problem solving tech

40 problem-solving techniques and processes

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.

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What is problem solving?

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 group of people looking at a poster with notes on it

What is the seven step problem solving process?

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:

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.

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.

2. Problem analysis and refinement

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.

3. Solution generation

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

4. Solution development

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.

5. Decision making and planning

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.

6. Solution implementation

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.

7. Solution evaluation

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.

What does an effective problem solving process look like?

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!

Complete problem-solving methods

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

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

Six Thinking Hats

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.

Lightning Decision Jam

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

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

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

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

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

Lightning Decision Jam (LDJ) #action #decision making #problem solving #issue analysis #innovation #design #remote-friendly 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.

Problem Definition Process

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

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

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

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

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

The 5 Whys

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

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

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

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

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.

Discovery & Action Dialogue (DAD)

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

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

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

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

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

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

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

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

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

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

Techniques to identify and analyze problems

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

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

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

Let’s take a look!

Fishbone Analysis

Organizational or team challenges are rarely simple, and it’s important to remember that one problem can be an indication of something that goes deeper and may require further consideration to be solved.

Fishbone Analysis helps groups to dig deeper and understand the origins of a problem. It’s a great example of a root cause analysis method that is simple for everyone on a team to get their head around.

Participants in this activity are asked to annotate a diagram of a fish, first adding the problem or issue to be worked on at the head of a fish before then brainstorming the root causes of the problem and adding them as bones on the fish.

Using abstractions such as a diagram of a fish can really help a team break out of their regular thinking and develop a creative approach.

Fishbone Analysis #problem solving ##root cause analysis #decision making #online facilitation A process to help identify and understand the origins of problems, issues or observations.

Problem Tree

Encouraging visual thinking can be an essential part of many strategies. By simply reframing and clarifying problems, a group can move towards developing a problem solving model that works for them.

In Problem Tree, groups are asked to first brainstorm a list of problems – these can be design problems, team problems or larger business problems – and then organize them into a hierarchy. The hierarchy could be from most important to least important or abstract to practical, though the key thing with problem solving games that involve this aspect is that your group has some way of managing and sorting all the issues that are raised.

Once you have a list of problems that need to be solved and have organized them accordingly, you’re then well-positioned for the next problem solving steps.

Problem tree #define intentions #create #design #issue analysis A problem tree is a tool to clarify the hierarchy of problems addressed by the team within a design project; it represents high level problems or related sublevel problems.

SWOT Analysis

Chances are you’ve heard of the SWOT Analysis before. This problem-solving method focuses on identifying strengths, weaknesses, opportunities, and threats is a tried and tested method for both individuals and teams.

Start by creating a desired end state or outcome and bare this in mind – any process solving model is made more effective by knowing what you are moving towards. Create a quadrant made up of the four categories of a SWOT analysis and ask participants to generate ideas based on each of those quadrants.

Once you have those ideas assembled in their quadrants, cluster them together based on their affinity with other ideas. These clusters are then used to facilitate group conversations and move things forward.

SWOT analysis #gamestorming #problem solving #action #meeting facilitation The SWOT Analysis is a long-standing technique of looking at what we have, with respect to the desired end state, as well as what we could improve on. It gives us an opportunity to gauge approaching opportunities and dangers, and assess the seriousness of the conditions that affect our future. When we understand those conditions, we can influence what comes next.

Agreement-Certainty Matrix

Not every problem-solving approach is right for every challenge, and deciding on the right method for the challenge at hand is a key part of being an effective team.

The Agreement Certainty matrix helps teams align on the nature of the challenges facing them. By sorting problems from simple to chaotic, your team can understand what methods are suitable for each problem and what they can do to ensure effective results.

If you are already using Liberating Structures techniques as part of your problem-solving strategy, the Agreement-Certainty Matrix can be an invaluable addition to your process. We’ve found it particularly if you are having issues with recurring problems in your organization and want to go deeper in understanding the root cause.

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

Organizing and charting a team’s progress can be important in ensuring its success. SQUID (Sequential Question and Insight Diagram) is a great model that allows a team to effectively switch between giving questions and answers and develop the skills they need to stay on track throughout the process.

Begin with two different colored sticky notes – one for questions and one for answers – and with your central topic (the head of the squid) on the board. Ask the group to first come up with a series of questions connected to their best guess of how to approach the topic. Ask the group to come up with answers to those questions, fix them to the board and connect them with a line. After some discussion, go back to question mode by responding to the generated answers or other points on the board.

It’s rewarding to see a diagram grow throughout the exercise, and a completed SQUID can provide a visual resource for future effort and as an example for other teams.

SQUID #gamestorming #project planning #issue analysis #problem solving When exploring an information space, it’s important for a group to know where they are at any given time. By using SQUID, a group charts out the territory as they go and can navigate accordingly. SQUID stands for Sequential Question and Insight Diagram.

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.

The Journalistic Six

Some of the most effective ways of solving problems is by encouraging teams to be more inclusive and diverse in their thinking.

