everyone in a group is likely to have differing perspectives and alignment is necessary in order to help the group move forward. 

Identifying a problem accurately also requires that all members of a group are able to contribute their views in an open and safe manner. It can be scary for people to stand up and contribute, especially if the problems or challenges are emotive or personal in nature. Be sure to try and create a psychologically safe space for these kinds of discussions.

Remember that problem analysis and further discussion are also important. Not taking the time to fully analyze and discuss a challenge can result in the development of solutions that are not fit for purpose or do not address the underlying issue.

Successfully identifying and then analyzing a problem means facilitating a group through activities designed to help them clearly and honestly articulate their thoughts and produce usable insight.

With this data, you might then produce a problem statement that clearly describes the problem you wish to be addressed and also state the goal of any process you undertake to tackle this issue.  

Finding solutions is the end goal of any process. Complex organizational challenges can only be solved with an appropriate solution but discovering them requires using the right problem-solving tool.

After you’ve explored a problem and discussed ideas, you need to help a team discuss and choose the right solution. Consensus tools and methods such as those below help a group explore possible solutions before then voting for the best. They’re a great way to tap into the collective intelligence of the group for great results!

Remember that the process is often iterative. Great problem solvers often roadtest a viable solution in a measured way to see what works too. While you might not get the right solution on your first try, the methods below help teams land on the most likely to succeed solution while also holding space for improvement.

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

In SessionLab, it’s easy to go from an idea to a complete agenda . Start by dragging and dropping your core problem solving activities into place . Add timings, breaks and necessary materials before sharing your agenda with your colleagues.

The resulting agenda will be your guide to an effective and productive problem solving session that will also help you stay organized on the day!

Tips for more effective problem solving

Problem-solving activities are only one part of the puzzle. While a great method can help unlock your team’s ability to solve problems, without a thoughtful approach and strong facilitation the solutions may not be fit for purpose.

Let’s take a look at some problem-solving tips you can apply to any process to help it be a success!

Clearly define the problem

Jumping straight to solutions can be tempting, though without first clearly articulating a problem, the solution might not be the right one. Many of the problem-solving activities below include sections where the problem is explored and clearly defined before moving on.

This is a vital part of the problem-solving process and taking the time to fully define an issue can save time and effort later. A clear definition helps identify irrelevant information and it also ensures that your team sets off on the right track.

Don’t jump to conclusions

It’s easy for groups to exhibit cognitive bias or have preconceived ideas about both problems and potential solutions. Be sure to back up any problem statements or potential solutions with facts, research, and adequate forethought.

The best techniques ask participants to be methodical and challenge preconceived notions. Make sure you give the group enough time and space to collect relevant information and consider the problem in a new way. By approaching the process with a clear, rational mindset, you’ll often find that better solutions are more forthcoming.  

Try different approaches  

Problems come in all shapes and sizes and so too should the methods you use to solve them. If you find that one approach isn’t yielding results and your team isn’t finding different solutions, try mixing it up. You’ll be surprised at how using a new creative activity can unblock your team and generate great solutions.

Don’t take it personally 

Depending on the nature of your team or organizational problems, it’s easy for conversations to get heated. While it’s good for participants to be engaged in the discussions, ensure that emotions don’t run too high and that blame isn’t thrown around while finding solutions.

You’re all in it together, and even if your team or area is seeing problems, that isn’t necessarily a disparagement of you personally. Using facilitation skills to manage group dynamics is one effective method of helping conversations be more constructive.

Get the right people in the room

Your problem-solving method is often only as effective as the group using it. Getting the right people on the job and managing the number of people present is important too!

If the group is too small, you may not get enough different perspectives to effectively solve a problem. If the group is too large, you can go round and round during the ideation stages.

Creating the right group makeup is also important in ensuring you have the necessary expertise and skillset to both identify and follow up on potential solutions. Carefully consider who to include at each stage to help ensure your problem-solving method is followed and positioned for success.

Document everything

The best solutions can take refinement, iteration, and reflection to come out. Get into a habit of documenting your process in order to keep all the learnings from the session and to allow ideas to mature and develop. Many of the methods below involve the creation of documents or shared resources. Be sure to keep and share these so everyone can benefit from the work done!

Bring a facilitator 

Facilitation is all about making group processes easier. With a subject as potentially emotive and important as problem-solving, having an impartial third party in the form of a facilitator can make all the difference in finding great solutions and keeping the process moving. Consider bringing a facilitator to your problem-solving session to get better results and generate meaningful solutions!

Develop your problem-solving skills

It takes time and practice to be an effective problem solver. While some roles or participants might more naturally gravitate towards problem-solving, it can take development and planning to help everyone create better solutions.

