Recent posts.
Book a demo.
Subscribe to our newsletter and read it at your own time.
In order to continue enjoying our site, we ask that you confirm your identity as a human. Thank you very much for your cooperation.
October 20, 2023
Discover the secrets to conducting highly effective problem-solving sessions with customer service in this comprehensive guide.
In the customer service industry, effective problem-solving is a crucial skill that can greatly impact customer satisfaction and business performance. When handled properly, problem-solving sessions provide an opportunity to identify and address issues that customers may encounter. This article will delve into the importance of problem-solving in customer service and provide key elements and techniques for conducting successful sessions. Additionally, we will explore common challenges faced during problem-solving sessions and offer strategies to overcome them.
Problem-solving plays a significant role in ensuring customer satisfaction. When customers face challenges or issues, their overall experience can be negatively affected. However, by actively engaging in problem-solving sessions, businesses can effectively address customer concerns and improve their experience. By resolving issues promptly and efficiently, companies can enhance customer loyalty and build long-term relationships.
Customer service is a vital aspect of any successful business. It is the backbone of customer satisfaction and retention. When customers encounter problems or difficulties, it is crucial for businesses to have a robust problem-solving mechanism in place. By acknowledging and addressing customer concerns, companies demonstrate their commitment to providing exceptional service and ensuring customer happiness.
Problem-solving in customer service goes beyond simply fixing a specific issue. It involves understanding the root cause of the problem and implementing long-term solutions to prevent similar issues from arising in the future. This proactive approach not only resolves immediate concerns but also helps businesses improve their overall operations and customer experience.
Customer satisfaction is the key to success for any business. By addressing customer issues through problem-solving sessions, companies demonstrate their commitment to resolving problems quickly and effectively. By actively listening to customers’ concerns and providing appropriate solutions, businesses can restore trust, boost customer satisfaction, and ultimately improve their reputation in the market.
Problem-solving sessions provide an opportunity for businesses to engage with their customers on a deeper level. By actively involving customers in the problem-solving process, companies show that they value their opinions and are dedicated to meeting their needs. This collaborative approach not only helps resolve immediate issues but also strengthens the bond between businesses and their customers.
Furthermore, effective problem-solving can lead to positive word-of-mouth referrals. When customers have a positive experience with a company’s problem-solving process, they are more likely to share their satisfaction with others. This can result in new customers and increased brand recognition, further contributing to business growth and success.
Effective problem-solving can also contribute to improved business performance. By identifying and addressing underlying problems, companies can streamline their operations and optimize their products or services. This, in turn, leads to increased efficiency, decreased costs, and improved overall performance. Problem-solving sessions provide a valuable platform to explore creative ideas and innovative solutions, enabling businesses to stay competitive in the market.
During problem-solving sessions, businesses have the opportunity to gather valuable feedback from customers. This feedback can provide insights into areas that require improvement, allowing companies to make informed decisions and implement necessary changes. By continuously seeking feedback and actively working towards resolving issues, businesses can adapt and evolve to meet the ever-changing needs and expectations of their customers.
Moreover, effective problem-solving can help businesses identify potential opportunities for growth and expansion. By analyzing customer feedback and addressing recurring issues, companies can uncover new market demands and develop innovative solutions to meet them. This proactive approach not only enhances customer satisfaction but also opens doors to new revenue streams and business ventures.
In conclusion, problem-solving is an integral part of customer service and business success. By actively engaging in problem-solving sessions, businesses can address customer concerns, improve satisfaction, and drive overall performance. Effective problem-solving not only resolves immediate issues but also paves the way for long-term growth and success in the market.
A successful problem-solving session comprises several key elements that ensure a systematic approach to addressing customer concerns.
In today’s fast-paced business environment, problem-solving has become an essential skill for organizations to thrive. Whether it’s resolving customer complaints, improving internal processes, or finding innovative solutions, effective problem-solving is crucial for success.
The initial step in conducting an effective problem-solving session is to identify the root cause of the issue. This requires active listening and gathering relevant information from both customers and internal stakeholders.
During this phase, it is important to create an open and non-judgmental environment where customers feel comfortable expressing their concerns. By empathizing with their experiences and actively seeking their input, businesses can gain valuable insights into the problem at hand.
Additionally, involving internal stakeholders such as employees from different departments can provide a holistic view of the issue. Their perspectives and expertise can uncover underlying factors that may have contributed to the problem.
By examining the problem from various angles, businesses can gain a comprehensive understanding of the situation and lay the foundation for finding the right solution.
Once the problem is identified, the next step is to brainstorm potential solutions. In a problem-solving session, team members should be encouraged to contribute their ideas freely.
Brainstorming sessions can be conducted in various formats, such as group discussions, virtual collaboration platforms, or even through anonymous suggestion boxes. The key is to create an environment where creativity flourishes and no idea is dismissed without consideration.
This collaborative approach allows for diverse perspectives and creativity, increasing the chances of finding an effective solution. Moreover, considering multiple alternatives helps in evaluating the feasibility and viability of each potential solution.
During the brainstorming phase, it is important to focus on generating a wide range of ideas without prematurely evaluating them. This encourages out-of-the-box thinking and prevents the group from getting stuck on a single solution too early in the process.
Once a substantial list of potential solutions is generated, the team can move on to the next step of evaluating each option based on criteria such as cost-effectiveness, practicality, and alignment with the organization’s goals.
After developing potential solutions, it is essential to implement and evaluate the chosen solution. This involves creating an action plan, allocating resources, and assigning responsibilities.
During the implementation phase, effective communication is crucial to ensure that everyone involved understands their roles and responsibilities. Clear instructions, regular progress updates, and feedback mechanisms help keep the team aligned and motivated.
Once the solution is implemented, ongoing evaluation and feedback from customers and team members help to refine the solution as needed, ensuring its effectiveness in addressing the initial problem.
By continuously monitoring the solution’s impact and gathering feedback, organizations can make necessary adjustments and improvements to optimize its outcomes.
Moreover, documenting the entire problem-solving process, including the identified problem, potential solutions, and the chosen solution, can serve as a valuable reference for future problem-solving sessions. This knowledge repository can help organizations build upon past experiences and avoid reinventing the wheel.
In conclusion, a well-executed problem-solving session involves identifying the problem, developing potential solutions through brainstorming, and implementing and evaluating the chosen solution. By following a systematic approach and involving diverse perspectives, organizations can effectively address customer concerns and drive continuous improvement.
Facilitating a problem-solving session requires specific techniques to ensure productive outcomes.
The facilitator plays a critical role in setting the stage for a productive problem-solving session. This involves creating a conducive environment where participants feel comfortable expressing their ideas and concerns. Clearly defining the session’s objectives and establishing ground rules fosters open communication and sets the tone for collaborative problem-solving.
Open communication and collaboration are essential for effective problem-solving. The facilitator should encourage active participation from all team members, ensuring that everyone has an equal opportunity to contribute their insights. Creating a non-judgmental atmosphere promotes free thinking, enabling teams to explore a wide range of ideas and perspectives.
The facilitator’s role also includes guiding the team towards effective solutions. This involves keeping discussions focused and on track, ensuring that the team does not get sidetracked by unrelated issues. The facilitator should facilitate consensus-building, helping the team to align and make informed decisions. Effective problem-solving requires both critical thinking and collaboration.
While problem-solving sessions are beneficial, they can also present challenges that need to be overcome to achieve desired outcomes.
Resistance and conflicts often arise during problem-solving sessions, hindering the progress. The facilitator should act as a mediator, promoting a respectful and inclusive environment. Encouraging active listening and empathy among team members helps to overcome resistance and conflicts, leading to a more productive session.
Unequal participation from team members can prevent a problem-solving session from reaching its full potential. To ensure that all team members are engaged, the facilitator should explicitly ask for input from quieter team members and ensure that dominant team members do not monopolize the discussion. Establishing a safe space where everyone feels comfortable sharing their thoughts is crucial for fostering equal participation.
Problem-solving sessions can sometimes lose focus or momentum due to lengthy discussions or side conversations. The facilitator must keep the session on track by summarizing key points, redirecting discussions when necessary, and managing time effectively. Maintaining a sense of urgency and keeping teams motivated ensures that the session remains productive from start to finish.
In conclusion, conducting effective problem-solving sessions is vital for customer service excellence. By recognizing the importance of such sessions and implementing key elements and techniques, businesses can address customer concerns efficiently and improve overall business performance. Overcoming common challenges requires facilitators to create a supportive environment that fosters open communication, collaboration, and effective decision-making. By adopting these strategies, companies can enhance customer satisfaction, drive innovation, and achieve enduring success.
CIPD Level 3 Course : The CIPD Level 3 Certificate in people practice is ideal for anyone looking to start a career in either HR or Learning and Development. CIPD Level 5 Course HR : The CIPD Level 5 Associate Diploma in People Management will help you build on your existing HR knowledge. CIPD Level 5 Course L&D : The CIPD Level 5 Diploma in Organisational Learning and Development is the most comprehensive course available for L&D professionals, ideal for you if you want to formalise your existing experience, skills and knowledge. CIPD Level 7 : The CIPD Level 7 Advanced Diploma is aimed at expanding learners’ autonomy so they can strategically direct organisations and their people.
If you aspire to become a digital marketing manager or explore the senior level of your career, have a look at the squared digital marketing programme .
Related articles.
In today’s fast-paced world, achieving a healthy work-life balance is more crucial than ever for maintaining employee productivity. We’ve all felt the strain of juggling our professional responsibilities with our personal lives, often leading to burnout and decreased job satisfaction. Fortunately, there are proven strategies that can help us find that sweet spot between work […]
In today’s fast-paced world, we understand that financial well-being is a crucial aspect of overall employee satisfaction and productivity. It’s not just about earning a paycheck; it’s about feeling secure and having peace of mind when it comes to financial matters. That’s why we’re diving deep into the steps necessary to ensure employees’ financial well-being, […]
In today’s globalised world, diversity and inclusion aren’t just buzzwords – they’re a business imperative. I’ve spent years delving into the nitty-gritty of HR strategies, and I’m here to share my insights on how to cultivate a diverse and inclusive workplace. We’ll explore the different HR strategies that can help your business harness the power […]
Get monthly insights handpicked by our editorial team. Act on it.
LiveChat is a complete customer service platform that delights your customers and fuels your sales.
Trusted by 36,000+ companies
Showing top 0 results 0 results found, 4 steps to effective customer service problem solving with examples.
Recently, I’ve read an interesting customer service story.
An American Express customer has made a decimal mistake while making a payment and paid thousands of dollar instead of hundreds (ouch!).
He called AmEx to inform them about the mistake and ask for advice. He was assured by a representative that the problem won’t affect his account and all charges will be refunded. But it turned out to be just the beginning of his problems.
A few days later customer has noticed that all his debit cards are suspended . But when he checked his account, he didn't find anything suspicious, not even a note that the account is blocked, so he called AmEx once again for clarification.
To his surprise, the representative he reached, asked why he didn't stop the payment and accused him of a fraud attempt. When customer responded that a previous rep didn't advise him to do so and assured that there will be no negative effects of his mistake.
Do you know what was the rep's response?
That's what customer service does. They tell you what you want to hear.
This quite nasty customer service story inspired me to write about the real purpose of customer service . Which is not “telling customers what they want to hear”, but helping customers and resolving their problems . You’ll also learn a couple of troubleshooting techniques that should make your job easier.
You might wonder how the story of the AmEx customer ended.
Well, the customer gave the company a last chance. He canceled the payment and got back to the customer service asking if there is anything else he’d have to do. But this time, he reached a different representative.
However this time... she is willing to listen. It was like night and day. I explain the situation to her. She is immediately understanding. She looks at my account, puts me on hold, then comes back on and says that her supervisor has authorized my card to be reactivated. I'm shocked... and happy.
Two reps working in the same customer service team for the same company and two entirely different customer experiences, a great one and a terrible one.
It’s hard to tell what led to the bad experience: maybe the rep was not the right person to work in customer service, perhaps management failed to train and motivate them properly. The bottom line was that the customer called for help and did not get it.
In many cases, problem-solving is so difficult because you need to maneuver between company policies and the interest of a customer . That’s what happened here. But it turned out that while the first rep was not able to deal with such a situation, the second had the right problem-solving skills to address the problem.
Here’s something that should be helpful for any customer service representative: a path that you should follow to provide satisfying solutions to customers.
So, here’s the customer.
They contact you and ask for something impossible to do. Let's say that they were informed that your company will be cutting their phone line for non-payment. Now, this customer is asking you to credit the last couple of invoices because they don’t have money (this is a real request I’ve got when I was working in call center).
A regular person’s first thought would be: “Are they nuts?” But you are not a regular person. You’re a Support Hero and it’s your job to save the customer’s day . Negative thinking won’t get you any closer to the solution.
Maybe a customer is a fraud, but maybe they are in a very bad situation and desperately need help. You can’t tell what’s right and what’s wrong at this stage, so you should assume that the customer is not a fraud and you should assist them.
It’s not your job to judge their motives.
You need to listen actively to understand the problem and find a way you can help.
Sometimes customers are not able to clearly explain what is wrong and it’s completely normal. They don’t know your processes or your jargon; they just know that they’ve had expectations towards your product or services and are disappointed now .
It’s your job to restore their faith in your company, but first, you need to find out where the problem is.
Here are few questions that can help you troubleshoot. Sometimes thanks to these simple questions you’re able to see that there is an outage or that a faulty batch of products was sent out by a manufacturer!
And now ask yourself:
Once a customer replies to all your questions, summarize answers back to them. It will let them know that you understand them and will help you to verify the facts.
If you haven’t heard about such a problem, or you’re not sure what to do, apologize briefly and inform that you need to discuss this case with your colleague or supervisor. Try to sound self-confident and don’t be afraid to ask a customer to hold on a minute.
Customers appreciate getting the correct answer, even if it will take a bit longer.
But instead of saying an awful “sorry but I’ll have to transfer you to the other department”, try to say:
We’re going to resolve this case for you. I will transfer you to a specialist who’s the best person to answer your question.
Make a good use of your analytical thinking and try to find out a solution that will suit your customer the best.
Here are a few questions that should help you to plan a solution:
Even if you’re dealing with a case that’s not going along with your company’s policy, there is always something you can suggest.
Let’s take the example with a customer asking for a refund .
Even if your company’s policy won’t let you credit these charges, there is still something you can do.
One unreasonable request and three possible solutions that depend on your creativity!
But what will happen if you are not the one who can solve the problem?
First of all, you might need to open a ticket .
You need to make sure that this ticket doesn’t get lost in your CRM's oblivion, so you need to assign it to yourself and monitor if it’s resolved in time. If the problem is not solved in 24 hours, you might want to contact the customer and inform them that you’re still working on a problem.
Sometimes the problem cannot be solved at all. Your company stopped selling the particular product, you don’t have a gluten-free option in your restaurant’s menu, a customer wants to use a feature that doesn’t exist...
It doesn’t mean that you can’t still find a possible solution!
If you’re not selling these gear bags, let the customer know who does it. If you don’t have anything gluten-free in your menu, ask the customer if they want something from the nearest shop.
Making an extra mile can translate into customer happiness even if you don’t solve the problem the way customer expected you to do .
Here’s an example from our experience. My colleague, Justyna , has received a chat from a customer upset with the fact that our application doesn’t have an in-built screen-sharing and screenshot-making tool.
After taking a few deep breaths, I told Aline that even though the tools that she needed doesn't come with LiveChat itself, she can set up an integration allowing her to have screen-sharing sessions with her clients, and use a free screenshot tool like Jing. That did the trick! She was very happy with the solution, so my mission was accomplished.
At last! The customer has agreed on a solution. You’ve briefly apologized for the problem and now you can fix it and close the case, right?
Unfortunately, it’s not that simple.
Sometimes your solution will not resolve the cause of the problem. Let’s say that customer had an issue with the application and you’ve suggested restarting the device. It is possible that it will resolve the problem, but it’s more likely that this customer will come back to you. And it’s more probable that they’ll be upset that the solution you gave them did not work.
I know, when working in customer service, you hardly have time to go for a break and I’m asking you to follow up your customer’s problems, right?
But there are positives of spending a bit of your time on contacting these customers back.
And if you don’t have time to make any calls or send any emails, there are two things you can do. The first thing is, some apps allow you to send automatic emails after a ticket is solved (LiveChat does that, for example, you can test it and try ).
But your team can also make use of an automatic survey that will tell you how happy the customer was and if you’ve helped to solve his problem. You can use SurveyMonkey, Typeform, or you can simply send a template of a message asking two questions:
Customers will appreciate it!