Based on the six key questions journalism students are taught to answer in articles and news stories, The Journalistic Six helps create teams to see the whole picture. By using who, what, when, where, why, and how to facilitate the conversation and encourage creative thinking, your team can make sure that the problem identification and problem analysis stages of the are covered exhaustively and thoughtfully. Reporter’s notebook and dictaphone optional.

The Journalistic Six – Who What When Where Why How #idea generation #issue analysis #problem solving #online #creative thinking #remote-friendly A questioning method for generating, explaining, investigating ideas.

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.

LEGO Challenge

Now for an activity that is a little out of the (toy) box. LEGO Serious Play is a facilitation methodology that can be used to improve creative thinking and problem-solving skills.

The LEGO Challenge includes giving each member of the team an assignment that is hidden from the rest of the group while they create a structure without speaking.

What the LEGO challenge brings to the table is a fun working example of working with stakeholders who might not be on the same page to solve problems. Also, it’s LEGO! Who doesn’t love LEGO!

LEGO Challenge #hyperisland #team A team-building activity in which groups must work together to build a structure out of LEGO, but each individual has a secret “assignment” which makes the collaborative process more challenging. It emphasizes group communication, leadership dynamics, conflict, cooperation, patience and problem solving strategy.

What, So What, Now What?

If not carefully managed, the problem identification and problem analysis stages of the problem-solving process can actually create more problems and misunderstandings.

The What, So What, Now What? problem-solving activity is designed to help collect insights and move forward while also eliminating the possibility of disagreement when it comes to identifying, clarifying, and analyzing organizational or work problems.

Facilitation is all about bringing groups together so that might work on a shared goal and the best problem-solving strategies ensure that teams are aligned in purpose, if not initially in opinion or insight.

Throughout the three steps of this game, you give everyone on a team to reflect on a problem by asking what happened, why it is important, and what actions should then be taken.

This can be a great activity for bringing our individual perceptions about a problem or challenge and contextualizing it in a larger group setting. This is one of the most important problem-solving skills you can bring to your organization.

W³ – What, So What, Now What? #issue analysis #innovation #liberating structures You can help groups reflect on a shared experience in a way that builds understanding and spurs coordinated action while avoiding unproductive conflict. It is possible for every voice to be heard while simultaneously sifting for insights and shaping new direction. Progressing in stages makes this practical—from collecting facts about What Happened to making sense of these facts with So What and finally to what actions logically follow with Now What . The shared progression eliminates most of the misunderstandings that otherwise fuel disagreements about what to do. Voila!

Journalists

Problem analysis can be one of the most important and decisive stages of all problem-solving tools. Sometimes, a team can become bogged down in the details and are unable to move forward.

Journalists is an activity that can avoid a group from getting stuck in the problem identification or problem analysis stages of the process.

In Journalists, the group is invited to draft the front page of a fictional newspaper and figure out what stories deserve to be on the cover and what headlines those stories will have. By reframing how your problems and challenges are approached, you can help a team move productively through the process and be better prepared for the steps to follow.

Journalists #vision #big picture #issue analysis #remote-friendly This is an exercise to use when the group gets stuck in details and struggles to see the big picture. Also good for defining a vision.

Problem-solving techniques for brainstorming solutions

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!

Mindspin

Brainstorming is part of the bread and butter of the problem-solving process and all problem-solving strategies benefit from getting ideas out and challenging a team to generate solutions quickly.

With Mindspin, participants are encouraged not only to generate ideas but to do so under time constraints and by slamming down cards and passing them on. By doing multiple rounds, your team can begin with a free generation of possible solutions before moving on to developing those solutions and encouraging further ideation.

This is one of our favorite problem-solving activities and can be great for keeping the energy up throughout the workshop. Remember the importance of helping people become engaged in the process – energizing problem-solving techniques like Mindspin can help ensure your team stays engaged and happy, even when the problems they’re coming together to solve are complex.

MindSpin #teampedia #idea generation #problem solving #action A fast and loud method to enhance brainstorming within a team. Since this activity has more than round ideas that are repetitive can be ruled out leaving more creative and innovative answers to the challenge.

The Creativity Dice

One of the most useful problem solving skills you can teach your team is of approaching challenges with creativity, flexibility, and openness. Games like The Creativity Dice allow teams to overcome the potential hurdle of too much linear thinking and approach the process with a sense of fun and speed.

In The Creativity Dice, participants are organized around a topic and roll a dice to determine what they will work on for a period of 3 minutes at a time. They might roll a 3 and work on investigating factual information on the chosen topic. They might roll a 1 and work on identifying the specific goals, standards, or criteria for the session.

Encouraging rapid work and iteration while asking participants to be flexible are great skills to cultivate. Having a stage for idea incubation in this game is also important. Moments of pause can help ensure the ideas that are put forward are the most suitable.

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

Idea and Concept Development

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.