You might develop a training program, run a problem-solving workshop or simply ask your team to practice using the techniques below. Check out our post on problem-solving skills to see how you and your group can develop the right mental process and be more resilient to issues too!

Design a great agenda

Workshops are a great format for solving problems. With the right approach, you can focus a group and help them find the solutions to their own problems. But designing a process can be time-consuming and finding the right activities can be difficult.

Check out our workshop planning guide to level-up your agenda design and start running more effective workshops. Need inspiration? Check out templates designed by expert facilitators to help you kickstart your process!

In this section, we’ll look at in-depth problem-solving methods that provide a complete end-to-end process for developing effective solutions. These will help guide your team from the discovery and definition of a problem through to delivering the right solution.

If you’re looking for an all-encompassing method or problem-solving model, these processes are a great place to start. They’ll ask your team to challenge preconceived ideas and adopt a mindset for solving problems more effectively.

• Six Thinking Hats
• Lightning Decision Jam
• Problem Definition Process
• Discovery & Action Dialogue

Design Sprint 2.0

• Open Space Technology

1. Six Thinking Hats

Individual approaches to solving a problem can be very different based on what team or role an individual holds. It can be easy for existing biases or perspectives to find their way into the mix, or for internal politics to direct a conversation.

Six Thinking Hats is a classic method for identifying the problems that need to be solved and enables your team to consider them from different angles, whether that is by focusing on facts and data, creative solutions, or by considering why a particular solution might not work.

Like all problem-solving frameworks, Six Thinking Hats is effective at helping teams remove roadblocks from a conversation or discussion and come to terms with all the aspects necessary to solve complex problems.

2. Lightning Decision Jam

Featured courtesy of Jonathan Courtney of AJ&Smart Berlin, Lightning Decision Jam is one of those strategies that should be in every facilitation toolbox. Exploring problems and finding solutions is often creative in nature, though as with any creative process, there is the potential to lose focus and get lost.

Unstructured discussions might get you there in the end, but it’s much more effective to use a method that creates a clear process and team focus.

In Lightning Decision Jam, participants are invited to begin by writing challenges, concerns, or mistakes on post-its without discussing them before then being invited by the moderator to present them to the group.

From there, the team vote on which problems to solve and are guided through steps that will allow them to reframe those problems, create solutions and then decide what to execute on. 

By deciding the problems that need to be solved as a team before moving on, this group process is great for ensuring the whole team is aligned and can take ownership over the next stages. 

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

3. Problem Definition Process

While problems can be complex, the problem-solving methods you use to identify and solve those problems can often be simple in design. 

By taking the time to truly identify and define a problem before asking the group to reframe the challenge as an opportunity, this method is a great way to enable change.

Begin by identifying a focus question and exploring the ways in which it manifests before splitting into five teams who will each consider the problem using a different method: escape, reversal, exaggeration, distortion or wishful. Teams develop a problem objective and create ideas in line with their method before then feeding them back to the group.

This method is great for enabling in-depth discussions while also creating space for finding creative solutions too!

Problem Definition   #problem solving   #idea generation   #creativity   #online   #remote-friendly   A problem solving technique to define a problem, challenge or opportunity and to generate ideas.

4. The 5 Whys 

Sometimes, a group needs to go further with their strategies and analyze the root cause at the heart of organizational issues. An RCA or root cause analysis is the process of identifying what is at the heart of business problems or recurring challenges. 

The 5 Whys is a simple and effective method of helping a group go find the root cause of any problem or challenge and conduct analysis that will deliver results. 

By beginning with the creation of a problem statement and going through five stages to refine it, The 5 Whys provides everything you need to truly discover the cause of an issue.

The 5 Whys   #hyperisland   #innovation   This simple and powerful method is useful for getting to the core of a problem or challenge. As the title suggests, the group defines a problems, then asks the question “why” five times, often using the resulting explanation as a starting point for creative problem solving.

5. World Cafe

World Cafe is a simple but powerful facilitation technique to help bigger groups to focus their energy and attention on solving complex problems.

World Cafe enables this approach by creating a relaxed atmosphere where participants are able to self-organize and explore topics relevant and important to them which are themed around a central problem-solving purpose. Create the right atmosphere by modeling your space after a cafe and after guiding the group through the method, let them take the lead!

Making problem-solving a part of your organization’s culture in the long term can be a difficult undertaking. More approachable formats like World Cafe can be especially effective in bringing people unfamiliar with workshops into the fold. 

World Cafe   #hyperisland   #innovation   #issue analysis   World Café is a simple yet powerful method, originated by Juanita Brown, for enabling meaningful conversations driven completely by participants and the topics that are relevant and important to them. Facilitators create a cafe-style space and provide simple guidelines. Participants then self-organize and explore a set of relevant topics or questions for conversation.