If you’ve read my post about problem solving skills , you remember the golden rule of customer service. Even when the problem does not concern your product, you can still create an amazing customer experience by suggesting a possible solution.
Because this is what is customer service for. For solving problems, not for telling what customers want to hear.
So as long as you don’t give up, use the advice I’ve shared with you and think positive – there will be no problem you can’t solve.
You might want to check " 5 Common Customer Service Problems and How to Resolve Them ."
It will go live straight after moderation. Come back soon!
We are sorry! Please try again in few moments
Something went wrong. Please try again in few moments.
LiveChat is a complete customer service platform that delights your customers and fuels your sales
7 min read | Mar 28 | Jacquelyn Dunham
Whether you’re having a friendly debate about the best travel destination, struggling with... read more
0 min watch | May 14 | Kaia Madalinska
0 min watch | May 08 | Kaia Madalinska
In this episode of the McKinsey Podcast , Simon London speaks with Charles Conn, CEO of venture-capital firm Oxford Sciences Innovation, and McKinsey senior partner Hugo Sarrazin about the complexities of different problem-solving strategies.
Podcast transcript
Simon London: Hello, and welcome to this episode of the McKinsey Podcast , with me, Simon London. What’s the number-one skill you need to succeed professionally? Salesmanship, perhaps? Or a facility with statistics? Or maybe the ability to communicate crisply and clearly? Many would argue that at the very top of the list comes problem solving: that is, the ability to think through and come up with an optimal course of action to address any complex challenge—in business, in public policy, or indeed in life.
Looked at this way, it’s no surprise that McKinsey takes problem solving very seriously, testing for it during the recruiting process and then honing it, in McKinsey consultants, through immersion in a structured seven-step method. To discuss the art of problem solving, I sat down in California with McKinsey senior partner Hugo Sarrazin and also with Charles Conn. Charles is a former McKinsey partner, entrepreneur, executive, and coauthor of the book Bulletproof Problem Solving: The One Skill That Changes Everything [John Wiley & Sons, 2018].
Charles and Hugo, welcome to the podcast. Thank you for being here.
Hugo Sarrazin: Our pleasure.
Charles Conn: It’s terrific to be here.
Simon London: Problem solving is a really interesting piece of terminology. It could mean so many different things. I have a son who’s a teenage climber. They talk about solving problems. Climbing is problem solving. Charles, when you talk about problem solving, what are you talking about?
Charles Conn: For me, problem solving is the answer to the question “What should I do?” It’s interesting when there’s uncertainty and complexity, and when it’s meaningful because there are consequences. Your son’s climbing is a perfect example. There are consequences, and it’s complicated, and there’s uncertainty—can he make that grab? I think we can apply that same frame almost at any level. You can think about questions like “What town would I like to live in?” or “Should I put solar panels on my roof?”
You might think that’s a funny thing to apply problem solving to, but in my mind it’s not fundamentally different from business problem solving, which answers the question “What should my strategy be?” Or problem solving at the policy level: “How do we combat climate change?” “Should I support the local school bond?” I think these are all part and parcel of the same type of question, “What should I do?”
I’m a big fan of structured problem solving. By following steps, we can more clearly understand what problem it is we’re solving, what are the components of the problem that we’re solving, which components are the most important ones for us to pay attention to, which analytic techniques we should apply to those, and how we can synthesize what we’ve learned back into a compelling story. That’s all it is, at its heart.
I think sometimes when people think about seven steps, they assume that there’s a rigidity to this. That’s not it at all. It’s actually to give you the scope for creativity, which often doesn’t exist when your problem solving is muddled.
Simon London: You were just talking about the seven-step process. That’s what’s written down in the book, but it’s a very McKinsey process as well. Without getting too deep into the weeds, let’s go through the steps, one by one. You were just talking about problem definition as being a particularly important thing to get right first. That’s the first step. Hugo, tell us about that.
Hugo Sarrazin: It is surprising how often people jump past this step and make a bunch of assumptions. The most powerful thing is to step back and ask the basic questions—“What are we trying to solve? What are the constraints that exist? What are the dependencies?” Let’s make those explicit and really push the thinking and defining. At McKinsey, we spend an enormous amount of time in writing that little statement, and the statement, if you’re a logic purist, is great. You debate. “Is it an ‘or’? Is it an ‘and’? What’s the action verb?” Because all these specific words help you get to the heart of what matters.
Simon London: So this is a concise problem statement.
Hugo Sarrazin: Yeah. It’s not like “Can we grow in Japan?” That’s interesting, but it is “What, specifically, are we trying to uncover in the growth of a product in Japan? Or a segment in Japan? Or a channel in Japan?” When you spend an enormous amount of time, in the first meeting of the different stakeholders, debating this and having different people put forward what they think the problem definition is, you realize that people have completely different views of why they’re here. That, to me, is the most important step.
Charles Conn: I would agree with that. For me, the problem context is critical. When we understand “What are the forces acting upon your decision maker? How quickly is the answer needed? With what precision is the answer needed? Are there areas that are off limits or areas where we would particularly like to find our solution? Is the decision maker open to exploring other areas?” then you not only become more efficient, and move toward what we call the critical path in problem solving, but you also make it so much more likely that you’re not going to waste your time or your decision maker’s time.
How often do especially bright young people run off with half of the idea about what the problem is and start collecting data and start building models—only to discover that they’ve really gone off half-cocked.
Hugo Sarrazin: Yeah.
Charles Conn: And in the wrong direction.
Simon London: OK. So step one—and there is a real art and a structure to it—is define the problem. Step two, Charles?
Charles Conn: My favorite step is step two, which is to use logic trees to disaggregate the problem. Every problem we’re solving has some complexity and some uncertainty in it. The only way that we can really get our team working on the problem is to take the problem apart into logical pieces.
What we find, of course, is that the way to disaggregate the problem often gives you an insight into the answer to the problem quite quickly. I love to do two or three different cuts at it, each one giving a bit of a different insight into what might be going wrong. By doing sensible disaggregations, using logic trees, we can figure out which parts of the problem we should be looking at, and we can assign those different parts to team members.
Simon London: What’s a good example of a logic tree on a sort of ratable problem?
Charles Conn: Maybe the easiest one is the classic profit tree. Almost in every business that I would take a look at, I would start with a profit or return-on-assets tree. In its simplest form, you have the components of revenue, which are price and quantity, and the components of cost, which are cost and quantity. Each of those can be broken out. Cost can be broken into variable cost and fixed cost. The components of price can be broken into what your pricing scheme is. That simple tree often provides insight into what’s going on in a business or what the difference is between that business and the competitors.
If we add the leg, which is “What’s the asset base or investment element?”—so profit divided by assets—then we can ask the question “Is the business using its investments sensibly?” whether that’s in stores or in manufacturing or in transportation assets. I hope we can see just how simple this is, even though we’re describing it in words.
When I went to work with Gordon Moore at the Moore Foundation, the problem that he asked us to look at was “How can we save Pacific salmon?” Now, that sounds like an impossible question, but it was amenable to precisely the same type of disaggregation and allowed us to organize what became a 15-year effort to improve the likelihood of good outcomes for Pacific salmon.
Simon London: Now, is there a danger that your logic tree can be impossibly large? This, I think, brings us onto the third step in the process, which is that you have to prioritize.
Charles Conn: Absolutely. The third step, which we also emphasize, along with good problem definition, is rigorous prioritization—we ask the questions “How important is this lever or this branch of the tree in the overall outcome that we seek to achieve? How much can I move that lever?” Obviously, we try and focus our efforts on ones that have a big impact on the problem and the ones that we have the ability to change. With salmon, ocean conditions turned out to be a big lever, but not one that we could adjust. We focused our attention on fish habitats and fish-harvesting practices, which were big levers that we could affect.
People spend a lot of time arguing about branches that are either not important or that none of us can change. We see it in the public square. When we deal with questions at the policy level—“Should you support the death penalty?” “How do we affect climate change?” “How can we uncover the causes and address homelessness?”—it’s even more important that we’re focusing on levers that are big and movable.
Simon London: Let’s move swiftly on to step four. You’ve defined your problem, you disaggregate it, you prioritize where you want to analyze—what you want to really look at hard. Then you got to the work plan. Now, what does that mean in practice?
Hugo Sarrazin: Depending on what you’ve prioritized, there are many things you could do. It could be breaking the work among the team members so that people have a clear piece of the work to do. It could be defining the specific analyses that need to get done and executed, and being clear on time lines. There’s always a level-one answer, there’s a level-two answer, there’s a level-three answer. Without being too flippant, I can solve any problem during a good dinner with wine. It won’t have a whole lot of backing.
Simon London: Not going to have a lot of depth to it.
Hugo Sarrazin: No, but it may be useful as a starting point. If the stakes are not that high, that could be OK. If it’s really high stakes, you may need level three and have the whole model validated in three different ways. You need to find a work plan that reflects the level of precision, the time frame you have, and the stakeholders you need to bring along in the exercise.
Charles Conn: I love the way you’ve described that, because, again, some people think of problem solving as a linear thing, but of course what’s critical is that it’s iterative. As you say, you can solve the problem in one day or even one hour.
Charles Conn: We encourage our teams everywhere to do that. We call it the one-day answer or the one-hour answer. In work planning, we’re always iterating. Every time you see a 50-page work plan that stretches out to three months, you know it’s wrong. It will be outmoded very quickly by that learning process that you described. Iterative problem solving is a critical part of this. Sometimes, people think work planning sounds dull, but it isn’t. It’s how we know what’s expected of us and when we need to deliver it and how we’re progressing toward the answer. It’s also the place where we can deal with biases. Bias is a feature of every human decision-making process. If we design our team interactions intelligently, we can avoid the worst sort of biases.
Simon London: Here we’re talking about cognitive biases primarily, right? It’s not that I’m biased against you because of your accent or something. These are the cognitive biases that behavioral sciences have shown we all carry around, things like anchoring, overoptimism—these kinds of things.
Both: Yeah.
Charles Conn: Availability bias is the one that I’m always alert to. You think you’ve seen the problem before, and therefore what’s available is your previous conception of it—and we have to be most careful about that. In any human setting, we also have to be careful about biases that are based on hierarchies, sometimes called sunflower bias. I’m sure, Hugo, with your teams, you make sure that the youngest team members speak first. Not the oldest team members, because it’s easy for people to look at who’s senior and alter their own creative approaches.
Hugo Sarrazin: It’s helpful, at that moment—if someone is asserting a point of view—to ask the question “This was true in what context?” You’re trying to apply something that worked in one context to a different one. That can be deadly if the context has changed, and that’s why organizations struggle to change. You promote all these people because they did something that worked well in the past, and then there’s a disruption in the industry, and they keep doing what got them promoted even though the context has changed.
Simon London: Right. Right.
Hugo Sarrazin: So it’s the same thing in problem solving.
Charles Conn: And it’s why diversity in our teams is so important. It’s one of the best things about the world that we’re in now. We’re likely to have people from different socioeconomic, ethnic, and national backgrounds, each of whom sees problems from a slightly different perspective. It is therefore much more likely that the team will uncover a truly creative and clever approach to problem solving.
Simon London: Let’s move on to step five. You’ve done your work plan. Now you’ve actually got to do the analysis. The thing that strikes me here is that the range of tools that we have at our disposal now, of course, is just huge, particularly with advances in computation, advanced analytics. There’s so many things that you can apply here. Just talk about the analysis stage. How do you pick the right tools?
Charles Conn: For me, the most important thing is that we start with simple heuristics and explanatory statistics before we go off and use the big-gun tools. We need to understand the shape and scope of our problem before we start applying these massive and complex analytical approaches.
Simon London: Would you agree with that?
Hugo Sarrazin: I agree. I think there are so many wonderful heuristics. You need to start there before you go deep into the modeling exercise. There’s an interesting dynamic that’s happening, though. In some cases, for some types of problems, it is even better to set yourself up to maximize your learning. Your problem-solving methodology is test and learn, test and learn, test and learn, and iterate. That is a heuristic in itself, the A/B testing that is used in many parts of the world. So that’s a problem-solving methodology. It’s nothing different. It just uses technology and feedback loops in a fast way. The other one is exploratory data analysis. When you’re dealing with a large-scale problem, and there’s so much data, I can get to the heuristics that Charles was talking about through very clever visualization of data.
You test with your data. You need to set up an environment to do so, but don’t get caught up in neural-network modeling immediately. You’re testing, you’re checking—“Is the data right? Is it sound? Does it make sense?”—before you launch too far.
Simon London: You do hear these ideas—that if you have a big enough data set and enough algorithms, they’re going to find things that you just wouldn’t have spotted, find solutions that maybe you wouldn’t have thought of. Does machine learning sort of revolutionize the problem-solving process? Or are these actually just other tools in the toolbox for structured problem solving?
Charles Conn: It can be revolutionary. There are some areas in which the pattern recognition of large data sets and good algorithms can help us see things that we otherwise couldn’t see. But I do think it’s terribly important we don’t think that this particular technique is a substitute for superb problem solving, starting with good problem definition. Many people use machine learning without understanding algorithms that themselves can have biases built into them. Just as 20 years ago, when we were doing statistical analysis, we knew that we needed good model definition, we still need a good understanding of our algorithms and really good problem definition before we launch off into big data sets and unknown algorithms.
Simon London: Step six. You’ve done your analysis.
Charles Conn: I take six and seven together, and this is the place where young problem solvers often make a mistake. They’ve got their analysis, and they assume that’s the answer, and of course it isn’t the answer. The ability to synthesize the pieces that came out of the analysis and begin to weave those into a story that helps people answer the question “What should I do?” This is back to where we started. If we can’t synthesize, and we can’t tell a story, then our decision maker can’t find the answer to “What should I do?”
Simon London: But, again, these final steps are about motivating people to action, right?
Charles Conn: Yeah.
Simon London: I am slightly torn about the nomenclature of problem solving because it’s on paper, right? Until you motivate people to action, you actually haven’t solved anything.
Charles Conn: I love this question because I think decision-making theory, without a bias to action, is a waste of time. Everything in how I approach this is to help people take action that makes the world better.
Simon London: Hence, these are absolutely critical steps. If you don’t do this well, you’ve just got a bunch of analysis.
Charles Conn: We end up in exactly the same place where we started, which is people speaking across each other, past each other in the public square, rather than actually working together, shoulder to shoulder, to crack these important problems.
Simon London: In the real world, we have a lot of uncertainty—arguably, increasing uncertainty. How do good problem solvers deal with that?
Hugo Sarrazin: At every step of the process. In the problem definition, when you’re defining the context, you need to understand those sources of uncertainty and whether they’re important or not important. It becomes important in the definition of the tree.
You need to think carefully about the branches of the tree that are more certain and less certain as you define them. They don’t have equal weight just because they’ve got equal space on the page. Then, when you’re prioritizing, your prioritization approach may put more emphasis on things that have low probability but huge impact—or, vice versa, may put a lot of priority on things that are very likely and, hopefully, have a reasonable impact. You can introduce that along the way. When you come back to the synthesis, you just need to be nuanced about what you’re understanding, the likelihood.
Often, people lack humility in the way they make their recommendations: “This is the answer.” They’re very precise, and I think we would all be well-served to say, “This is a likely answer under the following sets of conditions” and then make the level of uncertainty clearer, if that is appropriate. It doesn’t mean you’re always in the gray zone; it doesn’t mean you don’t have a point of view. It just means that you can be explicit about the certainty of your answer when you make that recommendation.
Simon London: So it sounds like there is an underlying principle: “Acknowledge and embrace the uncertainty. Don’t pretend that it isn’t there. Be very clear about what the uncertainties are up front, and then build that into every step of the process.”
Hugo Sarrazin: Every step of the process.
Simon London: Yeah. We have just walked through a particular structured methodology for problem solving. But, of course, this is not the only structured methodology for problem solving. One that is also very well-known is design thinking, which comes at things very differently. So, Hugo, I know you have worked with a lot of designers. Just give us a very quick summary. Design thinking—what is it, and how does it relate?
Hugo Sarrazin: It starts with an incredible amount of empathy for the user and uses that to define the problem. It does pause and go out in the wild and spend an enormous amount of time seeing how people interact with objects, seeing the experience they’re getting, seeing the pain points or joy—and uses that to infer and define the problem.
Simon London: Problem definition, but out in the world.