Problem-solving techniques for developing and refining solutions

The success of any problem-solving process can be measured by the solutions it produces. After you’ve defined the issue, explored existing ideas, and ideated, it’s time to 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.

Improved Solutions

After a team has successfully identified a problem and come up with a few solutions, it can be tempting to call the work of the problem-solving process complete. That said, the first solution is not necessarily the best, and by including a further review and reflection activity into your problem-solving model, you can ensure your group reaches the best possible result.

One of a number of problem-solving games from Thiagi Group, Improved Solutions helps you go the extra mile and develop suggested solutions with close consideration and peer review. By supporting the discussion of several problems at once and by shifting team roles throughout, this problem-solving technique is a dynamic way of finding the best solution.

Improved Solutions #creativity #thiagi #problem solving #action #team You can improve any solution by objectively reviewing its strengths and weaknesses and making suitable adjustments. In this creativity framegame, you improve the solutions to several problems. To maintain objective detachment, you deal with a different problem during each of six rounds and assume different roles (problem owner, consultant, basher, booster, enhancer, and evaluator) during each round. At the conclusion of the activity, each player ends up with two solutions to her problem.

Four Step Sketch

Creative thinking and visual ideation does not need to be confined to the opening stages of your problem-solving strategies. Exercises that include sketching and prototyping on paper can be effective at the solution finding and development stage of the process, and can be great for keeping a team engaged.

By going from simple notes to a crazy 8s round that involves rapidly sketching 8 variations on their ideas before then producing a final solution sketch, the group is able to iterate quickly and visually. Problem-solving techniques like Four-Step Sketch are great if you have a group of different thinkers and want to change things up from a more textual or discussion-based approach.

Four-Step Sketch #design sprint #innovation #idea generation #remote-friendly The four-step sketch is an exercise that helps people to create well-formed concepts through a structured process that includes: Review key information Start design work on paper, Consider multiple variations , Create a detailed solution . This exercise is preceded by a set of other activities allowing the group to clarify the challenge they want to solve. See how the Four Step Sketch exercise fits into a Design Sprint

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!

15% Solutions

Some problems are simpler than others and with the right problem-solving activities, you can empower people to take immediate actions that can help create organizational change.

Part of the liberating structures toolkit, 15% solutions is a problem-solving technique that focuses on finding and implementing solutions quickly. A process of iterating and making small changes quickly can help generate momentum and an appetite for solving complex problems.

Problem-solving strategies can live and die on whether people are onboard. Getting some quick wins is a great way of getting people behind the process.

It can be extremely empowering for a team to realize that problem-solving techniques can be deployed quickly and easily and delineate between things they can positively impact and those things they cannot change.

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

Problem-solving techniques for making decisions and planning

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.

How-Now-Wow Matrix

The problem-solving process is often creative, as complex problems usually require a change of thinking and creative response in order to find the best solutions. While it’s common for the first stages to encourage creative thinking, groups can often gravitate to familiar solutions when it comes to the end of the process.

When selecting solutions, you don’t want to lose your creative energy! The How-Now-Wow Matrix from Gamestorming is a great problem-solving activity that enables a group to stay creative and think out of the box when it comes to selecting the right solution for a given problem.

Problem-solving techniques that encourage creative thinking and the ideation and selection of new solutions can be the most effective in organisational change. Give the How-Now-Wow Matrix a go, and not just for how pleasant it is to say out loud.

How-Now-Wow Matrix #gamestorming #idea generation #remote-friendly When people want to develop new ideas, they most often think out of the box in the brainstorming or divergent phase. However, when it comes to convergence, people often end up picking ideas that are most familiar to them. This is called a ‘creative paradox’ or a ‘creadox’. The How-Now-Wow matrix is an idea selection tool that breaks the creadox by forcing people to weigh each idea on 2 parameters.

Impact and Effort Matrix

All problem-solving techniques hope to not only find solutions to a given problem or challenge but to find the best solution. When it comes to finding a solution, groups are invited to put on their decision-making hats and really think about how a proposed idea would work in practice.

The Impact and Effort Matrix is one of the problem-solving techniques that fall into this camp, empowering participants to first generate ideas and then categorize them into a 2×2 matrix based on impact and effort.

Activities that invite critical thinking while remaining simple are invaluable. Use the Impact and Effort Matrix to move from ideation and towards evaluating potential solutions before then committing to them.

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

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.

Responsibility (Which person and/or team will be taking action?)
Authority (At what “point” must the responsible person check in before going further?)
Accountability (Who must the responsible person check in with?)
Consultation (Who must be consulted by the responsible person before decisions are made?)
Information (Who must be informed of decisions, once made?)

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.

Problem-solving warm-up activities

All facilitators know that warm-ups and icebreakers are useful for any workshop or group process. Problem-solving workshops are no different.

Use these problem-solving techniques to warm up a group and prepare them for the rest of the process. Activating your group by tapping into some of the top problem-solving skills can be one of the best ways to see great outcomes from your session.

Check-in / Check-out

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.