6. Discovery & Action Dialogue (DAD)

One of the best approaches is to create a safe space for a group to share and discover practices and behaviors that can help them find their own solutions.

With DAD, you can help a group choose which problems they wish to solve and which approaches they will take to do so. It’s great at helping remove resistance to change and can help get buy-in at every level too!

This process of enabling frontline ownership is great in ensuring follow-through and is one of the methods you will want in your toolbox as a facilitator.

Discovery & Action Dialogue (DAD)   #idea generation   #liberating structures   #action   #issue analysis   #remote-friendly   DADs make it easy for a group or community to discover practices and behaviors that enable some individuals (without access to special resources and facing the same constraints) to find better solutions than their peers to common problems. These are called positive deviant (PD) behaviors and practices. DADs make it possible for people in the group, unit, or community to discover by themselves these PD practices. DADs also create favorable conditions for stimulating participants’ creativity in spaces where they can feel safe to invent new and more effective practices. Resistance to change evaporates as participants are unleashed to choose freely which practices they will adopt or try and which problems they will tackle. DADs make it possible to achieve frontline ownership of solutions.

7. Design Sprint 2.0

Want to see how a team can solve big problems and move forward with prototyping and testing solutions in a few days? The Design Sprint 2.0 template from Jake Knapp, author of Sprint, is a complete agenda for a with proven results.

Developing the right agenda can involve difficult but necessary planning. Ensuring all the correct steps are followed can also be stressful or time-consuming depending on your level of experience.

Use this complete 4-day workshop template if you are finding there is no obvious solution to your challenge and want to focus your team around a specific problem that might require a shortcut to launching a minimum viable product or waiting for the organization-wide implementation of a solution.

8. Open space technology

Open space technology- developed by Harrison Owen – creates a space where large groups are invited to take ownership of their problem solving and lead individual sessions. Open space technology is a great format when you have a great deal of expertise and insight in the room and want to allow for different takes and approaches on a particular theme or problem you need to be solved.

Start by bringing your participants together to align around a central theme and focus their efforts. Explain the ground rules to help guide the problem-solving process and then invite members to identify any issue connecting to the central theme that they are interested in and are prepared to take responsibility for.

Once participants have decided on their approach to the core theme, they write their issue on a piece of paper, announce it to the group, pick a session time and place, and post the paper on the wall. As the wall fills up with sessions, the group is then invited to join the sessions that interest them the most and which they can contribute to, then you’re ready to begin!

Everyone joins the problem-solving group they’ve signed up to, record the discussion and if appropriate, findings can then be shared with the rest of the group afterward.

Open Space Technology   #action plan   #idea generation   #problem solving   #issue analysis   #large group   #online   #remote-friendly   Open Space is a methodology for large groups to create their agenda discerning important topics for discussion, suitable for conferences, community gatherings and whole system facilitation

Techniques to identify and analyze problems

Using a problem-solving method to help a team identify and analyze a problem can be a quick and effective addition to any workshop or meeting.

While further actions are always necessary, you can generate momentum and alignment easily, and these activities are a great place to get started.

We’ve put together this list of techniques to help you and your team with problem identification, analysis, and discussion that sets the foundation for developing effective solutions.

Let’s take a look!

• The Creativity Dice
• Fishbone Analysis
• Problem Tree
• SWOT Analysis
• Agreement-Certainty Matrix
• The Journalistic Six
• LEGO Challenge
• What, So What, Now What?
• Journalists

Individual and group perspectives are incredibly important, but what happens if people are set in their minds and need a change of perspective in order to approach a problem more effectively?

Flip It is a method we love because it is both simple to understand and run, and allows groups to understand how their perspectives and biases are formed. 

Participants in Flip It are first invited to consider concerns, issues, or problems from a perspective of fear and write them on a flip chart. Then, the group is asked to consider those same issues from a perspective of hope and flip their understanding.  

No problem and solution is free from existing bias and by changing perspectives with Flip It, you can then develop a problem solving model quickly and effectively.

Flip It!   #gamestorming   #problem solving   #action   Often, a change in a problem or situation comes simply from a change in our perspectives. Flip It! is a quick game designed to show players that perspectives are made, not born.

10. The Creativity Dice

One of the most useful problem solving skills you can teach your team is of approaching challenges with creativity, flexibility, and openness. Games like The Creativity Dice allow teams to overcome the potential hurdle of too much linear thinking and approach the process with a sense of fun and speed. 

In The Creativity Dice, participants are organized around a topic and roll a dice to determine what they will work on for a period of 3 minutes at a time. They might roll a 3 and work on investigating factual information on the chosen topic. They might roll a 1 and work on identifying the specific goals, standards, or criteria for the session.