Hugo Sarrazin: With an enormous amount of empathy. There’s a huge emphasis on empathy. Traditional, more classic problem solving is you define the problem based on an understanding of the situation. This one almost presupposes that we don’t know the problem until we go see it. The second thing is you need to come up with multiple scenarios or answers or ideas or concepts, and there’s a lot of divergent thinking initially. That’s slightly different, versus the prioritization, but not for long. Eventually, you need to kind of say, “OK, I’m going to converge again.” Then you go and you bring things back to the customer and get feedback and iterate. Then you rinse and repeat, rinse and repeat. There’s a lot of tactile building, along the way, of prototypes and things like that. It’s very iterative.
Simon London: So, Charles, are these complements or are these alternatives?
Charles Conn: I think they’re entirely complementary, and I think Hugo’s description is perfect. When we do problem definition well in classic problem solving, we are demonstrating the kind of empathy, at the very beginning of our problem, that design thinking asks us to approach. When we ideate—and that’s very similar to the disaggregation, prioritization, and work-planning steps—we do precisely the same thing, and often we use contrasting teams, so that we do have divergent thinking. The best teams allow divergent thinking to bump them off whatever their initial biases in problem solving are. For me, design thinking gives us a constant reminder of creativity, empathy, and the tactile nature of problem solving, but it’s absolutely complementary, not alternative.
Simon London: I think, in a world of cross-functional teams, an interesting question is do people with design-thinking backgrounds really work well together with classical problem solvers? How do you make that chemistry happen?
Hugo Sarrazin: Yeah, it is not easy when people have spent an enormous amount of time seeped in design thinking or user-centric design, whichever word you want to use. If the person who’s applying classic problem-solving methodology is very rigid and mechanical in the way they’re doing it, there could be an enormous amount of tension. If there’s not clarity in the role and not clarity in the process, I think having the two together can be, sometimes, problematic.
The second thing that happens often is that the artifacts the two methodologies try to gravitate toward can be different. Classic problem solving often gravitates toward a model; design thinking migrates toward a prototype. Rather than writing a big deck with all my supporting evidence, they’ll bring an example, a thing, and that feels different. Then you spend your time differently to achieve those two end products, so that’s another source of friction.
Now, I still think it can be an incredibly powerful thing to have the two—if there are the right people with the right mind-set, if there is a team that is explicit about the roles, if we’re clear about the kind of outcomes we are attempting to bring forward. There’s an enormous amount of collaborativeness and respect.
Simon London: But they have to respect each other’s methodology and be prepared to flex, maybe, a little bit, in how this process is going to work.
Hugo Sarrazin: Absolutely.
Simon London: The other area where, it strikes me, there could be a little bit of a different sort of friction is this whole concept of the day-one answer, which is what we were just talking about in classical problem solving. Now, you know that this is probably not going to be your final answer, but that’s how you begin to structure the problem. Whereas I would imagine your design thinkers—no, they’re going off to do their ethnographic research and get out into the field, potentially for a long time, before they come back with at least an initial hypothesis.
Hugo Sarrazin: That is a great callout, and that’s another difference. Designers typically will like to soak into the situation and avoid converging too quickly. There’s optionality and exploring different options. There’s a strong belief that keeps the solution space wide enough that you can come up with more radical ideas. If there’s a large design team or many designers on the team, and you come on Friday and say, “What’s our week-one answer?” they’re going to struggle. They’re not going to be comfortable, naturally, to give that answer. It doesn’t mean they don’t have an answer; it’s just not where they are in their thinking process.
Simon London: I think we are, sadly, out of time for today. But Charles and Hugo, thank you so much.
Charles Conn: It was a pleasure to be here, Simon.
Hugo Sarrazin: It was a pleasure. Thank you.
Simon London: And thanks, as always, to you, our listeners, for tuning into this episode of the McKinsey Podcast . If you want to learn more about problem solving, you can find the book, Bulletproof Problem Solving: The One Skill That Changes Everything , online or order it through your local bookstore. To learn more about McKinsey, you can of course find us at McKinsey.com.
Charles Conn is CEO of Oxford Sciences Innovation and an alumnus of McKinsey’s Sydney office. Hugo Sarrazin is a senior partner in the Silicon Valley office, where Simon London, a member of McKinsey Publishing, is also based.
Related articles.
Get monthly insights handpicked by our editorial team. Act on it.
LiveChat is a complete customer service platform that delights your customers and fuels your sales.
Trusted by 36,000+ companies
4 steps to effective customer service problem solving with examples.
Recently, I came across a fascinating customer service story involving an American Express cardholder. It all began with a seemingly innocent mistake while making a payment involving a decimal point in the wrong spot, resulting in the customer inadvertently paying thousands of dollars instead of hundreds.
Determined to rectify the error and seek guidance, the customer promptly contacted American Express to report the issue. To his relief, a representative assured him that the mistake would have no adverse impact on his account and that all charges would be promptly refunded. Little did he know that this was just the prologue to a series of challenges.
A few days later, the customer was taken aback when he discovered that all his debit cards were unexpectedly suspended. Perplexed and concerned, he went over his account for any indications of suspicious activity or an account block, but to no avail. Thus, he decided to reach out to American Express once more to seek clarification.
To his utter surprise and dismay, the representative he connected with not only questioned why he had not halted the incorrect payment but also accused him of attempting fraud. The customer explained that a previous representative had not advised him to stop the payment and had, in fact, assured him that there would be no negative consequences resulting from his honest mistake.
The response?
That's what customer service does. They tell you what you want to hear.
This quite nasty customer service story inspired me to write about the real purpose of customer service. Which is not “telling customers what they want to hear” but helping customers and resolving their problems.
In this article, you’ll also learn some troubleshooting techniques to make your job easier.
A customer-centric culture serves as the bedrock of exceptional problem-solving and sustainable business success. In a world where customers today wield unparalleled power and influence, placing them at the heart of your operations is not just a choice; it is a strategic imperative.
At all levels of the organisation, employees must wholeheartedly prioritise customer happiness, understanding that every interaction is an opportunity to leave a lasting impact. By cultivating such a culture, businesses create a positive and supportive environment that empowers employees to go above and beyond to delight customers.
Nurturing this culture demands a multifaceted approach. One potent strategy is to recognise and reward outstanding customer service efforts. By celebrating employees who embody the customer-centric ethos, businesses reinforce the value they place on exceptional experiences. This recognition motivates individuals to exceed customer expectations continually and sets a powerful example for others to follow.
Encouraging collaboration is another pivotal aspect of fostering a customer-centric culture. In today's interconnected business landscape, problems seldom fit neatly within departmental silos. Emphasising collaboration cultivates a shared sense of responsibility for customer success and enables employees to pool their expertise, collectively devising innovative solutions that surpass individual capabilities. The result is a seamless and consistent experience for customers, who benefit from the collective effort of a united organisation.
To equip employees for the challenges of modern customer service, businesses must invest in skills training. Outstanding problem-solving skills do not materialise by chance; they are honed through intentional development. Equipping employees with the necessary tools and knowledge to navigate diverse customer interactions positions them to respond adeptly and confidently, even in the face of dissatisfied customers.
Speaking of dissatisfied customers, they hold the key to unlocking greater customer retention. Rather than viewing poor experiences as a liability, businesses must embrace them as opportunities for growth. Each negative interaction presents a chance to introspect, identify pain points, and make tangible improvements. By actively seeking feedback from dissatisfied customers, businesses demonstrate their commitment to listening and learning, earning trust and loyalty in the process.
A customer-centric culture is more than a mere buzzword; it drives superior customer experiences and enhanced customer retention. By prioritising customer satisfaction at every touchpoint, celebrating exceptional service, fostering collaboration, investing in skills training, and actively engaging with dissatisfied customers, businesses can forge a path to sustained success and unmatched customer loyalty. Embrace the customer-centric ethos, and you will unlock the true potential of your organisation in a customer-centric world.
Timely response and resolution are essential components of successful troubleshooting. Customers appreciate swift action, showing that their concerns are taken seriously. Personalisation also plays a significant role, as customers feel valued when their issues are treated individually rather than generically.
Navigating challenging situations with irate customers requires patience and tact. Service reps need to stay calm, acknowledge the customer's feelings, and work towards finding a resolution.
As a customer service agent, providing satisfying solutions is essential. Let's explore the path to achieve this.
Imagine yourself in the customer's shoes. They reach out to you with what seems like an impossible request. For instance, they received a notice that their phone line would be cut due to non-payment, yet they requested credits on their invoices due to financial constraints. Initially, you might question their request, but remember, you're not just an ordinary person; you're a Support Hero tasked with saving the customer's day. Negative thinking won't lead to solutions.
At this stage, it's hard to distinguish if the customer is genuine or potentially fraudulent. However, instead of passing judgment, assume the customer needs assistance and act accordingly. Engage in active listening to comprehend the problem thoroughly and find a way to help.
Exceptional problem-solving hinges on understanding customer needs and concerns. Active listening enables service representatives to connect with customers on a deeper level and empathise effectively. By listening attentively, you can pinpoint the root cause of the problem and tailor solutions to meet their specific needs.
Remember these keywords throughout your journey: fully understand the problem, solve the customer's problem, find a workable solution, and ensure the customer is happy with the resolution.
Ensuring that customers are happy with the solutions provided is crucial in customer service. Sometimes, customers simply struggle to articulate their issues, and that's entirely normal. They may not be familiar with your processes or jargon; all they know is that their expectations regarding your product or service have been disappointing.
As a Support Hero, it's your responsibility to restore their faith in your company, but to do that, you must first pinpoint the problem.
To troubleshoot effectively, here are a few questions that can guide you. Sometimes, by asking these simple questions, you can quickly identify an outage or a faulty batch of products sent out by a manufacturer!
Can you describe the problem you're facing precisely? When did this problem start? Has this issue occurred before?
Next, consider the following:
Are all users affected, or is it isolated to just one customer? Has anyone else faced a similar problem in the past?
Once the customer responds, summarise their answers back to them. This gesture demonstrates that you genuinely comprehend their concerns and helps you verify the facts.
If you're unfamiliar with the problem or unsure how to proceed, offer a brief apology and inform the customer that you need to discuss their case with a colleague or supervisor. Maintain a self-assured tone, and don't hesitate to ask the customer to hold on for a moment.
Remember, customers value accuracy even if it takes a bit more time to sort out the issue.
Instead of abruptly transferring a customer to another department, try saying:
"We're committed to resolving this for you. Let me transfer you to a specialist best equipped to address your question."
Customers appreciate the effort you put into understanding their journey and resolving their issues promptly. Poor customer service can lead to bad customer experiences, but by actively listening to their concerns, you can turn their dissatisfaction into a happy customer.
Always focus on solving the problem, no matter how common or complex. As a customer service representative, your role is to provide exceptional support and ensure that customers are satisfied with the resolution.
So, embrace every customer service issue as an opportunity to solve the problem and deliver exceptional customer support. Your dedication and responsiveness will create a positive experience, turning unhappy customers into satisfied ones.
Remember, the help desk is where customer issues are met with efficiency and care. The key to a successful customer service journey lies in how you handle problems and fix them effectively.
Utilise your analytical thinking to devise a solution that best suits your customer's needs. Here are some key questions to help you plan an effective resolution:
Is there enough staff to carry it out?
Who will be involved in implementing the solution?
What is the expected time frame for the solution?
What resources are needed to make it happen?
Who should be informed about the planned solution?
How will the customer be notified about the solution?
Even if you're faced with a case that goes against your company's policy, there is always room for creative suggestions. Take, for example, a customer seeking a refund, which may not align with your policy.
However, consider these alternative solutions:
Inform the customer that you cannot credit the bill, but offer to split the payment into smaller instalments to accommodate their financial situation.
Postpone the account suspension temporarily, allowing the client to continue using the service.
Analyse the customer's account and propose a switch to a more budget-friendly price plan.
Your creativity can turn an unreasonable request into three viable solutions!
But what if you're not the one who can solve the problem?
In such cases, you may need to open a ticket to escalate the issue appropriately. To ensure the ticket doesn't get lost, assign it to yourself and monitor its progress. If the problem remains unresolved after 24 hours, consider contacting the customer to provide an update on your ongoing efforts.
Occasionally, there are situations where the problem cannot be fully sorted. For instance, your company may have stopped selling a particular product, or you may not have a gluten-free option on your menu. However, that doesn't mean you can't offer a helpful solution. If you don't have what the customer needs, guide them to the right source. Let them know where they can find the desired product or suggest alternatives.
Going the extra mile can create customer happiness, even if the solution deviates from their initial expectations.
Here's an example from our experience: My colleague, Justyna, recently chatted with a customer disappointed that our application lacked an in-built screen-sharing and screenshot-making tool. With a composed demeanour, I informed Aline that while LiveChat lacked those features, she could set up an integration for screen-sharing sessions and use a free screenshot tool like Jing. It did the trick! Aline was delighted with the solution, and my mission was accomplished.
Throughout the resolution process, ensure that the customer is at the centre of your focus. Handle customer service issues with attentiveness and empathy, as a positive customer service experience can be transformative. Use a series of questions to fully understand the problem, allowing you to implement the right solution and untangle customer queries effectively.
Finally! The customer has agreed on a solution. You've offered a brief apology for the problem, and now you can fix it and close the case, right?
Unfortunately, it's not always that straightforward.
Sometimes, the solution provided may not address the root cause of the problem. For example, let's say a customer had an issue with the application, and you suggested restarting the device. While this might settle the problem, it's more likely that the customer will return with the same issue, possibly even upset that the initial solution didn't work as expected.
I understand that working in customer service leaves little time for breaks, and now I'm asking you to follow up on your customer's problems. But there are significant benefits to spending a little extra time reaching out to these customers.
Doing so demonstrates genuine care and creates an exceptional customer experience. You ensure that you won't receive calls or chats from furious customers later. You can verify whether your solution worked, giving you confidence for future interactions.
If you find it challenging to make calls or send emails to follow up, don't worry. There are alternative approaches you can take. Some apps allow you to send automatic emails once a ticket is resolved (e.g., LiveChat). You can test and try this feature to save time.
Alternatively, your team can use an automatic survey to gauge customer satisfaction and determine whether the problem was adequately resolved. Platforms like SurveyMonkey and Typeform can be useful in this regard. Alternatively, you can send a simple template asking two questions:
Did we help you solve your problem?
On a scale of 1 to 10, how would you rate your overall experience?
Customers will undoubtedly appreciate these efforts!
In customer service, increasing customer success is vital. To achieve this, it's essential to understand the issue at hand fully. When a customer allows you to delve into their concerns, you can identify the right product or service to address their needs effectively.
Remember, customers are likely to encounter complex problems, and they depend on you for assistance. Utilise customer service problem-solving techniques to handle their issues competently and ensure they are satisfied with the outcome.
To excel in issue resolution, customer service reps must have the right skills and authority. Regular training and development programs ensure that representatives are well-prepared to handle various situations effectively.
Additionally, empowering representatives to take ownership of customer issues instils a sense of responsibility, leading to more proactive and efficient resolutions.
Technology plays a vital role in modern customer service troubleshooting. Customer relationship management (CRM) systems help consolidate customer data, making it easier for representatives to access relevant information quickly.
AI-powered chatbots can provide instant support, resolving common queries and freeing up human representatives to handle more complex issues. Data analytics tools allow companies to gain insights into customer behaviour and preferences, enabling them to tailor their services accordingly.
To continuously improve the way problems are solved, companies need to track and measure their customer service performance. Key performance indicators (KPIs), such as response time, resolution rate, and satisfaction scores, provide valuable insights into the effectiveness of customer service efforts.
By monitoring these metrics, businesses can identify areas that require attention and implement targeted improvements.
Curious about how the story of the American Express customer ended? Well, after cancelling the payment, he reached out to customer service again, giving the company one last chance. However, he connected with a different representative this time—a night-and-day contrast from the previous encounter.
Unlike before, this representative was willing to listen. She grasped the situation immediately, empathising with the customer's plight. After reviewing his account and consulting with her supervisor, she astonishingly informed him that his card would be reactivated. The customer was both shocked and elated with this positive outcome.
It's remarkable how two representatives working for the same company in the same customer service team can provide vastly different experiences—one great and the other terrible.
The root cause of the poor experience is challenging to pinpoint. Perhaps the first representative was not suited for customer service, or management failed to train and motivate them adequately. Regardless, the bottom line was that the customer sought help but did not receive it.
Often, solving a customer-service problem involves navigating between company policies and customer interests, as was evident in this case. The first representative struggled to handle such a situation, whereas the second possessed the necessary skills to address the issue effectively.