Doodling Together

Thinking creatively and not being afraid to make suggestions are important problem-solving skills for any group or team, and warming up by encouraging these behaviors is a great way to start.

Doodling Together is one of our favorite creative ice breaker games – it’s quick, effective, and fun and can make all following problem-solving steps easier by encouraging a group to collaborate visually. By passing cards and adding additional items as they go, the workshop group gets into a groove of co-creation and idea development that is crucial to finding solutions to problems.

Doodling Together #collaboration #creativity #teamwork #fun #team #visual methods #energiser #icebreaker #remote-friendly Create wild, weird and often funny postcards together & establish a group’s creative confidence.

Show and Tell

You might remember some version of Show and Tell from being a kid in school and it’s a great problem-solving activity to kick off a session.

Asking participants to prepare a little something before a workshop by bringing an object for show and tell can help them warm up before the session has even begun! Games that include a physical object can also help encourage early engagement before moving onto more big-picture thinking.

By asking your participants to tell stories about why they chose to bring a particular item to the group, you can help teams see things from new perspectives and see both differences and similarities in the way they approach a topic. Great groundwork for approaching a problem-solving process as a team!

Show and Tell #gamestorming #action #opening #meeting facilitation Show and Tell taps into the power of metaphors to reveal players’ underlying assumptions and associations around a topic The aim of the game is to get a deeper understanding of stakeholders’ perspectives on anything—a new project, an organizational restructuring, a shift in the company’s vision or team dynamic.

Constellations

Who doesn’t love stars? Constellations is a great warm-up activity for any workshop as it gets people up off their feet, energized, and ready to engage in new ways with established topics. It’s also great for showing existing beliefs, biases, and patterns that can come into play as part of your session.

Using warm-up games that help build trust and connection while also allowing for non-verbal responses can be great for easing people into the problem-solving process and encouraging engagement from everyone in the group. Constellations is great in large spaces that allow for movement and is definitely a practical exercise to allow the group to see patterns that are otherwise invisible.

Constellations #trust #connection #opening #coaching #patterns #system Individuals express their response to a statement or idea by standing closer or further from a central object. Used with teams to reveal system, hidden patterns, perspectives.

Draw a Tree

Problem-solving games that help raise group awareness through a central, unifying metaphor can be effective ways to warm-up a group in any problem-solving model.

Draw a Tree is a simple warm-up activity you can use in any group and which can provide a quick jolt of energy. Start by asking your participants to draw a tree in just 45 seconds – they can choose whether it will be abstract or realistic.

Once the timer is up, ask the group how many people included the roots of the tree and use this as a means to discuss how we can ignore important parts of any system simply because they are not visible.

All problem-solving strategies are made more effective by thinking of problems critically and by exposing things that may not normally come to light. Warm-up games like Draw a Tree are great in that they quickly demonstrate some key problem-solving skills in an accessible and effective way.

Draw a Tree #thiagi #opening #perspectives #remote-friendly With this game you can raise awarness about being more mindful, and aware of the environment we live in.

Closing activities for a problem-solving process

Each step of the problem-solving workshop benefits from an intelligent deployment of activities, games, and techniques. Bringing your session to an effective close helps ensure that solutions are followed through on and that you also celebrate what has been achieved.

Here are some problem-solving activities you can use to effectively close a workshop or meeting and ensure the great work you’ve done can continue afterward.

One Breath Feedback

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.

Who What When Matrix

Matrices feature as part of many effective problem-solving strategies and with good reason. They are easily recognizable, simple to use, and generate results.

The Who What When Matrix is a great tool to use when closing your problem-solving session by attributing a who, what and when to the actions and solutions you have decided upon. The resulting matrix is a simple, easy-to-follow way of ensuring your team can move forward.

Great solutions can’t be enacted without action and ownership. Your problem-solving process should include a stage for allocating tasks to individuals or teams and creating a realistic timeframe for those solutions to be implemented or checked out. Use this method to keep the solution implementation process clear and simple for all involved.

Who/What/When Matrix #gamestorming #action #project planning With Who/What/When matrix, you can connect people with clear actions they have defined and have committed to.

Response cards

Group discussion can comprise the bulk of most problem-solving activities and by the end of the process, you might find that your team is talked out!

Providing a means for your team to give feedback with short written notes can ensure everyone is head and can contribute without the need to stand up and talk. Depending on the needs of the group, giving an alternative can help ensure everyone can contribute to your problem-solving model in the way that makes the most sense for them.

Response Cards is a great way to close a workshop if you are looking for a gentle warm-down and want to get some swift discussion around some of the feedback that is raised.

Response Cards #debriefing #closing #structured sharing #questions and answers #thiagi #action It can be hard to involve everyone during a closing of a session. Some might stay in the background or get unheard because of louder participants. However, with the use of Response Cards, everyone will be involved in providing feedback or clarify questions at the end of a session.

Tips for effective problem solving

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

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

Clearly define the problem

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

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

Don’t jump to conclusions

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

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

Try different approaches

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

Don’t take it personally

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

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

Get the right people in the room

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

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

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

Create psychologically safe spaces for discussion

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.