Encouraging rapid work and iteration while asking participants to be flexible are great skills to cultivate. Having a stage for idea incubation in this game is also important. Moments of pause can help ensure the ideas that are put forward are the most suitable. 

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

11. Fishbone Analysis

Organizational or team challenges are rarely simple, and it’s important to remember that one problem can be an indication of something that goes deeper and may require further consideration to be solved.

Fishbone Analysis helps groups to dig deeper and understand the origins of a problem. It’s a great example of a root cause analysis method that is simple for everyone on a team to get their head around. 

Participants in this activity are asked to annotate a diagram of a fish, first adding the problem or issue to be worked on at the head of a fish before then brainstorming the root causes of the problem and adding them as bones on the fish. 

Using abstractions such as a diagram of a fish can really help a team break out of their regular thinking and develop a creative approach.

Fishbone Analysis   #problem solving   ##root cause analysis   #decision making   #online facilitation   A process to help identify and understand the origins of problems, issues or observations.

12. Problem Tree 

Encouraging visual thinking can be an essential part of many strategies. By simply reframing and clarifying problems, a group can move towards developing a problem solving model that works for them. 

In Problem Tree, groups are asked to first brainstorm a list of problems – these can be design problems, team problems or larger business problems – and then organize them into a hierarchy. The hierarchy could be from most important to least important or abstract to practical, though the key thing with problem solving games that involve this aspect is that your group has some way of managing and sorting all the issues that are raised.

Once you have a list of problems that need to be solved and have organized them accordingly, you’re then well-positioned for the next problem solving steps.

Problem tree   #define intentions   #create   #design   #issue analysis   A problem tree is a tool to clarify the hierarchy of problems addressed by the team within a design project; it represents high level problems or related sublevel problems.

13. SWOT Analysis

Chances are you’ve heard of the SWOT Analysis before. This problem-solving method focuses on identifying strengths, weaknesses, opportunities, and threats is a tried and tested method for both individuals and teams.

Start by creating a desired end state or outcome and bare this in mind – any process solving model is made more effective by knowing what you are moving towards. Create a quadrant made up of the four categories of a SWOT analysis and ask participants to generate ideas based on each of those quadrants.

Once you have those ideas assembled in their quadrants, cluster them together based on their affinity with other ideas. These clusters are then used to facilitate group conversations and move things forward. 

SWOT analysis   #gamestorming   #problem solving   #action   #meeting facilitation   The SWOT Analysis is a long-standing technique of looking at what we have, with respect to the desired end state, as well as what we could improve on. It gives us an opportunity to gauge approaching opportunities and dangers, and assess the seriousness of the conditions that affect our future. When we understand those conditions, we can influence what comes next.

14. Agreement-Certainty Matrix

Not every problem-solving approach is right for every challenge, and deciding on the right method for the challenge at hand is a key part of being an effective team.

The Agreement Certainty matrix helps teams align on the nature of the challenges facing them. By sorting problems from simple to chaotic, your team can understand what methods are suitable for each problem and what they can do to ensure effective results. 

If you are already using Liberating Structures techniques as part of your problem-solving strategy, the Agreement-Certainty Matrix can be an invaluable addition to your process. We’ve found it particularly if you are having issues with recurring problems in your organization and want to go deeper in understanding the root cause. 

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

Organizing and charting a team’s progress can be important in ensuring its success. SQUID (Sequential Question and Insight Diagram) is a great model that allows a team to effectively switch between giving questions and answers and develop the skills they need to stay on track throughout the process. 

Begin with two different colored sticky notes – one for questions and one for answers – and with your central topic (the head of the squid) on the board. Ask the group to first come up with a series of questions connected to their best guess of how to approach the topic. Ask the group to come up with answers to those questions, fix them to the board and connect them with a line. After some discussion, go back to question mode by responding to the generated answers or other points on the board.

It’s rewarding to see a diagram grow throughout the exercise, and a completed SQUID can provide a visual resource for future effort and as an example for other teams.

SQUID   #gamestorming   #project planning   #issue analysis   #problem solving   When exploring an information space, it’s important for a group to know where they are at any given time. By using SQUID, a group charts out the territory as they go and can navigate accordingly. SQUID stands for Sequential Question and Insight Diagram.

16. Speed Boat

To continue with our nautical theme, Speed Boat is a short and sweet activity that can help a team quickly identify what employees, clients or service users might have a problem with and analyze what might be standing in the way of achieving a solution.

Methods that allow for a group to make observations, have insights and obtain those eureka moments quickly are invaluable when trying to solve complex problems.

In Speed Boat, the approach is to first consider what anchors and challenges might be holding an organization (or boat) back. Bonus points if you are able to identify any sharks in the water and develop ideas that can also deal with competitors!   

Speed Boat   #gamestorming   #problem solving   #action   Speedboat is a short and sweet way to identify what your employees or clients don’t like about your product/service or what’s standing in the way of a desired goal.