As we explored in my previous post on problem-solving skills , the golden rule of customer service is to create a fantastic customer experience even when the problem may not directly concern your product. Offering a possible solution exemplifies the essence of customer service—solving problems, not merely telling customers what they want to hear.
The key to success lies in persistence, utilising the advice shared here, and maintaining a positive outlook. Armed with these qualities, there will be no problem you cannot conquer.
LiveChat is a complete customer service platform that delights your customers and fuels your sales
Published: March 24, 2023
Companies want to stay relevant and innovative and often look at other successful companies, hot industry trends, or new shiny products for inspiration.
However, a vital component to growth is at every business's fingertips — it's customers. Honing in on customer needs can improve the longevity and progress of your business. Happy customers result in higher retention rates, lifetime value, and brand reach as they spread the word in their social circles.
The first step toward creating the types of customer experiences that result in happy customers is by understanding and meeting customer needs.
In this article, you'll learn:
What are customer needs.
A customer need is a motive that prompts a customer to buy a product or service. Ultimately, the need is the driver of the customer's purchase decision. Companies often look at the customer need as an opportunity to resolve or contribute surplus value back to the original motive.
An example of customer need takes place every day around 12:00 p.m. This is when people begin to experience hunger (need) and decide to purchase lunch. The type of food, the location of the restaurant, and the amount of time the service will take are all factors to how individuals decide to satisfy the need.
Customer-centric companies know that solving for customer needs and exceeding expectations along the way is how to drive healthy business growth and foster good relationships with the people your company serves.
Although customer centricity is not a new concept, the right steps to achieve a customer service focus are still hazy.
Anticipating customer needs will help you cater to customers before they feel the need to put in a request for a new feature, product, or solution for you. If companies can begin to make changes before their customers' needs aren't fulfilled, this can ultimately lead to growth, innovation, and retention.
Creating a customer-centric company that truly listens to customer needs can be daunting, and there's a steep learning curve if you haven't paid close attention to customers before.
Below are the most common types of customer needs — most of which work in tandem with one another to drive a purchasing decision.
Use these free templates to build out your customer profiles for your marketing, sales, and customer service teams.
All fields are required.
Click this link to access this resource at any time.
Fill out the form to better understand your customer needs., 16 most common types of customer needs.
The types of product needs can be split into two categories: product and service.
1. functionality.
Customers need your product or service to function the way they need in order to solve their problem or desire.
Customers have unique budgets with which they can purchase a product or service.
Your product or service needs to be a convenient solution to the function your customers are trying to meet.
The experience using your product or service needs to be easy — or at least clear — so as not to create more work for your customers.
Along the lines of experience, the product or service needs a slick design to make it relatively easy and intuitive to use.
The product or service needs to reliably function as advertised every time the customer wants to use it.
The product or service needs to perform correctly so the customer can achieve their goals.
The product or service needs to be efficient for the customer by streamlining an otherwise time-consuming process.
The product or service needs to be compatible with other products your customer is already using.
10. empathy.
When your customers get in touch with customer service, they want empathy and understanding from the people assisting them.
From pricing to terms of service to contract length, customers expect fairness from a company.
Customers expect transparency from a company they're doing business with. Service outages, pricing changes, and things breaking happen, and customers deserve openness from the businesses they give money to.
Customers need to feel like they're in control of the business interaction from start to finish and beyond, and customer empowerment shouldn't end with the sale. Make it easy for them to return products, change subscriptions, adjust terms, etc.
Customers need options when they're getting ready to make a purchase from a company. Offer a variety of product, subscription, and payment options to provide that freedom of choice.
Customers need information, from the moment they start interacting with your brand to days and months after making a purchase. Businesses should invest in educational blog content, instructional knowledge base content, and regular communication so customers have the information they need to successfully use a product or service.
Customers need to be able to access your service and support teams. This means providing multiple channels for customer service. We'll talk a little more about these options later.
With so many types of customer needs, how do you understand which ones apply to your customers specifically? Next, we'll dig into how to identify them.
"You've got to start with the customer experience and work backwards to the technology," Steve Jobs notably stated . "You cannot start with the technology and try to figure out where you are going to sell it."
Whether you sell technology or some other product or service, the underlying message he's saying here rings true.
This means understanding where they're coming from when they've chosen to make a purchase, what expectations they're bringing to the table, and what bumps they'll encounter along the way.
Identifying Customer Needs
You can gain more knowledge about what your customers want using a few different strategies.
Most likely you have some customer data already, especially if you’re using a CRM. This is the best place to start your search. Are there pain points or issues you can glean from just looking at this customer data? Are there any patterns you can identify? Taking note of who your current customers are and their past interactions with your brand to get a better idea of where customers are coming from and if you’re meeting their needs.
When trying to identify consumer needs, go straight to the source. This can be done using surveys that live on your site, or sent via email. Additionally you could conduct focus groups to gain more in depth insight to customer needs and their overall experience with your product or service.
To better understand and assist customers, you’ll need to first know what phase of the customer journey they are in and what they’re looking for. This is where customer journey mapping can help, giving a visual representation of how customers interact with your brand. This exercise will help you create a more proactive customer service approach and improve retention.
Download the Free Templates
In addition to getting customer feedback, it’s important to consult those who work with them most — your service team. They’ll often have insights you may not be privy to and can help you anticipate the needs of your customers as well as solve existing issues. They’ll also be able to explain how customers are currently using your product or service and can identify any hiccups in the process.
It’s common to study competitors when conducting market research, but you should also consider them when identifying customer needs. There might be overlap in your target audience, meaning your brand could benefit from reviewing any issues competitors are experiencing and gain insight on how they went about fixing it. You might find that some of their strategies would be worth implementing at your company, or discover gaps in service that your company can fill.
Track and analyze your competitors with these ten free planning templates.
Chances are, your customers use a variety of social media platforms in their day to day. Take advantage of that by using it as a way to listen in on what customers are saying about your products and your competitors. Are people asking questions under your posts? What sorts of comments are they making? Are they giving praise, asking for assistance, or do they want new features? Using a social media monitoring tool like Hootsuite will help you identify trends, mentions, and hashtags relevant to your brand to better inform your strategy.
People turn to the internet for most things, so Google is an excellent resource for figuring out customer needs. How are customers finding your brand online and what are they typing into the search box to find it? Doing keyword research can give you a broad overview of what your customers need based on search data. Keyword research will also help you optimize your site for search engines by aligning the content of your site with what customers are searching for.
If you design your process with these things in mind, you'll be able to uncover consumer needs at any stage of their lifecycle. You can take a deeper dive into their needs by conducting a customer needs analysis.
A customer needs analysis is used in product development and branding to provide an in-depth analysis of the customer to ensure that the product or message offers the benefits, attributes, and features needed to provide the customer with value.
To conduct a customer needs analysis successfully, you need to do the following:
The customer needs analysis is typically conducted by running surveys that help companies figure out their position in their respective competitive markets and how they stack up in terms of meeting their target customers' needs.
The survey should primarily ask questions about your brand and competitors, as well as customers' product awareness and brand attitudes in general.
Questions can include:
You can learn more about which questions to ask in this survey in our guide and this guide from dummies.
Once you've conducted the customer needs analysis survey, you can use the answers to get a fuller picture of the reasons why your customers purchase from you, and what makes your product or service stand apart from your competitors.
A means-end analysis analyzes those answers to determine the primary reasons why a customer would buy your product. Those buyer reasons can be divided into three main groups:
1. Features: A customer buys a product or service because of the features included in the purchase. If the customer were buying a computer, for example, they might buy it because it's smaller and more lightweight than other options.
2. Benefits: A customer buys a product or service because of a benefit, real or perceived, they believe it will offer them. The customer might also buy the computer because it syncs easily with their other devices wirelessly.
3. Values: A customer buys a product or service for unique, individual values, real or perceived, they believe it will help them fulfill. The customer might think the computer will help them to be more creative or artistic and unlock other personal or professional artistic opportunities.
As you might imagine, these reasons for purchasing something can vary from customer to customer, so it's important to conduct these customer surveys, collect the answers, and group them into these three categories. From there, you can identify which of those motivating factors you're solving for, and which you can improve on to make your product or service even more competitive in the market.
If you want to know what your customers think about the experience of working with your company, ask them. Interviewing your customers and members of your service team can contribute to a customer needs analysis and improvements to your customer lifecycle .
As you gather data from your customer needs analysis, it's important to identify the points of friction that your customers experience and the moments in their journey that provide unexpected delight.
Asking these questions can lead you to valuable insights as you work to solve for your customers.
The first step to solving for your customers is to put yourself in their shoes: If you were the customer when we purchase your goods, use your technology, or sign up for your services, what would prevent you from achieving ultimate value?
Your customer needs analysis is a good starting point for getting in the mind of your customer, especially when it comes to identifying common pain points. From there, you can build a proactive plan to implement your customer-first values throughout the customer lifecycle. Here are some tips for doing so:
Too often customers get caught up in the "he said, she said" game of being told a product can do one thing from sales and another from support and product. Ultimately, customers become confused and are left with the perception that the company is disorganized.
Consistent internal communications across all departments is one of the best steps toward a customer-focused mindset. If the entire company understands its goals, values, product, and service capabilities, then the messages will easily translate to meet the customers’ needs.
To get everyone on the same page, organize sales and customer service meetings, send out new product emails, provide robust new employee onboarding, and require quarterly training and seminars or staff-hosted webinars to share important projects.
Customers purchase a product because they believe it will meet their needs and solve their problem. However, adoption setup stages are not always clear. If best practices aren't specified at the start and they don't see value right away, it's an uphill battle to gain back their trust and undo bad habits.
A well-thought-out post-purchase strategy will enable your products or services to be usable and useful.
One way companies gain their customers' attention is providing in-product and email walkthroughs and instructions as soon as the customer receives a payment confirmation. This limits the confusion, technical questions, and distractions from the immediate post-purchase euphoria.
A customer education guide or knowledge base is essential to deliver proper customer adoption and avoid the ‘floundering effect' when customers are stuck. Other companies provide new customer onboarding services, host live demos and webinars and include events and promotions in their email signatures .
Lean into customer complaints and suggestions, and it will change the way you operate your business. Criticism often has negative connotations. However, if you flip problems to opportunities you can easily improve your business to fit the customer's needs.
Just as you solicited customer feedback in your needs analysis, you can keep a pulse on how your customers feel at scale with customer satisfaction scores , customer surveys , exploration customer interviews, social media polls, or personal customer feedback emails.
If you're able to incorporate this into a repeatable process, you'll never be in the dark about the state of the customer experience in your organization, and you'll be enabled to continue improving it.
Take customer suggestions seriously and act on those recommendations to improve design, product, and system glitches. Most customer support success metrics are paramount to the customer experience and this mentality should trickle down to every aspect of the organization.
When a customer buys a product or service, they want to use it right away and fulfill their immediate need. Whether they are delighted within the first hour, week, or a month, it's important to constantly think about their future needs.
Proactive relationship-building is essential to prevent customers from losing their post-purchase excitement and ultimately churning. If customers stop hearing from you and you don't hear from them this can be a bad sign that they are about to churn .
Companies solve for customer relationships with a combination of customer service structure and communication strategies. Solve for the long-term customer need and create a customer service team dedicated to check-ins and customer retention , show appreciation with rewards and gifts to loyal customers, host local events, highlight employees that go above and beyond and communicate product updates and new features.
Excluding customers from your cohort of business can seem counterintuitive to solve for your customers' needs. However, understanding whose needs you can fulfill and whose you cannot is a major step toward solving the right problems. All customers' needs can't be treated equally and a company must recognize which problems they can solve and ones that aren't aligned with their vision.
To find the right customer priorities, create buyer personas and uncover consumer trends, look at customer's long-term retention patterns, establish a clear company vision, provide premier customer service to valuable customers and communicate with your ideal customer in their preferred social media space to capture questions, comments, and suggestions.
Successful startups, brick-and-mortar shops, and Fortune 500 companies solve and prioritize customer needs to stay ahead and establish industry trends.
If a problem arises, your customers want to get it resolved and feel heard in the process. This starts with being able to meet their needs with empathy, but along the way, the process for obtaining support should be easy and on a channel that's convenient for them.
Some customer needs are time-sensitive and require immediate interaction via phone or chat. Others are less critical and can be resolved at a more casual pace. Let's break down the types of customer service and how each optimizes your team's ability to fulfill customer needs.
Email is one of the most fundamental forms of customer service. It allows customers to fully describe their problems, and it automatically records the conversation into a resourceful thread. Customers only have to explain their issue once, while reps can reference important case details without having to request additional information.
Email is best used with customer needs that don't need to be resolved right away. Customers can ask their question, go back to work, and return to the case once the service rep has found a solution. Unlike phones or chat, they don't have to wait idly while a rep finds them an answer.
One limitation of email is the potential lack of clarity. Some customers have trouble describing their problem, and some service reps struggle to explain solutions. This creates time-consuming roadblocks when the issue is overly complex. To be safe, use email for simple problems that require a brief explanation or solution.
When customers have problems that need to be answered immediately, phones are the best medium to use. Phones connect customers directly to reps and create a human interaction between the customer and the business. Both parties hear each other's tone and can gauge the severity of the situation. This human element is a major factor in creating delightful customer experiences.
Phones come in handy most when there's a frustrated or angry customer. These customers are most likely to churn and require your team to provide a personalized solution. Your team can use soft communication skills to appease the customer and prevent costly escalations. These responses appear more genuine on the phone because reps have less time to formulate an answer.
The most common flaw with phone support is the wait time. Strive for shorter wait times as 33% of customers are frustrated by being waiting on hold. Customers hate being put on hold, and it's a determining factor for customer churn .
Chat is one of the most flexible customer service channels. It can solve a high volume of simple problems or provide detailed support for complex ones. Businesses continue to adopt chat because of its versatility as well as the improvement in efficiency it provides for customer service reps.
When it comes to solving customer needs, chat can be used to solve almost any problem. Simple and common questions can be answered with chatbots that automate the customer service process. For more advanced roadblocks, reps can integrate customer service tools into their chat software to help them diagnose and resolve issues.
The limitations of chat are similar to those of email. However, since the interaction is live, any lack of clarity between the two parties can drastically impact troubleshooting. As a former chat rep, there were plenty of times where I struggled to get on the same page as my customer. Even though we resolved the issue, that miscommunication negatively impacted the customer's experience.
Social media is a relatively new customer service channel. While it's been around for over a decade, businesses are now beginning to adopt it as a viable service option. That's because social media lets customers immediately report an issue. And since that report is public, customer service teams are more motivated to resolve the customer's problem.
Social media is an excellent channel for mass communication, which is particularly useful during a business crisis. When a crisis occurs, your customers' product and service needs become the primary concern of your organization. Social media is an effective tool for communicating with your customers in bulk. With a social media crisis management plan , your team can continue to fulfill customer needs during critical situations.
Social media is different from other types of customer service because it empowers the customer the most. Customers tend to have more urgent needs and expect instant responses from your accounts. While this type of service presents an enormous opportunity, it also places tremendous pressure on your reps to fulfill customer demand. Be sure your team is equipped with proper social media management tools before you offer routine support.
As the oldest form of customer service, you're probably familiar with working in person with customers. Brands who have brick-and-mortar stores must offer this service for customers living near their locations. This fulfills a convenience need as customers can purchase and return a product without having to ship it back to the company through an online service.
In-person customer service is great for businesses with strong service personnel. Without dedicated employees, your customer service team won't be able to fulfill your customers' product or service needs. Successful teams have reps who are determined to provide above-and-beyond customer service .
Sometimes it's not about how quickly your business can provide a solution, but rather how efficient you can make the service experience. For example, say a customer has a simple question about pricing that should only take a few minutes to answer, but their expected wait time for phone service is over 15 minutes. Rather than making this customer spend more time on hold than actually speaking with a representative, you can offer a call back service where your team reaches out to the customer as soon as the next rep is available.
Another situation where this type of service comes in handy is with text-based mediums like email and live chat. In some cases, these channels aren't ideal for troubleshooting and can lead to friction if the case isn't transferred to another platform. Having a call back service available allows customers to schedule time to speak directly with reps, particularly when they feel like they aren't gaining progress on their case. Instead of having to create a completely new support ticket , call backs seamlessly transition the conversation to a more effective channel.
Self-service teaches your customers how to solve problems independently from your support team. Rather than calling or emailing your business whenever they need assistance, customers can navigate to your knowledge base and access resources that help them troubleshoot issues on their own. Not only does this get customers faster solutions, but it also saves them from having to open a ticket with your team. This makes the experience feel much less like a formal support case and more like a quick roadblock that your customers can handle on their own.