Document everything

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

Bring a facilitator

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

Develop your problem-solving skills

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

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

Design a great agenda

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

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

Save time and effort creating an effective problem solving 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!

Over to you

The problem-solving process can often be as complicated and multifaceted as the problems they are set-up to solve. With the right problem-solving techniques and a mix of exercises designed to guide discussion and generate purposeful ideas, we hope we’ve given you the tools to find the best solutions as simply and easily as possible.

Is there a problem-solving technique that you are missing here? Do you have a favorite activity or method you use when facilitating? Let us know in the comments below, we’d love to hear from you!

thank you very much for these excellent techniques

Certainly wonderful article, very detailed. Shared!

Your list of techniques for problem solving can be helpfully extended by adding TRIZ to the list of techniques. TRIZ has 40 problem solving techniques derived from methods inventros and patent holders used to get new patents. About 10-12 are general approaches. many organization sponsor classes in TRIZ that are used to solve business problems or general organiztational problems. You can take a look at TRIZ and dwonload a free internet booklet to see if you feel it shound be included per your selection process.

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What is Problem Solving? (Steps, Techniques, Examples)

By Status.net Editorial Team on May 7, 2023 — 5 minutes to read

What Is Problem Solving?

Definition and importance.

Problem solving is the process of finding solutions to obstacles or challenges you encounter in your life or work. It is a crucial skill that allows you to tackle complex situations, adapt to changes, and overcome difficulties with ease. Mastering this ability will contribute to both your personal and professional growth, leading to more successful outcomes and better decision-making.

Problem-Solving Steps

The problem-solving process typically includes the following steps:

Identify the issue : Recognize the problem that needs to be solved.
Analyze the situation : Examine the issue in depth, gather all relevant information, and consider any limitations or constraints that may be present.
Generate potential solutions : Brainstorm a list of possible solutions to the issue, without immediately judging or evaluating them.
Evaluate options : Weigh the pros and cons of each potential solution, considering factors such as feasibility, effectiveness, and potential risks.
Select the best solution : Choose the option that best addresses the problem and aligns with your objectives.
Implement the solution : Put the selected solution into action and monitor the results to ensure it resolves the issue.
Review and learn : Reflect on the problem-solving process, identify any improvements or adjustments that can be made, and apply these learnings to future situations.

Defining the Problem

To start tackling a problem, first, identify and understand it. Analyzing the issue thoroughly helps to clarify its scope and nature. Ask questions to gather information and consider the problem from various angles. Some strategies to define the problem include:

Brainstorming with others
Asking the 5 Ws and 1 H (Who, What, When, Where, Why, and How)
Analyzing cause and effect
Creating a problem statement

Generating Solutions

Once the problem is clearly understood, brainstorm possible solutions. Think creatively and keep an open mind, as well as considering lessons from past experiences. Consider:

Creating a list of potential ideas to solve the problem
Grouping and categorizing similar solutions
Prioritizing potential solutions based on feasibility, cost, and resources required
Involving others to share diverse opinions and inputs

Evaluating and Selecting Solutions

Evaluate each potential solution, weighing its pros and cons. To facilitate decision-making, use techniques such as:

SWOT analysis (Strengths, Weaknesses, Opportunities, Threats)
Decision-making matrices
Pros and cons lists
Risk assessments

After evaluating, choose the most suitable solution based on effectiveness, cost, and time constraints.

Implementing and Monitoring the Solution

Implement the chosen solution and monitor its progress. Key actions include:

Communicating the solution to relevant parties
Setting timelines and milestones
Assigning tasks and responsibilities
Monitoring the solution and making adjustments as necessary
Evaluating the effectiveness of the solution after implementation

Utilize feedback from stakeholders and consider potential improvements. Remember that problem-solving is an ongoing process that can always be refined and enhanced.

Problem-Solving Techniques

During each step, you may find it helpful to utilize various problem-solving techniques, such as:

Brainstorming : A free-flowing, open-minded session where ideas are generated and listed without judgment, to encourage creativity and innovative thinking.
Root cause analysis : A method that explores the underlying causes of a problem to find the most effective solution rather than addressing superficial symptoms.
SWOT analysis : A tool used to evaluate the strengths, weaknesses, opportunities, and threats related to a problem or decision, providing a comprehensive view of the situation.
Mind mapping : A visual technique that uses diagrams to organize and connect ideas, helping to identify patterns, relationships, and possible solutions.

Brainstorming

When facing a problem, start by conducting a brainstorming session. Gather your team and encourage an open discussion where everyone contributes ideas, no matter how outlandish they may seem. This helps you:

Generate a diverse range of solutions
Encourage all team members to participate
Foster creative thinking

When brainstorming, remember to:

Reserve judgment until the session is over
Encourage wild ideas
Combine and improve upon ideas

Root Cause Analysis

For effective problem-solving, identifying the root cause of the issue at hand is crucial. Try these methods:

5 Whys : Ask “why” five times to get to the underlying cause.
Fishbone Diagram : Create a diagram representing the problem and break it down into categories of potential causes.
Pareto Analysis : Determine the few most significant causes underlying the majority of problems.