17. The Journalistic Six

Some of the most effective ways of solving problems is by encouraging teams to be more inclusive and diverse in their thinking.

Based on the six key questions journalism students are taught to answer in articles and news stories, The Journalistic Six helps create teams to see the whole picture. By using who, what, when, where, why, and how to facilitate the conversation and encourage creative thinking, your team can make sure that the problem identification and problem analysis stages of the are covered exhaustively and thoughtfully. Reporter’s notebook and dictaphone optional.

The Journalistic Six – Who What When Where Why How   #idea generation   #issue analysis   #problem solving   #online   #creative thinking   #remote-friendly   A questioning method for generating, explaining, investigating ideas.

18. LEGO Challenge

Now for an activity that is a little out of the (toy) box. LEGO Serious Play is a facilitation methodology that can be used to improve creative thinking and problem-solving skills. 

The LEGO Challenge includes giving each member of the team an assignment that is hidden from the rest of the group while they create a structure without speaking.

What the LEGO challenge brings to the table is a fun working example of working with stakeholders who might not be on the same page to solve problems. Also, it’s LEGO! Who doesn’t love LEGO! 

LEGO Challenge   #hyperisland   #team   A team-building activity in which groups must work together to build a structure out of LEGO, but each individual has a secret “assignment” which makes the collaborative process more challenging. It emphasizes group communication, leadership dynamics, conflict, cooperation, patience and problem solving strategy.

19. What, So What, Now What?

If not carefully managed, the problem identification and problem analysis stages of the problem-solving process can actually create more problems and misunderstandings.

The What, So What, Now What? problem-solving activity is designed to help collect insights and move forward while also eliminating the possibility of disagreement when it comes to identifying, clarifying, and analyzing organizational or work problems. 

Facilitation is all about bringing groups together so that might work on a shared goal and the best problem-solving strategies ensure that teams are aligned in purpose, if not initially in opinion or insight.

Throughout the three steps of this game, you give everyone on a team to reflect on a problem by asking what happened, why it is important, and what actions should then be taken. 

This can be a great activity for bringing our individual perceptions about a problem or challenge and contextualizing it in a larger group setting. This is one of the most important problem-solving skills you can bring to your organization.

W³ – What, So What, Now What?   #issue analysis   #innovation   #liberating structures   You can help groups reflect on a shared experience in a way that builds understanding and spurs coordinated action while avoiding unproductive conflict. It is possible for every voice to be heard while simultaneously sifting for insights and shaping new direction. Progressing in stages makes this practical—from collecting facts about What Happened to making sense of these facts with So What and finally to what actions logically follow with Now What . The shared progression eliminates most of the misunderstandings that otherwise fuel disagreements about what to do. Voila!

20. Journalists  

Problem analysis can be one of the most important and decisive stages of all problem-solving tools. Sometimes, a team can become bogged down in the details and are unable to move forward.

Journalists is an activity that can avoid a group from getting stuck in the problem identification or problem analysis stages of the process.

In Journalists, the group is invited to draft the front page of a fictional newspaper and figure out what stories deserve to be on the cover and what headlines those stories will have. By reframing how your problems and challenges are approached, you can help a team move productively through the process and be better prepared for the steps to follow.

Journalists   #vision   #big picture   #issue analysis   #remote-friendly   This is an exercise to use when the group gets stuck in details and struggles to see the big picture. Also good for defining a vision.

Problem-solving techniques for developing solutions 

The success of any problem-solving process can be measured by the solutions it produces. After you’ve defined the issue, explored existing ideas, and ideated, it’s time to narrow down to the correct solution.

Use these problem-solving techniques when you want to help your team find consensus, compare possible solutions, and move towards taking action on a particular problem.

• Improved Solutions
• Four-Step Sketch
• 15% Solutions
• How-Now-Wow matrix
• Impact Effort Matrix

21. Mindspin  

Brainstorming is part of the bread and butter of the problem-solving process and all problem-solving strategies benefit from getting ideas out and challenging a team to generate solutions quickly. 

With Mindspin, participants are encouraged not only to generate ideas but to do so under time constraints and by slamming down cards and passing them on. By doing multiple rounds, your team can begin with a free generation of possible solutions before moving on to developing those solutions and encouraging further ideation. 

This is one of our favorite problem-solving activities and can be great for keeping the energy up throughout the workshop. Remember the importance of helping people become engaged in the process – energizing problem-solving techniques like Mindspin can help ensure your team stays engaged and happy, even when the problems they’re coming together to solve are complex. 

MindSpin   #teampedia   #idea generation   #problem solving   #action   A fast and loud method to enhance brainstorming within a team. Since this activity has more than round ideas that are repetitive can be ruled out leaving more creative and innovative answers to the challenge.