Self-service is advantageous for your team's productivity as well. If more customers use your knowledge base, less will call or email your team for help. This will free your reps up more to focus on complex service cases that require a longer time commitment.
Chatbots are no longer novelties that customer service teams use to show off their technological prowess. Now, they're integral pieces of support strategies as they act more like interactive virtual assistants than simple, question-and-answer bots. Today's chatbots are powered by innovative AI technology that interprets customer needs and can walk people through step-by-step solutions.
Image Source
The image above shows a perfect example of how useful today's virtual assistants can be. In this situation, the customer is learning how to use their new car — a product that typically offers a lot of unique features and an extensive operator's manual. To help new users navigate the car's basic features, this brand offers an augmented reality tour hosted by a virtual assistant. The user simply has to scroll their camera over different parts of the car and the chatbot will tell them everything they need to know.
Interactive features like this show that you're investing in more than just product development. You're thinking about how you'll support customers and what services you can adopt that will make their lives easier. Customers pay attention to this type of customer service and it can often be a reason why many will return to your business.
Integrated service can be described as all of the little things your brand does to remove pain points from the customer experience. Some of this is proactive, like sending customers an automated newsletter that informs them about major updates or announcements, and some of it is reactive, like pinging a customer success manager whenever someone submits negative feedback to your team.
Even though these pain points may seem small, they add up over time if left unchecked. The best way to remove most of these points of friction is to adopt automation as you grow your customer base. Automated customer service tools like ticketing systems, help desks, and workflows help your team keep pace with increasing customer demand. This technology lets you maintain that same level of personalized customer service even as more people reach out to your business for support.
There's no "best" type of customer service. Each medium complements the other and optimizes your overall performance when used together. This creates an omni-channel experience for your customers which will keep them coming back for more.
It’s important to note that customer service is reactive. That said, there are a few things to keep in mind to ensure you’re providing excellent customer service.
Each customer has their own unique needs, but there are a few that are universal.
While your product or service may run using a complex set of algorithms and procedures, customers don’t need to know that. They simply want a solution that resolves their issue with as little fuss as possible. Keep your messaging simple and focus on how your brand will solve the customer’s problem.
Treat your customers like people and not numbers on a spreadsheet. Zendesk found that 54% of customers expect all experiences to be personalized. Use their name in communications and tailor your messaging to the buyer persona they most closely align with. Adding a personal touch when it comes to marketing lets customers know that their needs are at the forefront of your brand’s mission.
Does your product or service outperform the competition or provide a more cost effective solution for consumers? If so, drive that point home in your messaging. Explain how and why they should choose your product or service over others on the market. How will customers benefit when they choose your brand?
One of the easiest ways to build trust with consumers is to be transparent. No one wants to feel duped by disingenuous, bait-and-switch advertising. Be honest about your product or service’s capabilities and pricing whenever possible.
While it is always encouraged to empower customers to help themselves with features like a knowledge base, getting extra assistance when they need it shouldn’t be difficult. Whether it’s phone, email, or chat support, it’s important to be responsive to consumer needs. At the beginning of this article we identified accessibility as one of the most common types of customer needs. If your team is unresponsive to their needs, customers will trade your brand in for a competitor that fills the gap.
One of the best things you can do is continue learning based on the types of issues that come up so that you can proactively address consumer needs and continue improving on the experience.
While the process requires quite a bit of legwork, the results will be instrumental in the success of your brand. Once you understand customer needs and expectations, you can work towards delighting them with your product.
Editor's note: This post was originally published in September 2020 and has been updated for comprehensiveness.
Related articles.
Free templates to build customer profiles for your marketing, sales, and customer service teams.
Service Hub provides everything you need to delight and retain customers while supporting the success of your whole front office
The most important skill for a customer service agent to learn is empathy. that, plus a well-crafted customer service plan, can solve nearly any problem that arises..
Customer service agents are the first line of defense in solving issues and managing customer expectations , but finding a solution is not always as easy as it seems.
How an agent addresses a challenge can be the difference between a repeat customer or one that will seek out a competitor. Understanding the top eight common challenges -- and how to address them -- is only the first step to ensuring long-term customer loyalty .
The core of all customer service interactions is understanding the customer's needs and the best way to satisfy them. It begins with customer service agents actively listening to the customer as they explain their issue. Next, agents must act as investigators as they take that information and ask additional questions to get to the root cause of the problem. Then, they can identify the best solution based on the company's processes and procedures.
Customer service agents must empathize with customers because they need to build a relationship that instills trust. If the customer knew how to resolve the problem independently, they would not have reached out for help. The customer service agent can address the issue beginning with an apology:
This article is part of
Download this entire guide for FREE now!
"Mr. Black, we're sorry for the problem you are experiencing. Let's see how we can get this matter resolved for you. Can you tell me more about what's happening? "
Then, the agent can ask follow-up questions to help get more context for the problem. Once the agent identifies the root problem and possible cause, they can start finding viable solutions.
The general expectation is that a service agent will resolve any concern or problem a customer may have. However, a time will inevitably come when a customer service agent cannot answer a customer's question or provide a satisfactory resolution to their problem. If a proper solution takes time beyond the first call, customers should have their expectations managed with regularly scheduled follow-ups . A possible response to a customer could be:
"Ms. Johnson, I am looking at your account information. Based on what you are telling me and what I can view on your account, I will need to follow up with another agent to give you the correct information on the next steps. Can I place you on hold for two minutes to do that follow-up?"
It's essential to manage expectations and provide an update if a full resolution is still in progress. It's critical not to leave the customer wondering.
There are two red flags for customers when they contact a customer service department -- a phone tree that goes on and on and automated messages that transfer them from team to team. While a call sometimes needs to be transferred to better support a customer's needs, making this process as seamless as possible is crucial to creating a superior customer experience. The agent should inform the customer who they will be speaking to and why this transfer is appropriate to their particular needs. A possible response might be:
The general expectation is that a service agent will resolve any concern or problem a customer may have.
"Ms. Hall, I am going to transfer you over to Sue, who is in the payments department. She is better able to look into the details of what happened with your bill back in September. I will remain on the line with you as this takes place."
An unfortunate yet common experience is encountering angry customers, and it takes skill to handle them appropriately . Customers want their dissatisfaction taken seriously and their problem resolved as quickly as possible. It is essential that a customer service agent listens and responds with genuine empathy and compassion during these interactions. A good guideline is to apologize for the situation; a customer service agent should take responsibility and accountability for the organization.
"Mr. Smith, I'm sorry this happened. Let me see what I can do to resolve this situation for you as quickly as possible."
It is paramount to be transparent with customers about what the service team does and does not know when service outages happen. The best approach is to explain what the problem appears to be at that moment, including if there is no current estimated time of resolution. There is often an ongoing communication response plan by those working on the outage or crisis response teams in cases like this.
"Mrs. Jones, I'm sorry that this outage has impacted you. The service outage is on our end, and our response team is diagnosing the problem with our technicians. Once we have a clear idea of the cause, we can provide an estimate for when the service will be restored. Based on my current information, we expect to get our next update in an hour. At that point, I could provide an update via email or text message, depending on your preference. Thank you for your patience and understanding."
Addressing multiple tasks and customers at a time is sometimes unavoidable. It's often best to have a method in place to handle these scenarios when they arise. When addressing the first customer, the agent should inform them it will take time to manage their inquiry or find a solution. Often, customers are okay being placed on hold if it means a resolution is coming.
"Ms. Lee, are you okay if I place you on hold to look into this situation further? It should only take me a couple of minutes."
Then, if another call comes through, the customer service agent will be expected to multitask both interactions. The goal should be to create an experience that feels personalized -- even while handling multiple calls. This is a skill that will develop over time and takes practice to perfect .
Occasionally, a customer may have a request that goes beyond what a company provides or offers. In such a situation, the customer service agent is responsible for managing expectations. It's best to give a 'soft no' and provide a comparable alternative if possible.
" Thank you for calling, Mr. Adams. Unfortunately, this is not something we currently offer, but we can do X, which is not quite the same but may still address your needs."
As service and product offerings evolve, new procedures for addressing issues can come from ad hoc experiences. As a result, the customer service experience may be inconsistent and not align with the customer service workflow or the appropriate stage in the customer journey . The agent should be able to use their expertise to help address any discrepancies. As the customer service team compares the agent's work against the established customer service plan , they can identify key areas to be revised while keeping the customer journey in mind.
Applying the tips identified in these eight scenarios will enable customer service agents to tackle challenging customer service situations and help build long-lasting customer loyalty .
Top 5 challenges in field service management
What are the different types of contact centers?
10 examples of AI in customer service
The future of customer service: 12 trends to watch
Generative AI has much promise. But the road between here and delivering on those promises looks to be a lot longer than when ...
A move to SharePoint Online from a legacy system can help organizations modernize their ECM strategies. Yet, customizations and ...
With more access to knowledge across an organization, employees are more collaborative, more engaged and better performing -- and...
Organizations have ramped up their use of communications platform as a service and APIs to expand communication channels between ...
Google will roll out new GenAI in Gmail and Docs first and then other apps throughout the year. In 2025, Google plans to ...
For successful hybrid meeting collaboration, businesses need to empower remote and on-site employees with a full suite of ...
The vendor's assistant and automatically generated metadata descriptions together enable users to work with data using natural ...
The data platform vendor's latest update targets GenAI development by enabling easier access to unstructured data, making ...
The tech giant updated its database with new features aimed at simplifying model and application development cost-effectively, ...
Copilot and ChatGPT are generative AI tools that can help coders be more productive. Learn about their strengths and weaknesses, ...
Generative AI hallucinations cause major problems in the enterprise. Mitigation strategies like retrieval-augmented generation, ...
The South Korea-based chipmaker responds to the growing demand for AI memory chips with a big investment through 2028. Meanwhile,...
Blockchain's ability to record each supply chain link can help companies improve various aspects of operations, but uses of the ...
Order management software can help companies meet consumers' needs faster and more efficiently. Learn about some of the top order...
Weather events, geopolitical unrest and other disruptions are occurring more frequently. These seven supply chain resilience ...
All Products
Knowledge Base
Survey Maker
ProProfs.com
Try our Forever FREE account with all premium features!
Help desk & customer support specialists
The ProProfs Help Desk Editorial Team is a diverse group of professionals passionate about help desk management. We update you on the latest trends, dive into technical topics, and offer insights to elevate your business.
Customer. Vendor. Seller. Buyer.
All of them have been around since the concept of commerce started.
Fast forward to 2020.
Today, it is all about the ‘Age of the Customer’. Businesses have grown more concerned; some may say, even obsessed with how their customers are treated.
And rightfully so.
It only takes one bad experience for the customer to swear off your business forever.
By the same logic, one outstanding customer experience can convert them into loyal brand ambassadors, lifelong.
So, what is the most natural solution to ensure that your relationship with your customers becomes better?
Isn’t the answer pretty obvious?
You can have a great product and a very talented staff. But the one thing that the majority of customers will remember in all likelihood is the direct interaction they had with your business.
And who is at the forefront of this experience? Your customer service team, of course!
The bottom line is that your customer service department is the face of the company for your customers. Any experience that they have is primarily a direct outcome of the quality and skill of the team.
Hence, any strong business will look to harness the power of customer service to develop positive relationships with the clients. But if you are a proactive company, you will keep asking the questions, “ What is good customer service? ”
The core value of outstanding customer service is centralized around attending to the needs and expectations of your customers through careful listening. Therefore, to prevent the relationship from stagnating, you have to be constantly looking out for newer and innovative opportunities for experience enhancement.
Your customers are interacting with your business pretty much every day. It is clear that at some stage, your team will encounter roadblocks and challenges.
The success of your business will depend on how skillfully you handle your customer service problems .
Remember, if you can resolve these issues successfully, you would have won a customer for their lifetime. They will return to you again and again, thus, boosting revenue and profits.
On the other hand, if the handling is poor, expect your customers to bolt to your closest competitor. And with it goes your revenue too.
So, the question remains that in spite of knowing the benefits of a positive customer service experience, why is it so hard to deliver it consistently?
Everyone knows that customer service jobs are really challenging. And a problematic customer is probably the icing on the cake.
Problems, queries, and complaints, you never know what’s in store for you next. Some days you could be solving customer problems for one distressed client, whereas other days can feel like a train wreck. And your job is to salvage it all. And end it all on a high note.
Customer service is no rocket science. But if it’s that simple, then why do so many businesses do not know how to solve customer service problems?
Maybe looking and analyzing the reasons behind common customer service problems as reported by consumers can be a step in the right direction.
Let’s take a closer look at the solutions that can help you get your customer service standards up in the process.
Customers today expect communication with service departments to be instant. In fact, they want immediate resolution of their concerns too. This is, indisputably, the first in the long list of the common problem with customer service that needs to be addressed by businesses.
Check out the reasons why this major problem occurs frequently:
To drive yourself back into the fast lane, you need to do the following:
Customer service issues, if left unattended, can be a frustrating experience for your client. Be proactive and keep your customers informed of how you aim to address their issues quickly.
Your customer service problem-solving starts by diving due importance to listening. This is often overlooked, which may result in catching the customer service agent off guard with questions to which you may not have the appropriate answer.
You may not want to be in a position where you have to listen to customers complaining. Unless you give your full attention to what the customer is saying, it will be difficult to understand what they need or how to service their problem.
You can land up in this situation due to the following reasons:
To help you deliver the right resolution, you can do the following:
A study published in the Harvard Business Review reported that a complaining customer handled proactively in less than 5 minutes will go on to spend more on purchases in the future.
Y our agents should be quick to understand and analyze customer problems.
Remember that empathy, too, begins with active listening. Wouldn’t you call this an ideal customer service problem example ?
When people engage with businesses, and it does not turn out as per their expectations, it is the ultimate death knell to your reputation.
When a customer keeps getting transferred from one agent or department to another, it ensures that a customer will never return to you or your business in the future. Neither will they recommend you to people they know. This brings us to the second most common customer service problem.
Here are some reasons why a customer call may get transferred:
To ensure that the customer is not enraged, this is what you can do to pacify the situation before transferring the customer:
Remember that the customer may already be on the brink of losing it if the call has already been transferred several times. Try not to push him any further than you need to. You do want the experience to end on a positive tone.
This is possibly the worst-case scenario for a business where the customer service rep has been rude to the client. You can’t deny that this is a tough situation to handle and is best avoided under all circumstances.
No matter how frustrated or high-pitched a customer might go at the time of conversing with a service agent, it does not give the rep the license to be rude to the customer in any way. Generally, such situations are handled by an experienced manager.
Circumstances that can lead them in the direction of being rude to the customer include:
Following these guidelines can help you tackle even a sticky situation such as this:
For now, it may seem like a rather far-fetched strategy to take care of a critical customer service problem and solution. In due course of time, you will see that it was worth the effort.
There will be times when you may not have an instant solution for the customer. Telling that to the customer can be slightly tricky, especially if you notice that the customer is already annoyed. But dealing with an angry customer is part of the job description, and there is really no way of escaping it.
Customer service reps are only human and may not be able to offer a resolution of customer queries on the first contact. When customers have to chat or call the service department multiple times, it can be a hassle for them.
There may be several reasons why agents may not be able to offer immediate solutions. These include:
You can go through possible solutions options in a scenario such as this:
Even though this is not the ideal situation to end the conversation, it is a common occurrence in customer service. Just make sure that whenever you get back to the customer, the solution should be able to meet their expectations.
A very important and viable solution here can be an updated knowledge base that the support reps should have access to as and when they need it. This will reduce the chances of inadequate or incorrect information being passed by reps to the customers. That’s a great customer service problem-solving example that anyone can refer to.
Be it live chat tools or phones, technology has allowed a significant percentage of customer service processes to be automated. While the life of a customer service agent has been simplified to a large extent, most customers find it really annoying to have a real human dealing with their issues.
Customers today want to talk to humans, not machines. This brings us to another key customer service issue that is quite common these days.
The top reasons why businesses are prioritizing automation in their customer service processes are:
Here is how you can avoid some of the pitfalls:
Automation requires a lot of planning to make sure it is successful in offering the right customer experience to your clients. Too much of it can undermine the goals of achieving good customer service. Now, this looks like the perfect customer service problem and solution example. Wouldn’t you agree?
This situation can arise if the customer has a specific product or service-related query or maybe needs guidance to decide on, which is a suitable variant or model that will fit best with their needs.