SWOT Analysis

SWOT analysis helps you examine the Strengths, Weaknesses, Opportunities, and Threats related to your problem. To perform a SWOT analysis:

List your problem’s strengths, such as relevant resources or strong partnerships.
Identify its weaknesses, such as knowledge gaps or limited resources.
Explore opportunities, like trends or new technologies, that could help solve the problem.
Recognize potential threats, like competition or regulatory barriers.

SWOT analysis aids in understanding the internal and external factors affecting the problem, which can help guide your solution.

Mind Mapping

A mind map is a visual representation of your problem and potential solutions. It enables you to organize information in a structured and intuitive manner. To create a mind map:

Write the problem in the center of a blank page.
Draw branches from the central problem to related sub-problems or contributing factors.
Add more branches to represent potential solutions or further ideas.

Mind mapping allows you to visually see connections between ideas and promotes creativity in problem-solving.

Examples of Problem Solving in Various Contexts

In the business world, you might encounter problems related to finances, operations, or communication. Applying problem-solving skills in these situations could look like:

Identifying areas of improvement in your company’s financial performance and implementing cost-saving measures
Resolving internal conflicts among team members by listening and understanding different perspectives, then proposing and negotiating solutions
Streamlining a process for better productivity by removing redundancies, automating tasks, or re-allocating resources

In educational contexts, problem-solving can be seen in various aspects, such as:

Addressing a gap in students’ understanding by employing diverse teaching methods to cater to different learning styles
Developing a strategy for successful time management to balance academic responsibilities and extracurricular activities
Seeking resources and support to provide equal opportunities for learners with special needs or disabilities

Everyday life is full of challenges that require problem-solving skills. Some examples include:

Overcoming a personal obstacle, such as improving your fitness level, by establishing achievable goals, measuring progress, and adjusting your approach accordingly
Navigating a new environment or city by researching your surroundings, asking for directions, or using technology like GPS to guide you
Dealing with a sudden change, like a change in your work schedule, by assessing the situation, identifying potential impacts, and adapting your plans to accommodate the change.
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A guide to problem-solving techniques, steps, and skills

You might associate problem-solving with the math exercises that a seven-year-old would do at school. But problem-solving isn’t just about math — it’s a crucial skill that helps everyone make better decisions in everyday life or work.

A guide to problem-solving techniques, steps, and skills

Problem-solving involves finding effective solutions to address complex challenges, in any context they may arise.

Unfortunately, structured and systematic problem-solving methods aren’t commonly taught. Instead, when solving a problem, PMs tend to rely heavily on intuition. While for simple issues this might work well, solving a complex problem with a straightforward solution is often ineffective and can even create more problems.

In this article, you’ll learn a framework for approaching problem-solving, alongside how you can improve your problem-solving skills.

The 7 steps to problem-solving

When it comes to problem-solving there are seven key steps that you should follow: define the problem, disaggregate, prioritize problem branches, create an analysis plan, conduct analysis, synthesis, and communication.

1. Define the problem

Problem-solving begins with a clear understanding of the issue at hand. Without a well-defined problem statement, confusion and misunderstandings can hinder progress. It’s crucial to ensure that the problem statement is outcome-focused, specific, measurable whenever possible, and time-bound.

Additionally, aligning the problem definition with relevant stakeholders and decision-makers is essential to ensure efforts are directed towards addressing the actual problem rather than side issues.

2. Disaggregate

Complex issues often require deeper analysis. Instead of tackling the entire problem at once, the next step is to break it down into smaller, more manageable components.

Various types of logic trees (also known as issue trees or decision trees) can be used to break down the problem. At each stage where new branches are created, it’s important for them to be “MECE” – mutually exclusive and collectively exhaustive. This process of breaking down continues until manageable components are identified, allowing for individual examination.

The decomposition of the problem demands looking at the problem from various perspectives. That is why collaboration within a team often yields more valuable results, as diverse viewpoints lead to a richer pool of ideas and solutions.

3. Prioritize problem branches

The next step involves prioritization. Not all branches of the problem tree have the same impact, so it’s important to understand the significance of each and focus attention on the most impactful areas. Prioritizing helps streamline efforts and minimize the time required to solve the problem.

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4. Create an analysis plan

For prioritized components, you may need to conduct in-depth analysis. Before proceeding, a work plan is created for data gathering and analysis. If work is conducted within a team, having a plan provides guidance on what needs to be achieved, who is responsible for which tasks, and the timelines involved.

5. Conduct analysis

Data gathering and analysis are central to the problem-solving process. It’s a good practice to set time limits for this phase to prevent excessive time spent on perfecting details. You can employ heuristics and rule-of-thumb reasoning to improve efficiency and direct efforts towards the most impactful work.