22. Improved Solutions

After a team has successfully identified a problem and come up with a few solutions, it can be tempting to call the work of the problem-solving process complete. That said, the first solution is not necessarily the best, and by including a further review and reflection activity into your problem-solving model, you can ensure your group reaches the best possible result. 

One of a number of problem-solving games from Thiagi Group, Improved Solutions helps you go the extra mile and develop suggested solutions with close consideration and peer review. By supporting the discussion of several problems at once and by shifting team roles throughout, this problem-solving technique is a dynamic way of finding the best solution. 

Improved Solutions   #creativity   #thiagi   #problem solving   #action   #team   You can improve any solution by objectively reviewing its strengths and weaknesses and making suitable adjustments. In this creativity framegame, you improve the solutions to several problems. To maintain objective detachment, you deal with a different problem during each of six rounds and assume different roles (problem owner, consultant, basher, booster, enhancer, and evaluator) during each round. At the conclusion of the activity, each player ends up with two solutions to her problem.

23. Four Step Sketch

Creative thinking and visual ideation does not need to be confined to the opening stages of your problem-solving strategies. Exercises that include sketching and prototyping on paper can be effective at the solution finding and development stage of the process, and can be great for keeping a team engaged. 

By going from simple notes to a crazy 8s round that involves rapidly sketching 8 variations on their ideas before then producing a final solution sketch, the group is able to iterate quickly and visually. Problem-solving techniques like Four-Step Sketch are great if you have a group of different thinkers and want to change things up from a more textual or discussion-based approach.

Four-Step Sketch   #design sprint   #innovation   #idea generation   #remote-friendly   The four-step sketch is an exercise that helps people to create well-formed concepts through a structured process that includes: Review key information Start design work on paper,  Consider multiple variations , Create a detailed solution . This exercise is preceded by a set of other activities allowing the group to clarify the challenge they want to solve. See how the Four Step Sketch exercise fits into a Design Sprint

24. 15% Solutions

Some problems are simpler than others and with the right problem-solving activities, you can empower people to take immediate actions that can help create organizational change. 

Part of the liberating structures toolkit, 15% solutions is a problem-solving technique that focuses on finding and implementing solutions quickly. A process of iterating and making small changes quickly can help generate momentum and an appetite for solving complex problems.

Problem-solving strategies can live and die on whether people are onboard. Getting some quick wins is a great way of getting people behind the process.   

It can be extremely empowering for a team to realize that problem-solving techniques can be deployed quickly and easily and delineate between things they can positively impact and those things they cannot change. 

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

25. How-Now-Wow Matrix

The problem-solving process is often creative, as complex problems usually require a change of thinking and creative response in order to find the best solutions. While it’s common for the first stages to encourage creative thinking, groups can often gravitate to familiar solutions when it comes to the end of the process. 

When selecting solutions, you don’t want to lose your creative energy! The How-Now-Wow Matrix from Gamestorming is a great problem-solving activity that enables a group to stay creative and think out of the box when it comes to selecting the right solution for a given problem.

Problem-solving techniques that encourage creative thinking and the ideation and selection of new solutions can be the most effective in organisational change. Give the How-Now-Wow Matrix a go, and not just for how pleasant it is to say out loud. 

How-Now-Wow Matrix   #gamestorming   #idea generation   #remote-friendly   When people want to develop new ideas, they most often think out of the box in the brainstorming or divergent phase. However, when it comes to convergence, people often end up picking ideas that are most familiar to them. This is called a ‘creative paradox’ or a ‘creadox’. The How-Now-Wow matrix is an idea selection tool that breaks the creadox by forcing people to weigh each idea on 2 parameters.

26. Impact and Effort Matrix

All problem-solving techniques hope to not only find solutions to a given problem or challenge but to find the best solution. When it comes to finding a solution, groups are invited to put on their decision-making hats and really think about how a proposed idea would work in practice. 

The Impact and Effort Matrix is one of the problem-solving techniques that fall into this camp, empowering participants to first generate ideas and then categorize them into a 2×2 matrix based on impact and effort.

Activities that invite critical thinking while remaining simple are invaluable. Use the Impact and Effort Matrix to move from ideation and towards evaluating potential solutions before then committing to them. 

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

27. Dotmocracy

If you’ve followed each of the problem-solving steps with your group successfully, you should move towards the end of your process with heaps of possible solutions developed with a specific problem in mind. But how do you help a group go from ideation to putting a solution into action? 

Dotmocracy – or Dot Voting -is a tried and tested method of helping a team in the problem-solving process make decisions and put actions in place with a degree of oversight and consensus. 

One of the problem-solving techniques that should be in every facilitator’s toolbox, Dot Voting is fast and effective and can help identify the most popular and best solutions and help bring a group to a decision effectively. 