Many times, customer service agents adopt a ‘ one size fits all ’ kind of approach. This may result in them pushing a product or service to the customer, thus, adversely impacting their experience with the business.
You need to do the following to get into the customer’s good books:
Your customer is looking up to you for directions. Presenting him or her with a range of helpful suggestions will ensure that you drive the conversation on a positive note. All staff should be trained so that customers receive a consistently delightful, not just satisfactory experience.
Using live chat software that helps you track customer history as soon as the customer says its first word can make things easier for you. Live Chat comes with a plethora of features that help you access customer information in real time and provide solutions that delight customers.
If the customer service department is unable to offer an instant solution to the client, they will ideally make a promise to deliver it within a stipulated period. In many instances, it has been observed that service reps are repeatedly missing to live up to what they’ve promised the customer.
This brings us to the next customer service problem of reps not following through with the promise that they have made to the customer. It can be infuriating when the issue remains unsolved due to this.
This customer service problem goes against the very ethos of the profession. However, some reasons why this may still happen are:
The following strategies can help fix the above-mentioned issues:
No matter what the reason or type of follow-through is, always remember to thank your customers for continuing to be loyal patrons of your brand. A simple ‘Thank You’ will suffice. Streamline processes with the integration of a helpdesk software to ensure that the customer experience is top-notch.
It is easy to lose the culture of customer centricity as the business keeps expanding and growing. When you fail to place the customer at the core of your business, eventually, everything starts falling apart.
Temkin’s State of Voice of the Customer Programs 2017 report cited that 67% of large companies rated themselves as good at soliciting customer feedback , yet only 26% think they are good at acting on it.
This brings us to the next problem with customer service, where it is internal barriers are leading to behaviors that are detracting businesses from promoting a customer-centric culture.
Check these top reasons why customer-centricity issues are not being addressed:
Some of these tips can help get you on track:
With a vision that is purpose-driven and a clear path forward will help to draw upon emotional belief systems and team member rationale to walk the talk of a customer-centric organization.
Bad customer experience at any point in the customer journey can absolutely ruin the relationship between the client and the business. Just having a good team in place is not enough. The service team should be aligned with the needs and desires of the customers throughout their lifecycle.
This brings us to the last problem with customer service, where businesses are not paying adequate attention to getting their customer service workflow in line with the customer’s lifecycle.
The key reasons are:
Follow these guidelines to succeed:
Always base your customer mapping on research that will help your service agents to understand the customer experience from the outside-in. Remember to capture the entire journey and always highlight the key moments that push your customers to stay on the course of their purchase path.
Competition is fierce in this global marketplace, and customer service problems are inevitable. And sometimes it can be quite overwhelming to keep up with the ever-evolving innovations that have tremendous control over your customer experience, no matter how good your business is.
It will always be outstanding customer service that will make them come back for more. People want to feel special. By addressing their customer service problems, you want your customers to walk away from the interaction feeling not only satisfied with the outcome but valued, understood, and prioritized. Try to adopt the solutions mentioned above and wherever required make use of a competent customer support tool to upgrade your customer service and delight your customers.
Let’s read through some frequently asked questions in the context of customer service problems and how to resolve them:
It is crucial to solve customer service problems because you want your customers to be happy and satisfied. It also allows the business to identify gaps in their service and figure out a course of action to take corrective measures.
With a positive image of the brand, your customers will be more than happy to recommend it to their family and friends.
A problem statement for a customer primarily involves writing out the detailed description of a specific issue raised by a client that needs to be addressed by the team responsible for problem-solving.
Start by describing the present condition of the customer’s situation and explain the problem from a customer perspective. Outline any possible financial implications that may be incurred as a result of solving the problem. Without evidentiary support, arriving at a final solution will be impossible. Conclude by explaining the obvious advantages of adopting the resolution.
Generally, dissatisfied customers as a result of poor customer service can be classified into eight types – meek, aggressive, high roller, rip-off, expressive, passive, constructive, and chronic.
There are several common problems that customers face today.
Topping the list is the lack of authentic information on products and services. Along with that, complex navigation to specific pages, followed by connection issues with digital payments, is also quite a hassle. Poor standards of customer service, after-sales service, and vague return policies also create problems for customers frequently.
Handling customer service problems is never an easy job. While it may seem like a challenging process, remember that even the frustrated customer is looking for a solution.
The best way to tackle such situations is by carefully listening to the issue at hand and without interruption. Acknowledge the issue and ensure that you have understood the concern from the customer’s point of view. Apologize and then offer a solution if it is readily available.
Alternatively, if the issue needs more investigation or you do not have an instant resolution, communicate the same to the customer. End the call thanking the customer for calling in and asking if he or she needs any further assistance.
Remember that customer service means taking the good with the bad.
Proprofs editorial team.
The ProProfs Help Desk Editorial Team is a passionate group of customer service experts dedicated to improving your help desk operations with top-notch content. We stay ahead of the curve on trends, tackle technical hurdles, and provide practical tips to boost your business. With our commitment to quality and integrity, you can be confident you're getting the most reliable resources to enhance your customer support initiatives.
All teams and organizations encounter challenges. Approaching those challenges without a structured problem solving process can end up making things worse.
Proven problem solving techniques such as those outlined below can guide your group through a process of identifying problems and challenges , ideating on possible solutions , and then evaluating and implementing the most suitable .
In this post, you'll find problem-solving tools you can use to develop effective solutions. You'll also find some tips for facilitating the problem solving process and solving complex problems.
Join the 150,000+ facilitators using SessionLab.
A step-by-step guide to planning a workshop, 54 great online tools for workshops and meetings, how to create an unforgettable training session in 8 simple steps.
Problem solving is a process of finding and implementing a solution to a challenge or obstacle. In most contexts, this means going through a problem solving process that begins with identifying the issue, exploring its root causes, ideating and refining possible solutions before implementing and measuring the impact of that solution.
For simple or small problems, it can be tempting to skip straight to implementing what you believe is the right solution. The danger with this approach is that without exploring the true causes of the issue, it might just occur again or your chosen solution may cause other issues.
Particularly in the world of work, good problem solving means using data to back up each step of the process, bringing in new perspectives and effectively measuring the impact of your solution.
Effective problem solving can help ensure that your team or organization is well positioned to overcome challenges, be resilient to change and create innovation. In my experience, problem solving is a combination of skillset, mindset and process, and it’s especially vital for leaders to cultivate this skill.
A problem solving process is a step-by-step framework from going from discovering a problem all the way through to implementing a solution.
With practice, this framework can become intuitive, and innovative companies tend to have a consistent and ongoing ability to discover and tackle challenges when they come up.
You might see everything from a four step problem solving process through to seven steps. While all these processes cover roughly the same ground, I’ve found a seven step problem solving process is helpful for making all key steps legible.
We’ll outline that process here and then follow with techniques you can use to explore and work on that step of the problem solving process with a group.
The seven-step problem solving process is:
The first stage of any problem solving process is to identify the problem(s) you need to solve. This often looks like using group discussions and activities to help a group surface and effectively articulate the challenges they’re facing and wish to resolve.
Be sure to align with your team on the exact definition and nature of the problem you’re solving. An effective process is one where everyone is pulling in the same direction – ensure clarity and alignment now to help avoid misunderstandings later.
The process of problem analysis means ensuring that the problem you are seeking to solve is the right problem . Choosing the right problem to solve means you are on the right path to creating the right solution.
At this stage, you may look deeper at the problem you identified to try and discover the root cause at the level of people or process. You may also spend some time sourcing data, consulting relevant parties and creating and refining a problem statement.
Problem refinement means adjusting scope or focus of the problem you will be aiming to solve based on what comes up during your analysis. As you analyze data sources, you might discover that the root cause means you need to adjust your problem statement. Alternatively, you might find that your original problem statement is too big to be meaningful approached within your current project.
Remember that the goal of any problem refinement is to help set the stage for effective solution development and deployment. Set the right focus and get buy-in from your team here and you’ll be well positioned to move forward with confidence.
Once your group has nailed down the particulars of the problem you wish to solve, you want to encourage a free flow of ideas connecting to solving that problem. This can take the form of problem solving games that encourage creative thinking or techniquess designed to produce working prototypes of possible solutions.
The key to ensuring the success of this stage of the problem solving process is to encourage quick, creative thinking and create an open space where all ideas are considered. The best solutions can often come from unlikely places and by using problem solving techniques that celebrate invention, you might come up with solution gold.
No solution is perfect right out of the gate. It’s important to discuss and develop the solutions your group has come up with over the course of following the previous problem solving steps in order to arrive at the best possible solution. Problem solving games used in this stage involve lots of critical thinking, measuring potential effort and impact, and looking at possible solutions analytically.
During this stage, you will often ask your team to iterate and improve upon your front-running solutions and develop them further. Remember that problem solving strategies always benefit from a multitude of voices and opinions, and not to let ego get involved when it comes to choosing which solutions to develop and take further.
Finding the best solution is the goal of all problem solving workshops and here is the place to ensure that your solution is well thought out, sufficiently robust and fit for purpose.
Nearly there! Once you’ve got a set of possible, you’ll need to make a decision on which to implement. This can be a consensus-based group decision or it might be for a leader or major stakeholder to decide. You’ll find a set of effective decision making methods below.
Once your group has reached consensus and selected a solution, there are some additional actions that also need to be decided upon. You’ll want to work on allocating ownership of the project, figure out who will do what, how the success of the solution will be measured and decide the next course of action.
Set clear accountabilities, actions, timeframes, and follow-ups for your chosen solution. Make these decisions and set clear next-steps in the problem solving workshop so that everyone is aligned and you can move forward effectively as a group.
Ensuring that you plan for the roll-out of a solution is one of the most important problem solving steps. Without adequate planning or oversight, it can prove impossible to measure success or iterate further if the problem was not solved.
This is what we were waiting for! All problem solving processes have the end goal of implementing an effective and impactful solution that your group has confidence in.
Project management and communication skills are key here – your solution may need to adjust when out in the wild or you might discover new challenges along the way. For some solutions, you might also implement a test with a small group and monitor results before rolling it out to an entire company.
You should have a clear owner for your solution who will oversee the plans you made together and help ensure they’re put into place. This person will often coordinate the implementation team and set-up processes to measure the efficacy of your solution too.
So you and your team developed a great solution to a problem and have a gut feeling it’s been solved. Work done, right? Wrong. All problem solving strategies benefit from evaluation, consideration, and feedback.
You might find that the solution does not work for everyone, might create new problems, or is potentially so successful that you will want to roll it out to larger teams or as part of other initiatives.
None of that is possible without taking the time to evaluate the success of the solution you developed in your problem solving model and adjust if necessary.
Remember that the problem solving process is often iterative and it can be common to not solve complex issues on the first try. Even when this is the case, you and your team will have generated learning that will be important for future problem solving workshops or in other parts of the organization.
It’s also worth underlining how important record keeping is throughout the problem solving process. If a solution didn’t work, you need to have the data and records to see why that was the case. If you go back to the drawing board, notes from the previous workshop can help save time.
Every effective problem solving process begins with an agenda . In our experience, a well-structured problem solving workshop is one of the best methods for successfully guiding a group from exploring a problem to implementing a solution.
The format of a workshop ensures that you can get buy-in from your group, encourage free-thinking and solution exploration before making a decision on what to implement following the session.
This Design Sprint 2.0 template is an effective problem solving process from top agency AJ&Smart. It’s a great format for the entire problem solving process, with four-days of workshops designed to surface issues, explore solutions and even test a solution.
Check it for an example of how you might structure and run a problem solving process and feel free to copy and adjust it your needs!
For a shorter process you can run in a single afternoon, this remote problem solving agenda will guide you effectively in just a couple of hours.
Whatever the length of your workshop, by using SessionLab, it’s easy to go from an idea to a complete agenda . Start by dragging and dropping your core problem solving activities into place . Add timings, breaks and necessary materials before sharing your agenda with your colleagues.
The resulting agenda will be your guide to an effective and productive problem solving session that will also help you stay organized on the day!
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.
Individual approaches to solving a problem can be very different based on what team or role an individual holds. It can be easy for existing biases or perspectives to find their way into the mix, or for internal politics to direct a conversation.
Six Thinking Hats is a classic method for identifying the problems that need to be solved and enables your team to consider them from different angles, whether that is by focusing on facts and data, creative solutions, or by considering why a particular solution might not work.
Like all problem-solving frameworks, Six Thinking Hats is effective at helping teams remove roadblocks from a conversation or discussion and come to terms with all the aspects necessary to solve complex problems.
The Six Thinking Hats #creative thinking #meeting facilitation #problem solving #issue resolution #idea generation #conflict resolution The Six Thinking Hats are used by individuals and groups to separate out conflicting styles of thinking. They enable and encourage a group of people to think constructively together in exploring and implementing change, rather than using argument to fight over who is right and who is wrong.
Featured courtesy of Jonathan Courtney of AJ&Smart Berlin, Lightning Decision Jam is one of those strategies that should be in every facilitation toolbox. Exploring problems and finding solutions is often creative in nature, though as with any creative process, there is the potential to lose focus and get lost.
Unstructured discussions might get you there in the end, but it’s much more effective to use a method that creates a clear process and team focus.
In Lightning Decision Jam, participants are invited to begin by writing challenges, concerns, or mistakes on post-its without discussing them before then being invited by the moderator to present them to the group.
From there, the team vote on which problems to solve and are guided through steps that will allow them to reframe those problems, create solutions and then decide what to execute on.
By deciding the problems that need to be solved as a team before moving on, this group process is great for ensuring the whole team is aligned and can take ownership over the next stages.
Lightning Decision Jam (LDJ) #action #decision making #problem solving #issue analysis #innovation #design #remote-friendly It doesn’t matter where you work and what your job role is, if you work with other people together as a team, you will always encounter the same challenges: Unclear goals and miscommunication that cause busy work and overtime Unstructured meetings that leave attendants tired, confused and without clear outcomes. Frustration builds up because internal challenges to productivity are not addressed Sudden changes in priorities lead to a loss of focus and momentum Muddled compromise takes the place of clear decision- making, leaving everybody to come up with their own interpretation. In short, a lack of structure leads to a waste of time and effort, projects that drag on for too long and frustrated, burnt out teams. AJ&Smart has worked with some of the most innovative, productive companies in the world. What sets their teams apart from others is not better tools, bigger talent or more beautiful offices. The secret sauce to becoming a more productive, more creative and happier team is simple: Replace all open discussion or brainstorming with a structured process that leads to more ideas, clearer decisions and better outcomes. When a good process provides guardrails and a clear path to follow, it becomes easier to come up with ideas, make decisions and solve problems. This is why AJ&Smart created Lightning Decision Jam (LDJ). It’s a simple and short, but powerful group exercise that can be run either in-person, in the same room, or remotely with distributed teams.
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.
Sometimes, a group needs to go further with their strategies and analyze the root cause at the heart of organizational issues. An RCA or root cause analysis is the process of identifying what is at the heart of business problems or recurring challenges.
The 5 Whys is a simple and effective method of helping a group go find the root cause of any problem or challenge and conduct analysis that will deliver results.
By beginning with the creation of a problem statement and going through five stages to refine it, The 5 Whys provides everything you need to truly discover the cause of an issue.
The 5 Whys #hyperisland #innovation This simple and powerful method is useful for getting to the core of a problem or challenge. As the title suggests, the group defines a problems, then asks the question “why” five times, often using the resulting explanation as a starting point for creative problem solving.
World Cafe is a simple but powerful facilitation technique to help bigger groups to focus their energy and attention on solving complex problems.
World Cafe enables this approach by creating a relaxed atmosphere where participants are able to self-organize and explore topics relevant and important to them which are themed around a central problem-solving purpose. Create the right atmosphere by modeling your space after a cafe and after guiding the group through the method, let them take the lead!
Making problem-solving a part of your organization’s culture in the long term can be a difficult undertaking. More approachable formats like World Cafe can be especially effective in bringing people unfamiliar with workshops into the fold.
World Cafe #hyperisland #innovation #issue analysis World Café is a simple yet powerful method, originated by Juanita Brown, for enabling meaningful conversations driven completely by participants and the topics that are relevant and important to them. Facilitators create a cafe-style space and provide simple guidelines. Participants then self-organize and explore a set of relevant topics or questions for conversation.
One of the best approaches is to create a safe space for a group to share and discover practices and behaviors that can help them find their own solutions.