6. Synthesis

After each individual branch component has been researched, the problem isn’t solved yet. The next step is synthesizing the data logically to address the initial question. The synthesis process and the logical relationship between the individual branch results depend on the logic tree used.

7. Communication

The last step is communicating the story and the solution of the problem to the stakeholders and decision-makers. Clear effective communication is necessary to build trust in the solution and facilitates understanding among all parties involved. It ensures that stakeholders grasp the intricacies of the problem and the proposed solution, leading to informed decision-making.

Exploring problem-solving in various contexts

While problem-solving has traditionally been associated with fields like engineering and science, today it has become a fundamental skill for individuals across all professions. In fact, problem-solving consistently ranks as one of the top skills required by employers.

Problem-solving techniques can be applied in diverse contexts:

Individuals — What career path should I choose? Where should I live? These are examples of simple and common personal challenges that require effective problem-solving skills
Organizations — Businesses also face many decisions that are not trivial to answer. Should we expand into new markets this year? How can we enhance the quality of our product development? Will our office accommodate the upcoming year’s growth in terms of capacity?
Societal issues — The biggest world challenges are also complex problems that can be addressed with the same technique. How can we minimize the impact of climate change? How do we fight cancer?

Despite the variation in domains and contexts, the fundamental approach to solving these questions remains the same. It starts with gaining a clear understanding of the problem, followed by decomposition, conducting analysis of the decomposed branches, and synthesizing it into a result that answers the initial problem.

Real-world examples of problem-solving

Let’s now explore some examples where we can apply the problem solving framework.

Problem: In the production of electronic devices, you observe an increasing number of defects. How can you reduce the error rate and improve the quality?

Before delving into analysis, you can deprioritize branches that you already have information for or ones you deem less important. For instance, while transportation delays may occur, the resulting material degradation is likely negligible. For other branches, additional research and data gathering may be necessary.

Once results are obtained, synthesis is crucial to address the core question: How can you decrease the defect rate?

While all factors listed may play a role, their significance varies. Your task is to prioritize effectively. Through data analysis, you may discover that altering the equipment would bring the most substantial positive outcome. However, executing a solution isn’t always straightforward. In prioritizing, you should consider both the potential impact and the level of effort needed for implementation.

By evaluating impact and effort, you can systematically prioritize areas for improvement, focusing on those with high impact and requiring minimal effort to address. This approach ensures efficient allocation of resources towards improvements that offer the greatest return on investment.

Problem : What should be my next job role?

When breaking down this problem, you need to consider various factors that are important for your future happiness in the role. This includes aspects like the company culture, our interest in the work itself, and the lifestyle that you can afford with the role.

However, not all factors carry the same weight for us. To make sense of the results, we can assign a weight factor to each branch. For instance, passion for the job role may have a weight factor of 1, while interest in the industry may have a weight factor of 0.5, because that is less important for you.

By applying these weights to a specific role and summing the values, you can have an estimate of how suitable that role is for you. Moreover, you can compare two roles and make an informed decision based on these weighted indicators.

Key problem-solving skills

This framework provides the foundation and guidance needed to effectively solve problems. However, successfully applying this framework requires the following:

Creativity — During the decomposition phase, it’s essential to approach the problem from various perspectives and think outside the box to generate innovative ideas for breaking down the problem tree
Decision-making — Throughout the process, decisions must be made, even when full confidence is lacking. Employing rules of thumb to simplify analysis or selecting one tree cut over another requires decisiveness and comfort with choices made
Analytical skills — Analytical and research skills are necessary for the phase following decomposition, involving data gathering and analysis on selected tree branches
Teamwork — Collaboration and teamwork are crucial when working within a team setting. Solving problems effectively often requires collective effort and shared responsibility
Communication — Clear and structured communication is essential to convey the problem solution to stakeholders and decision-makers and build trust

How to enhance your problem-solving skills

Problem-solving requires practice and a certain mindset. The more you practice, the easier it becomes. Here are some strategies to enhance your skills:

Practice structured thinking in your daily life — Break down problems or questions into manageable parts. You don’t need to go through the entire problem-solving process and conduct detailed analysis. When conveying a message, simplify the conversation by breaking the message into smaller, more understandable segments
Regularly challenging yourself with games and puzzles — Solving puzzles, riddles, or strategy games can boost your problem-solving skills and cognitive agility.
Engage with individuals from diverse backgrounds and viewpoints — Conversing with people who offer different perspectives provides fresh insights and alternative solutions to problems. This boosts creativity and helps in approaching challenges from new angles

Final thoughts

Problem-solving extends far beyond mathematics or scientific fields; it’s a critical skill for making informed decisions in every area of life and work. The seven-step framework presented here provides a systematic approach to problem-solving, relevant across various domains.

Now, consider this: What’s one question currently on your mind? Grab a piece of paper and try to apply the problem-solving framework. You might uncover fresh insights you hadn’t considered before.