Dotmocracy   #action   #decision making   #group prioritization   #hyperisland   #remote-friendly   Dotmocracy is a simple method for group prioritization or decision-making. It is not an activity on its own, but a method to use in processes where prioritization or decision-making is the aim. The method supports a group to quickly see which options are most popular or relevant. The options or ideas are written on post-its and stuck up on a wall for the whole group to see. Each person votes for the options they think are the strongest, and that information is used to inform a decision.

All facilitators know that warm-ups and icebreakers are useful for any workshop or group process. Problem-solving workshops are no different.

Use these problem-solving techniques to warm up a group and prepare them for the rest of the process. Activating your group by tapping into some of the top problem-solving skills can be one of the best ways to see great outcomes from your session.

• Check-in/Check-out
• Doodling Together
• Show and Tell
• Constellations
• Draw a Tree

28. Check-in / Check-out

Solid processes are planned from beginning to end, and the best facilitators know that setting the tone and establishing a safe, open environment can be integral to a successful problem-solving process.

Check-in / Check-out is a great way to begin and/or bookend a problem-solving workshop. Checking in to a session emphasizes that everyone will be seen, heard, and expected to contribute. 

If you are running a series of meetings, setting a consistent pattern of checking in and checking out can really help your team get into a groove. We recommend this opening-closing activity for small to medium-sized groups though it can work with large groups if they’re disciplined!

Check-in / Check-out   #team   #opening   #closing   #hyperisland   #remote-friendly   Either checking-in or checking-out is a simple way for a team to open or close a process, symbolically and in a collaborative way. Checking-in/out invites each member in a group to be present, seen and heard, and to express a reflection or a feeling. Checking-in emphasizes presence, focus and group commitment; checking-out emphasizes reflection and symbolic closure.

29. Doodling Together  

Thinking creatively and not being afraid to make suggestions are important problem-solving skills for any group or team, and warming up by encouraging these behaviors is a great way to start. 

Doodling Together is one of our favorite creative ice breaker games – it’s quick, effective, and fun and can make all following problem-solving steps easier by encouraging a group to collaborate visually. By passing cards and adding additional items as they go, the workshop group gets into a groove of co-creation and idea development that is crucial to finding solutions to problems. 

Doodling Together   #collaboration   #creativity   #teamwork   #fun   #team   #visual methods   #energiser   #icebreaker   #remote-friendly   Create wild, weird and often funny postcards together & establish a group’s creative confidence.

30. Show and Tell

You might remember some version of Show and Tell from being a kid in school and it’s a great problem-solving activity to kick off a session.

Asking participants to prepare a little something before a workshop by bringing an object for show and tell can help them warm up before the session has even begun! Games that include a physical object can also help encourage early engagement before moving onto more big-picture thinking.

By asking your participants to tell stories about why they chose to bring a particular item to the group, you can help teams see things from new perspectives and see both differences and similarities in the way they approach a topic. Great groundwork for approaching a problem-solving process as a team! 

Show and Tell   #gamestorming   #action   #opening   #meeting facilitation   Show and Tell taps into the power of metaphors to reveal players’ underlying assumptions and associations around a topic The aim of the game is to get a deeper understanding of stakeholders’ perspectives on anything—a new project, an organizational restructuring, a shift in the company’s vision or team dynamic.

31. Constellations

Who doesn’t love stars? Constellations is a great warm-up activity for any workshop as it gets people up off their feet, energized, and ready to engage in new ways with established topics. It’s also great for showing existing beliefs, biases, and patterns that can come into play as part of your session.

Using warm-up games that help build trust and connection while also allowing for non-verbal responses can be great for easing people into the problem-solving process and encouraging engagement from everyone in the group. Constellations is great in large spaces that allow for movement and is definitely a practical exercise to allow the group to see patterns that are otherwise invisible. 

Constellations   #trust   #connection   #opening   #coaching   #patterns   #system   Individuals express their response to a statement or idea by standing closer or further from a central object. Used with teams to reveal system, hidden patterns, perspectives.

32. Draw a Tree

Problem-solving games that help raise group awareness through a central, unifying metaphor can be effective ways to warm-up a group in any problem-solving model.

Draw a Tree is a simple warm-up activity you can use in any group and which can provide a quick jolt of energy. Start by asking your participants to draw a tree in just 45 seconds – they can choose whether it will be abstract or realistic. 

Once the timer is up, ask the group how many people included the roots of the tree and use this as a means to discuss how we can ignore important parts of any system simply because they are not visible.

All problem-solving strategies are made more effective by thinking of problems critically and by exposing things that may not normally come to light. Warm-up games like Draw a Tree are great in that they quickly demonstrate some key problem-solving skills in an accessible and effective way.