With DAD, you can help a group choose which problems they wish to solve and which approaches they will take to do so. It’s great at helping remove resistance to change and can help get buy-in at every level too!
This process of enabling frontline ownership is great in ensuring follow-through and is one of the methods you will want in your toolbox as a facilitator.
Discovery & Action Dialogue (DAD) #idea generation #liberating structures #action #issue analysis #remote-friendly DADs make it easy for a group or community to discover practices and behaviors that enable some individuals (without access to special resources and facing the same constraints) to find better solutions than their peers to common problems. These are called positive deviant (PD) behaviors and practices. DADs make it possible for people in the group, unit, or community to discover by themselves these PD practices. DADs also create favorable conditions for stimulating participants’ creativity in spaces where they can feel safe to invent new and more effective practices. Resistance to change evaporates as participants are unleashed to choose freely which practices they will adopt or try and which problems they will tackle. DADs make it possible to achieve frontline ownership of solutions.
Design Sprint 2.0
Want to see how a team can solve big problems and move forward with prototyping and testing solutions in a few days? The Design Sprint 2.0 template from Jake Knapp, author of Sprint, is a complete agenda for a with proven results.
Developing the right agenda can involve difficult but necessary planning. Ensuring all the correct steps are followed can also be stressful or time-consuming depending on your level of experience.
Use this complete 4-day workshop template if you are finding there is no obvious solution to your challenge and want to focus your team around a specific problem that might require a shortcut to launching a minimum viable product or waiting for the organization-wide implementation of a solution.
Open space technology- 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
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!
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.
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.
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.
Not every problem-solving approach is right for every challenge, and deciding on the right method for the challenge at hand is a key part of being an effective team.
The Agreement Certainty matrix helps teams align on the nature of the challenges facing them. By sorting problems from simple to chaotic, your team can understand what methods are suitable for each problem and what they can do to ensure effective results.
If you are already using Liberating Structures techniques as part of your problem-solving strategy, the Agreement-Certainty Matrix can be an invaluable addition to your process. We’ve found it particularly if you are having issues with recurring problems in your organization and want to go deeper in understanding the root cause.
Agreement-Certainty Matrix #issue analysis #liberating structures #problem solving You can help individuals or groups avoid the frequent mistake of trying to solve a problem with methods that are not adapted to the nature of their challenge. The combination of two questions makes it possible to easily sort challenges into four categories: simple, complicated, complex , and chaotic . A problem is simple when it can be solved reliably with practices that are easy to duplicate. It is complicated when experts are required to devise a sophisticated solution that will yield the desired results predictably. A problem is complex when there are several valid ways to proceed but outcomes are not predictable in detail. Chaotic is when the context is too turbulent to identify a path forward. A loose analogy may be used to describe these differences: simple is like following a recipe, complicated like sending a rocket to the moon, complex like raising a child, and chaotic is like the game “Pin the Tail on the Donkey.” The Liberating Structures Matching Matrix in Chapter 5 can be used as the first step to clarify the nature of a challenge and avoid the mismatches between problems and solutions that are frequently at the root of chronic, recurring problems.
Organizing and charting a team’s progress can be important in ensuring its success. SQUID (Sequential Question and Insight Diagram) is a great model that allows a team to effectively switch between giving questions and answers and develop the skills they need to stay on track throughout the process.
Begin with two different colored sticky notes – one for questions and one for answers – and with your central topic (the head of the squid) on the board. Ask the group to first come up with a series of questions connected to their best guess of how to approach the topic. Ask the group to come up with answers to those questions, fix them to the board and connect them with a line. After some discussion, go back to question mode by responding to the generated answers or other points on the board.
It’s rewarding to see a diagram grow throughout the exercise, and a completed SQUID can provide a visual resource for future effort and as an example for other teams.
SQUID #gamestorming #project planning #issue analysis #problem solving When exploring an information space, it’s important for a group to know where they are at any given time. By using SQUID, a group charts out the territory as they go and can navigate accordingly. SQUID stands for Sequential Question and Insight Diagram.
To continue with our nautical theme, Speed Boat is a short and sweet activity that can help a team quickly identify what employees, clients or service users might have a problem with and analyze what might be standing in the way of achieving a solution.
Methods that allow for a group to make observations, have insights and obtain those eureka moments quickly are invaluable when trying to solve complex problems.
In Speed Boat, the approach is to first consider what anchors and challenges might be holding an organization (or boat) back. Bonus points if you are able to identify any sharks in the water and develop ideas that can also deal with competitors!
Speed Boat #gamestorming #problem solving #action Speedboat is a short and sweet way to identify what your employees or clients don’t like about your product/service or what’s standing in the way of a desired goal.
Some of the most effective ways of solving problems is by encouraging teams to be more inclusive and diverse in their thinking.
Based on the six key questions journalism students are taught to answer in articles and news stories, The Journalistic Six helps create teams to see the whole picture. By using who, what, when, where, why, and how to facilitate the conversation and encourage creative thinking, your team can make sure that the problem identification and problem analysis stages of the are covered exhaustively and thoughtfully. Reporter’s notebook and dictaphone optional.
The Journalistic Six – Who What When Where Why How #idea generation #issue analysis #problem solving #online #creative thinking #remote-friendly A questioning method for generating, explaining, investigating ideas.
Individual and group perspectives are incredibly important, but what happens if people are set in their minds and need a change of perspective in order to approach a problem more effectively?
Flip It is a method we love because it is both simple to understand and run, and allows groups to understand how their perspectives and biases are formed.
Participants in Flip It are first invited to consider concerns, issues, or problems from a perspective of fear and write them on a flip chart. Then, the group is asked to consider those same issues from a perspective of hope and flip their understanding.
No problem and solution is free from existing bias and by changing perspectives with Flip It, you can then develop a problem solving model quickly and effectively.
Flip It! #gamestorming #problem solving #action Often, a change in a problem or situation comes simply from a change in our perspectives. Flip It! is a quick game designed to show players that perspectives are made, not born.
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.
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!
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.
Now you have the context and background of the problem you are trying to solving, now comes the time to start ideating and thinking about how you’ll solve the issue.
Here, you’ll want to encourage creative, free thinking and speed. Get as many ideas out as possible and explore different perspectives so you have the raw material for the next step.
Looking at a problem from a new angle can be one of the most effective ways of creating an effective solution. TRIZ is a problem-solving tool that asks the group to consider what they must not do in order to solve a challenge.
By reversing the discussion, new topics and taboo subjects often emerge, allowing the group to think more deeply and create ideas that confront the status quo in a safe and meaningful way. If you’re working on a problem that you’ve tried to solve before, TRIZ is a great problem-solving method to help your team get unblocked.
Making Space with TRIZ #issue analysis #liberating structures #issue resolution You can clear space for innovation by helping a group let go of what it knows (but rarely admits) limits its success and by inviting creative destruction. TRIZ makes it possible to challenge sacred cows safely and encourages heretical thinking. The question “What must we stop doing to make progress on our deepest purpose?” induces seriously fun yet very courageous conversations. Since laughter often erupts, issues that are otherwise taboo get a chance to be aired and confronted. With creative destruction come opportunities for renewal as local action and innovation rush in to fill the vacuum. Whoosh!
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.
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.
Brainstorming without structure can quickly become chaotic or frustrating. In a problem-solving context, having an ideation framework to follow can help ensure your team is both creative and disciplined.
In this method, you’ll find an idea generation process that encourages your group to brainstorm effectively before developing their ideas and begin clustering them together. By using concepts such as Yes and…, more is more and postponing judgement, you can create the ideal conditions for brainstorming with ease.
Idea & Concept Development #hyperisland #innovation #idea generation Ideation and Concept Development is a process for groups to work creatively and collaboratively to generate creative ideas. It’s a general approach that can be adapted and customized to suit many different scenarios. It includes basic principles for idea generation and several steps for groups to work with. It also includes steps for idea selection and development.
The success of any problem-solving process can be measured by the solutions it produces. After you’ve defined the issue, explored existing ideas, and ideated, it’s time to develop and refine your ideas in order to bring them closer to a solution that actually solves the problem.
Use these problem-solving techniques when you want to help your team think through their ideas and refine them as part of your problem solving process.
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.
Creative thinking and visual ideation does not need to be confined to the opening stages of your problem-solving strategies. Exercises that include sketching and prototyping on paper can be effective at the solution finding and development stage of the process, and can be great for keeping a team engaged.
By going from simple notes to a crazy 8s round that involves rapidly sketching 8 variations on their ideas before then producing a final solution sketch, the group is able to iterate quickly and visually. Problem-solving techniques like Four-Step Sketch are great if you have a group of different thinkers and want to change things up from a more textual or discussion-based approach.
Four-Step Sketch #design sprint #innovation #idea generation #remote-friendly The four-step sketch is an exercise that helps people to create well-formed concepts through a structured process that includes: Review key information Start design work on paper, Consider multiple variations , Create a detailed solution . This exercise is preceded by a set of other activities allowing the group to clarify the challenge they want to solve. See how the Four Step Sketch exercise fits into a Design Sprint
Ensuring that everyone in a group is able to contribute to a discussion is vital during any problem solving process. Not only does this ensure all bases are covered, but its then easier to get buy-in and accountability when people have been able to contribute to the process.
1-2-4-All is a tried and tested facilitation technique where participants are asked to first brainstorm on a topic on their own. Next, they discuss and share ideas in a pair before moving into a small group. Those groups are then asked to present the best idea from their discussion to the rest of the team.
This method can be used in many different contexts effectively, though I find it particularly shines in the idea development stage of the process. Giving each participant time to concretize their ideas and develop them in progressively larger groups can create a great space for both innovation and psychological safety.
1-2-4-All #idea generation #liberating structures #issue analysis With this facilitation technique you can immediately include everyone regardless of how large the group is. You can generate better ideas and more of them faster than ever before. You can tap the know-how and imagination that is distributed widely in places not known in advance. Open, generative conversation unfolds. Ideas and solutions are sifted in rapid fashion. Most importantly, participants own the ideas, so follow-up and implementation is simplified. No buy-in strategies needed! Simple and elegant!
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.
After your group is happy with the possible solutions you’ve developed, now comes the time to choose which to implement. There’s more than one way to make a decision and the best option is often dependant on the needs and set-up of your group.
Sometimes, it’s the case that you’ll want to vote as a group on what is likely to be the most impactful solution. Other times, it might be down to a decision maker or major stakeholder to make the final decision. Whatever your process, here’s some techniques you can use to help you make a decision during your problem solving process.
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.
All problem-solving techniques hope to not only find solutions to a given problem or challenge but to find the best solution. When it comes to finding a solution, groups are invited to put on their decision-making hats and really think about how a proposed idea would work in practice.
The Impact and Effort Matrix is one of the problem-solving techniques that fall into this camp, empowering participants to first generate ideas and then categorize them into a 2×2 matrix based on impact and effort.
Activities that invite critical thinking while remaining simple are invaluable. Use the Impact and Effort Matrix to move from ideation and towards evaluating potential solutions before then committing to them.
Impact and Effort Matrix #gamestorming #decision making #action #remote-friendly In this decision-making exercise, possible actions are mapped based on two factors: effort required to implement and potential impact. Categorizing ideas along these lines is a useful technique in decision making, as it obliges contributors to balance and evaluate suggested actions before committing to them.
If you’ve followed each of the problem-solving steps with your group successfully, you should move towards the end of your process with heaps of possible solutions developed with a specific problem in mind. But how do you help a group go from ideation to putting a solution into action?
Dotmocracy – or Dot Voting -is a tried and tested method of helping a team in the problem-solving process make decisions and put actions in place with a degree of oversight and consensus.
One of the problem-solving techniques that should be in every facilitator’s toolbox, Dot Voting is fast and effective and can help identify the most popular and best solutions and help bring a group to a decision effectively.
Dotmocracy #action #decision making #group prioritization #hyperisland #remote-friendly Dotmocracy is a simple method for group prioritization or decision-making. It is not an activity on its own, but a method to use in processes where prioritization or decision-making is the aim. The method supports a group to quickly see which options are most popular or relevant. The options or ideas are written on post-its and stuck up on a wall for the whole group to see. Each person votes for the options they think are the strongest, and that information is used to inform a decision.
Straddling the gap between decision making and planning, MoSCoW is a simple and effective method that allows a group team to easily prioritize a set of possible options.
Use this method in a problem solving process by collecting and summarizing all your possible solutions and then categorize them into 4 sections: “Must have”, “Should have”, “Could have”, or “Would like but won‘t get”.
This method is particularly useful when its less about choosing one possible solution and more about prioritorizing which to do first and which may not fit in the scope of your project. In my experience, complex challenges often require multiple small fixes, and this method can be a great way to move from a pile of things you’d all like to do to a structured plan.
MoSCoW #define intentions #create #design #action #remote-friendly MoSCoW is a method that allows the team to prioritize the different features that they will work on. Features are then categorized into “Must have”, “Should have”, “Could have”, or “Would like but won‘t get”. To be used at the beginning of a timeslot (for example during Sprint planning) and when planning is needed.
When it comes to managing the rollout of a solution, clarity and accountability are key factors in ensuring the success of the project. The RAACI chart is a simple but effective model for setting roles and responsibilities as part of a planning session.
Start by listing each person involved in the project and put them into the following groups in order to make it clear who is responsible for what during the rollout of your solution.
Ensure this information is easily accessible and use it to inform who does what and who is looped into discussions and kept up to date.
RAACI #roles and responsibility #teamwork #project management Clarifying roles and responsibilities, levels of autonomy/latitude in decision making, and levels of engagement among diverse stakeholders.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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!
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.
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.
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.
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.
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.
Identifying a problem accurately also requires that all members of a group are able to contribute their views in an open and safe manner.
It can be tough for people to stand up and contribute if the problems or challenges are emotive or personal in nature. Try and create a psychologically safe space for these kinds of discussions and where possible, create regular opportunities for challenges to be brought up organically.
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!
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!
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!
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!
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!
The problem-solving process can often be as complicated and multifaceted as the problems they are set-up to solve. With the right problem-solving techniques and a mix of exercises designed to guide discussion and generate purposeful ideas, we hope we’ve given you the tools to find the best solutions as simply and easily as possible.
Is there a problem-solving technique that you are missing here? Do you have a favorite activity or method you use when facilitating? Let us know in the comments below, we’d love to hear from you!
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.
Your email address will not be published. Required fields are marked *
Going from a mere idea to a workshop that delivers results for your clients can feel like a daunting task. In this piece, we will shine a light on all the work behind the scenes and help you learn how to plan a workshop from start to finish. On a good day, facilitation can feel like effortless magic, but that is mostly the result of backstage work, foresight, and a lot of careful planning. Read on to learn a step-by-step approach to breaking the process of planning a workshop into small, manageable chunks. The flow starts with the first meeting with a client to define the purposes of a workshop.…
Effective online tools are a necessity for smooth and engaging virtual workshops and meetings. But how do you choose the right ones? Do you sometimes feel that the good old pen and paper or MS Office toolkit and email leaves you struggling to stay on top of managing and delivering your workshop? Fortunately, there are plenty of great workshop tools to make your life easier when you need to facilitate a meeting and lead workshops. In this post, we’ll share our favorite online tools you can use to make your life easier and run better workshops and meetings. In fact, there are plenty of free online workshop tools and meeting…
How does learning work? A clever 9-year-old once told me: “I know I am learning something new when I am surprised.” The science of adult learning tells us that, in order to learn new skills (which, unsurprisingly, is harder for adults to do than kids) grown-ups need to first get into a specific headspace. In a business, this approach is often employed in a training session where employees learn new skills or work on professional development. But how do you ensure your training is effective? In this guide, we'll explore how to create an effective training session plan and run engaging training sessions. As team leader, project manager, or consultant,…
Join the 150,000 facilitators using SessionLab
Sign up for free
How to correct my coworker if he gives a customer the wrong information, how to empower employees in the hospitality industry.
Employers increasingly rely on customer service representatives to resolve customer problems. Passing on such issues to the manager is no longer the norm. Companies want service reps who are confident and capable of working through steps to resolve and satisfy a customer's needs. Problem solving training is usually emphasized when you start a new job. Your customer service skills training will likely describe the steps that have to be taken to solve the customer's problem.
Listening is the first step in finding resolution to a customer's problems. Surprisingly, this step is either overlooked or poorly used by service employees. You have to listen first to understand the nature of the problem and the affect it has had on the customer. This is key to understanding the customer's perspective and offering solutions that match. In many instances, customers simply want someone to listen and show understanding, suggests Indeed . Effectively listening without cutting off the customers allows them to vent, which often leaves them more relaxed and ready to move forward with a resolution.
Once you understand the problem, you want to confirm what you have heard and express empathy. Paraphrasing the customer's problem ensures that you are on the same page. Sometimes, service reps don't fully understand the issue and resolve it in the wrong way. You show empathy with a statement such as "I'm sorry that you had to make another trip here to deal with this." Or, if the customer simply missed an instruction or couldn't figure out how to use a product, you might say, "No problem. We have a lot of customers return to check on that. The instructions should be clearer."
In situations where customer oversight was the only issue, a specific remedy may not be necessary. When your company, product or service makes a mistake, resolution is important for customer retention and positive word-of-mouth. You need to offer alternative remedies to suit the situation. Customer service problem-solving examples include handing out extra food for forgetting a customer's item or a offering a discount on a future purchase.
A retailer and service employee should realize that the customer not only didn't get what he paid for, but also has been stressed and inconvenienced by the return trip or phone call. You have to go above and beyond and offer not only a resolution to the specific problem, but often an extra product, service or gift voucher. Avid Ratings points out that problems don't have to be solved on the spot. Customers will generally be happy if you promise to investigate the issue further in an attempt to identify possible options for their consideration. Offer to get back to them within a specified timeframe.
Once a solution is agreed upon, you execute it. This includes fixing the product or service and providing the additional remedy. Following up is a huge final step. Customers often won't even complain once, they just disappear. If you do hear of a problem and attempt to fix it, you need to follow-up. This ensures the customer ends up happy and satisfied with the outcome. It also protects against an even more infuriated customer out in the marketplace spreading negative messages.
How to respond to a negative business letter, objectives and goals of telephone customer service, what does a customer service representative do, how to converse as a bartender, how to handle a customer service breakdown, what competencies make a great customer service representative, salesman professional courtesy guidelines, interview question: how would you calm down a confrontational customer, responsibilities as a grocery cashier, most popular.
When we think about “design,” we often visualize the end product—the sleek smartphone, the stylish car, or the user-friendly website. However, the design process is much more than just the act of creating visually appealing items. It’s a systematic approach to problem-solving, one that is essential for solving customer problems effectively.
The creative activity of “designing” itself—is the part where we make things look great and function smoothly. But it is only one part of a much larger design process that is a structured journey that takes us from identifying a problem to developing a solution.
At its core, design is the identification of a customer’s need and then working backward to create a solution that addresses it. It’s the vehicle that transforms problems into innovative, user-friendly, and effective products or services. The design process is a structured, methodical way to ensure that we consistently arrive at well-thought-out solutions. It prevents haphazard decision-making and fosters a user-centric approach.
The design process is a comprehensive framework used by designers to create innovative solutions to various problems. It involves a sequence of steps, each playing a vital role in guiding the design journey. It’s a roadmap that helps us navigate a problem that is highly functional and aligned with user needs.
The dynamic ecosystem of design is one where feedback and insights from one stage feed into the next. It’s a cyclical process where you may need to revisit previous stages as you gather more information and insights.
The design process involves a series of interconnected steps that guide the designer from problem identification to the delivery of a user-focused solution. These seven steps provide a structured framework that ensures a systematic approach to design:
In this initial phase, the objective is to precisely define the problem that the design aims to solve. It’s all about understanding the issue, its context, and its impact.
To define the problem, start by conducting thorough research. This involves gathering information, analyzing data, and talking to stakeholders. At this stage, it can be very helpful to use visual frameworks like mind maps to visualize the complexity of the issue and create a visual representation of the problem space.
With the problem identified, the next step is to delve into user research to gain a deep understanding of the people you’re designing for.
User research involves activities like surveys, interviews, and observation. It’s crucial to understand the needs, behaviors, and pain points of your target audience. User personas, empathy maps, and user journey maps to visualize and document user insights. These insights can then be used to shape the product, design, and user experience. Additionally, they can also help identify potential opportunities for improvement and areas where the user might need additional support.
After understanding the problem and your users, it’s time to generate creative solutions.
Ideation involves brainstorming sessions where you and your team generate a wide range of ideas to address the problem. It’s essential to encourage free thinking and creativity during this stage. Techniques like mind mapping, brainstorming sessions, and worst possible idea sessions can help generate a wealth of possibilities.
Things to Keep in Mind:
Ideas generated in the previous step need to be shaped into tangible concepts that can be tested. Select the most promising ideas and develop them into concrete concepts. Creating prototypes is a common practice at this stage. Prototypes are simplified representations of the final product or feature. They can be in the form of wireframes, storyboards, or mockups. Prototyping helps to visually represent ideas and gather feedback.
With the initial design concepts in hand, it’s time to test these with real users and gather feedback. Engage users in testing sessions where they interact with the prototype or concept. Observe their behavior, ask for their input, and collect feedback. Usability testing, A/B testing, and feedback loops are mechanisms that help capture valuable user insights.
Feedback from users is invaluable in the design process. In this step, you take the feedback and make necessary adjustments. Review the feedback collected during user testing and use it to refine the design. Iterative design is about making incremental improvements based on user input. Design journals are a way to visually document changes and insights during the iterative design process.
After numerous cycles of feedback and refinement, the design is finally executed, prepared for launch, and delivered to customers. The implementation phase involves translating the design into a final product or service. This requires close collaboration with developers, engineers, or relevant teams. Creating product roadmaps and launch plans can be an effective way to visually communicate goals and milestones for the implementation and launch phase.
In practice, the design process is not always strictly linear. It often involves moving back and forth between these steps to refine the solution further. An agile approach to design allows for flexibility and adaptation based on real-world feedback and evolving project requirements.
User-centered design places the user’s needs and experiences at the core of the design process. Every decision made aligns with delivering value to the user. This human-centric approach ensures that designs resonate with real people and provide solutions to their specific problems.
This approach significantly reduces the risk of designing products that miss the mark and leads to enhanced user satisfaction, improved usability, increased engagement, efficient problem-solving, and a superior competitive advantage.
1. Foster a Culture of Collaboration: Encourage collaboration and openness within your design team to ensure the free flow of ideas and feedback. This promotes a diverse perspective and enhances the quality of design solutions. 2. Incorporate Regular User Testing: Incorporate regular user testing throughout the design process to catch and address issues early. Early testing allows you to validate your design concepts with real users and make necessary adjustments promptly. 3. Document Design Decisions and Insights: Document design decisions and insights in a clear and organized manner. This documentation helps in knowledge sharing, making informed decisions, and facilitating continuous improvement. 4. Stay Informed About Design Tools and Technologies: Stay knowledgeable about the latest design tools and technologies. The design field is dynamic, and adopting new tools and methods can streamline your design process and make you more efficient. 5. Seek Feedback Continuously: Continuously seek feedback from colleagues and clients to ensure your design process remains effective and adaptable. Constructive criticism and suggestions from others can lead to valuable improvements.
Chiraag George is a communication specialist here at Creately. He is a marketing junkie that is fascinated by how brands occupy consumer mind space. A lover of all things tech, he writes a lot about the intersection of technology, branding and culture at large.
Our site and app needs some cookies to function and perform better. And we also use them to optimize and improve our product. Could you please set your preferences?
Cookies help us tailor your experience, making it smoother and more intuitive. They also give us insights on how to improve our platform for you and all our users. By accepting cookies, you're saying 'yes' to a better Creately experience. If you want to know more about the cookies we use and the choices you have, check out our Privacy Policy.
Researchers found that service agents yield better results when they use warm language to start and end conversations, focusing on problem-solving in the middle.
We all know from our experience as customers that the things that salespeople say in a conversation affects our feelings and choices. A new study showed that the timing of language matters as well. By analyzing tens of thousands of moments or turns in service calls, researchers found that service agents get better customer satisfaction and purchase volume if they use warmer language at the start and finish of their interaction with a customer. Contrary to some common practices where a problem-solving mode is used right away, the results suggest that employees should use words that show competence only in the middle of a customer conversation.
Language plays a key role in almost every marketplace interaction. It’s how salespeople talk to prospects, leaders talk to teams, and customer service agents talk to customers. Recently, firms have been measuring and optimizing their language to manage the customer experience , automate service , and help make business decisions .
Grant Packard is an associate professor of marketing at the Schulich School of Business at York University in Toronto, Canada.
Problem solving is an increasingly important soft skill for those in business. The Future of Jobs Survey by the World Economic Forum drives this point home. According to this report, complex problem solving is identified as one of the top 15 skills that will be sought by employers in 2025, along with other soft skills such as analytical thinking, creativity and leadership.
Dr. Amy David , clinical associate professor of management for supply chain and operations management, spoke about business problem-solving methods and how the Purdue University Online MBA program prepares students to be business decision-makers.
Every business will face challenges at some point. Those that are successful will have people in place who can identify and solve problems before the damage is done.
“The business world is constantly changing, and companies need to be able to adapt well in order to produce good results and meet the needs of their customers,” David says. “They also need to keep in mind the triple bottom line of ‘people, profit and planet.’ And these priorities are constantly evolving.”
To that end, David says people in management or leadership need to be able to handle new situations, something that may be outside the scope of their everyday work.
“The name of the game these days is change—and the speed of change—and that means solving new problems on a daily basis,” she says.
The pace of information and technology has also empowered the customer in a new way that provides challenges—or opportunities—for businesses to respond.
“Our customers have a lot more information and a lot more power,” she says. “If you think about somebody having an unhappy experience and tweeting about it, that’s very different from maybe 15 years ago. Back then, if you had a bad experience with a product, you might grumble about it to one or two people.”
David says that this reality changes how quickly organizations need to react and respond to their customers. And taking prompt and decisive action requires solid problem-solving skills.
David says there are a few things to consider when encountering a challenge in business.
“When faced with a problem, are we talking about something that is broad and affects a lot of people? Or is it something that affects a select few? Depending on the issue and situation, you’ll need to use different types of problem-solving strategies,” she says.
There are a number of techniques that businesses use to problem solve. These can include:
“We have a lot of these different tools,” David says. “Which one to use when is going to be dependent on the problem itself, the level of the stakeholders, the number of different stakeholder groups and so on.”
Each of the techniques outlined above uses the same core steps of problem solving:
Data drives a lot of daily decisions in business and beyond. Analytics have also been deployed to problem solve.
“We have specific classes around storytelling with data and how you convince your audience to understand what the data is,” David says. “Your audience has to trust the data, and only then can you use it for real decision-making.”
Data can be a powerful tool for identifying larger trends and making informed decisions when it’s clearly understood and communicated. It’s also vital for performance monitoring and optimization.
The courses in the Purdue Online MBA program teach problem-solving methods to students, keeping them up to date with the latest techniques and allowing them to apply their knowledge to business-related scenarios.
“I can give you a model or a tool, but most of the time, a real-world situation is going to be a lot messier and more valuable than what we’ve seen in a textbook,” David says. “Asking students to take what they know and apply it to a case where there’s not one single correct answer is a big part of the learning experience.”
An online MBA from Purdue University can help advance your career by teaching you problem-solving skills, decision-making strategies and more. Reach out today to learn more about earning an online MBA with Purdue University .
If you would like to receive more information about pursuing a business master’s at the Mitchell E. Daniels, Jr. School of Business, please fill out the form and a program specialist will be in touch!
Connect With Us
IMAGES
VIDEO
COMMENTS
Basic customer service problem-solving steps. Acknowledging the importance of good customer support, some companies provide special training to their agents. What they learn, among other things, is a four-step process of solving problems. It's four simple steps that customer service reps should follow.
Customer service problem-solving is the process of identifying and efficiently resolving customer concerns in a timely manner. Focusing on solving customer problems is vital because it offers key benefits, like improved retention , satisfaction , and loyalty , along with reduced support costs.
12 Key Customer Service Problem Solving Do's and Don'ts Do's. Do Regularly Train and Update Your Team's Skills. Why It's Important: Customer service training plays a vital role in keeping your team equipped to handle a wide array of customer issues effectively. Example: Implement regular training sessions that cover new customer service tools, communication techniques, and updates about ...
With this customer service problem-solving skill, your team gains the upper hand in resolving issues effectively, creating happier customers, and making their jobs less stressful in the process. Customer Service Problem-Solving # 3 - Apologize Sincerely. Apologizing sincerely is a golden technique in customer service.
With this guide to effective customer service problem solving, we give you a three-step process to follow: take stock of the information you've been given, gather any additional information you need, and then work to solve the problem and respond to the customer. Let's get started.
Sometimes, it's complicated. Having workers well-versed in problem-solving skills and techniques for customer care representatives helps. Approaching issues in a systematic way simplifies the problem-solving process. Below is a 9-step process that can help CSRs resolve even the most complex customer service issues:
Steps of Customer Service Problem-Solving. Here is a 5-step process for customer service problem-solving and troubleshooting when you come across a customer issue. 1. Ask, Ask and Ask. Ask the proper questions to learn what is upsetting your customer. You won't be able to remedy your customer's problem if you can't place it.
Customer service problem-solving is the process of resolving customer service issues. This can be done through a variety of means such as by phone, email, or in person. It is crucial for ...
By addressing customer issues through problem-solving sessions, companies demonstrate their commitment to resolving problems quickly and effectively. By actively listening to customers' concerns and providing appropriate solutions, businesses can restore trust, boost customer satisfaction, and ultimately improve their reputation in the market.
In many cases, problem-solving is so difficult because you need to maneuver between company policies and the interest of a customer. That's what happened here. But it turned out that while the first rep was not able to deal with such a situation, the second had the right problem-solving skills to address the problem. Four troubleshooting steps
Here are eight common customer issues and helpful tips on how to solve them: 1. Unavailable products. When products are out of stock or unavailable, it can sometimes make customers unhappy, especially if they remain out of stock for an extended duration. If customers continually call a company for updates on inventory stock or when they can ...
8. Offering wrong products or services. Many times the customer service agents are not able to understand what the customer wants and offer the wrong product or service. The reason could be relying on reactive channels like the phone that involve lengthy and unclear conversations of what actually the customer wants.
To discuss the art of problem solving, I sat down in California with McKinsey senior partner Hugo Sarrazin and also with Charles Conn. Charles is a former McKinsey partner, entrepreneur, executive, and coauthor of the book Bulletproof Problem Solving: The One Skill That Changes Everything [John Wiley & Sons, 2018].
Remember these keywords throughout your journey: fully understand the problem, solve the customer's problem, find a workable solution, and ensure the customer is happy with the resolution. 2. Identifying a Problem. Ensuring that customers are happy with the solutions provided is crucial in customer service.
6. Provide great customer service. If a problem arises, your customers want to get it resolved and feel heard in the process. This starts with being able to meet their needs with empathy, but along the way, the process for obtaining support should be easy and on a channel that's convenient for them.
How an agent addresses a challenge can be the difference between a repeat customer or one that will seek out a competitor. Understanding the top eight common challenges -- and how to address them -- is only the first step to ensuring long-term customer loyalty. 1. Managing customer expectations. The core of all customer service interactions is ...
2. When Customer Reps Do Not Listen Carefully to What the Client Needs. Your customer service problem-solving starts by diving due importance to listening. This is often overlooked, which may result in catching the customer service agent off guard with questions to which you may not have the appropriate answer.
7. Solution evaluation. 1. Problem identification. The first stage of any problem solving process is to identify the problem (s) you need to solve. This often looks like using group discussions and activities to help a group surface and effectively articulate the challenges they're facing and wish to resolve.
Listen Attentively. Listening is the first step in finding resolution to a customer's problems. Surprisingly, this step is either overlooked or poorly used by service employees. You have to listen first to understand the nature of the problem and the affect it has had on the customer. This is key to understanding the customer's perspective and ...
A good way to become a systematic problem solver is to adopt the following five-step problem-solving process: 1. Identify the problem. This is critical: you must try to solve the right problem. Don't try to solve a problem the customer sees as low priority or unimportant. Identify the right problem by asking the right questions and observing.
It's a systematic approach to problem-solving, one that is essential for solving customer problems effectively. ... Design Process Template Step 1: Problem Identification and Definition. In this initial phase, the objective is to precisely define the problem that the design aims to solve. It's all about understanding the issue, its context ...
Contrary to some common practices where a problem-solving mode is used right away, the results suggest that employees should use words that show competence only in the middle of a customer ...
Problem solving is an increasingly important soft skill for those in business. ... The pace of information and technology has also empowered the customer in a new way that provides challenges—or opportunities—for businesses to respond. ... Each color hat signifies a different approach that can be utilized in the problem-solving process ...