Draw a Tree   #thiagi   #opening   #perspectives   #remote-friendly   With this game you can raise awarness about being more mindful, and aware of the environment we live in.

Each step of the problem-solving workshop benefits from an intelligent deployment of activities, games, and techniques. Bringing your session to an effective close helps ensure that solutions are followed through on and that you also celebrate what has been achieved.

Here are some problem-solving activities you can use to effectively close a workshop or meeting and ensure the great work you’ve done can continue afterward.

• One Breath Feedback
• Who What When Matrix
• Response Cards

How do I conclude a problem-solving process?

All good things must come to an end. With the bulk of the work done, it can be tempting to conclude your workshop swiftly and without a moment to debrief and align. This can be problematic in that it doesn’t allow your team to fully process the results or reflect on the process.

At the end of an effective session, your team will have gone through a process that, while productive, can be exhausting. It’s important to give your group a moment to take a breath, ensure that they are clear on future actions, and provide short feedback before leaving the space. 

The primary purpose of any problem-solving method is to generate solutions and then implement them. Be sure to take the opportunity to ensure everyone is aligned and ready to effectively implement the solutions you produced in the workshop.

Remember that every process can be improved and by giving a short moment to collect feedback in the session, you can further refine your problem-solving methods and see further success in the future too.

33. One Breath Feedback

Maintaining attention and focus during the closing stages of a problem-solving workshop can be tricky and so being concise when giving feedback can be important. It’s easy to incur “death by feedback” should some team members go on for too long sharing their perspectives in a quick feedback round. 

One Breath Feedback is a great closing activity for workshops. You give everyone an opportunity to provide feedback on what they’ve done but only in the space of a single breath. This keeps feedback short and to the point and means that everyone is encouraged to provide the most important piece of feedback to them. 

One breath feedback   #closing   #feedback   #action   This is a feedback round in just one breath that excels in maintaining attention: each participants is able to speak during just one breath … for most people that’s around 20 to 25 seconds … unless of course you’ve been a deep sea diver in which case you’ll be able to do it for longer.

34. Who What When Matrix 

Matrices feature as part of many effective problem-solving strategies and with good reason. They are easily recognizable, simple to use, and generate results.

The Who What When Matrix is a great tool to use when closing your problem-solving session by attributing a who, what and when to the actions and solutions you have decided upon. The resulting matrix is a simple, easy-to-follow way of ensuring your team can move forward. 

Great solutions can’t be enacted without action and ownership. Your problem-solving process should include a stage for allocating tasks to individuals or teams and creating a realistic timeframe for those solutions to be implemented or checked out. Use this method to keep the solution implementation process clear and simple for all involved. 

Who/What/When Matrix   #gamestorming   #action   #project planning   With Who/What/When matrix, you can connect people with clear actions they have defined and have committed to.

35. Response cards

Group discussion can comprise the bulk of most problem-solving activities and by the end of the process, you might find that your team is talked out! 

Providing a means for your team to give feedback with short written notes can ensure everyone is head and can contribute without the need to stand up and talk. Depending on the needs of the group, giving an alternative can help ensure everyone can contribute to your problem-solving model in the way that makes the most sense for them.

Response Cards is a great way to close a workshop if you are looking for a gentle warm-down and want to get some swift discussion around some of the feedback that is raised. 

Response Cards   #debriefing   #closing   #structured sharing   #questions and answers   #thiagi   #action   It can be hard to involve everyone during a closing of a session. Some might stay in the background or get unheard because of louder participants. However, with the use of Response Cards, everyone will be involved in providing feedback or clarify questions at the end of a session.

Save time and effort discovering the right solutions

A structured problem solving process is a surefire way of solving tough problems, discovering creative solutions and driving organizational change. But how can you design for successful outcomes?

With SessionLab, it’s easy to design engaging workshops that deliver results. Drag, drop and reorder blocks  to build your agenda. When you make changes or update your agenda, your session  timing   adjusts automatically , saving you time on manual adjustments.

Collaborating with stakeholders or clients? Share your agenda with a single click and collaborate in real-time. No more sending documents back and forth over email.

Explore  how to use SessionLab  to design effective problem solving workshops or  watch this five minute video  to see the planner in action!

Over to you

The problem-solving process can often be as complicated and multifaceted as the problems they are set-up to solve. With the right problem-solving techniques and a mix of creative exercises designed to guide discussion and generate purposeful ideas, we hope we’ve given you the tools to find the best solutions as simply and easily as possible.

Is there a problem-solving technique that you are missing here? Do you have a favorite activity or method you use when facilitating? Let us know in the comments below, we’d love to hear from you! 

thank you very much for these excellent techniques

Certainly wonderful article, very detailed. Shared!

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

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