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What Is Problem Solving? How Software Engineers Approach Complex Challenges

From debugging an existing system to designing an entirely new software application, a day in the life of a software engineer is filled with various challenges and complexities. The one skill that glues these disparate tasks together and makes them manageable? Problem solving .

Throughout this blog post, we’ll explore why problem-solving skills are so critical for software engineers, delve into the techniques they use to address complex challenges, and discuss how hiring managers can identify these skills during the hiring process.

What Is Problem Solving?

But what exactly is problem solving in the context of software engineering? How does it work, and why is it so important?

Problem solving, in the simplest terms, is the process of identifying a problem, analyzing it, and finding the most effective solution to overcome it. For software engineers, this process is deeply embedded in their daily workflow. It could be something as simple as figuring out why a piece of code isn’t working as expected, or something as complex as designing the architecture for a new software system.

In a world where technology is evolving at a blistering pace, the complexity and volume of problems that software engineers face are also growing. As such, the ability to tackle these issues head-on and find innovative solutions is not only a handy skill — it’s a necessity.

The Importance of Problem-Solving Skills for Software Engineers

Problem-solving isn’t just another ability that software engineers pull out of their toolkits when they encounter a bug or a system failure. It’s a constant, ongoing process that’s intrinsic to every aspect of their work. Let’s break down why this skill is so critical.

Driving Development Forward

Without problem solving, software development would hit a standstill. Every new feature, every optimization, and every bug fix is a problem that needs solving. Whether it’s a performance issue that needs diagnosing or a user interface that needs improving, the capacity to tackle and solve these problems is what keeps the wheels of development turning.

It’s estimated that 60% of software development lifecycle costs are related to maintenance tasks, including debugging and problem solving. This highlights how pivotal this skill is to the everyday functioning and advancement of software systems.

Innovation and Optimization

The importance of problem solving isn’t confined to reactive scenarios; it also plays a major role in proactive, innovative initiatives . Software engineers often need to think outside the box to come up with creative solutions, whether it’s optimizing an algorithm to run faster or designing a new feature to meet customer needs. These are all forms of problem solving.

Consider the development of the modern smartphone. It wasn’t born out of a pre-existing issue but was a solution to a problem people didn’t realize they had — a device that combined communication, entertainment, and productivity into one handheld tool.

Increasing Efficiency and Productivity

Good problem-solving skills can save a lot of time and resources. Effective problem-solvers are adept at dissecting an issue to understand its root cause, thus reducing the time spent on trial and error. This efficiency means projects move faster, releases happen sooner, and businesses stay ahead of their competition.

Improving Software Quality

Problem solving also plays a significant role in enhancing the quality of the end product. By tackling the root causes of bugs and system failures, software engineers can deliver reliable, high-performing software. This is critical because, according to the Consortium for Information and Software Quality, poor quality software in the U.S. in 2022 cost at least $2.41 trillion in operational issues, wasted developer time, and other related problems.

Problem-Solving Techniques in Software Engineering

So how do software engineers go about tackling these complex challenges? Let’s explore some of the key problem-solving techniques, theories, and processes they commonly use.

Decomposition

Breaking down a problem into smaller, manageable parts is one of the first steps in the problem-solving process. It’s like dealing with a complicated puzzle. You don’t try to solve it all at once. Instead, you separate the pieces, group them based on similarities, and then start working on the smaller sets. This method allows software engineers to handle complex issues without being overwhelmed and makes it easier to identify where things might be going wrong.

Abstraction

In the realm of software engineering, abstraction means focusing on the necessary information only and ignoring irrelevant details. It is a way of simplifying complex systems to make them easier to understand and manage. For instance, a software engineer might ignore the details of how a database works to focus on the information it holds and how to retrieve or modify that information.

Algorithmic Thinking

At its core, software engineering is about creating algorithms — step-by-step procedures to solve a problem or accomplish a goal. Algorithmic thinking involves conceiving and expressing these procedures clearly and accurately and viewing every problem through an algorithmic lens. A well-designed algorithm not only solves the problem at hand but also does so efficiently, saving computational resources.

Parallel Thinking

Parallel thinking is a structured process where team members think in the same direction at the same time, allowing for more organized discussion and collaboration. It’s an approach popularized by Edward de Bono with the “ Six Thinking Hats ” technique, where each “hat” represents a different style of thinking.

In the context of software engineering, parallel thinking can be highly effective for problem solving. For instance, when dealing with a complex issue, the team can use the “White Hat” to focus solely on the data and facts about the problem, then the “Black Hat” to consider potential problems with a proposed solution, and so on. This structured approach can lead to more comprehensive analysis and more effective solutions, and it ensures that everyone’s perspectives are considered.

This is the process of identifying and fixing errors in code . Debugging involves carefully reviewing the code, reproducing and analyzing the error, and then making necessary modifications to rectify the problem. It’s a key part of maintaining and improving software quality.

Testing and Validation

Testing is an essential part of problem solving in software engineering. Engineers use a variety of tests to verify that their code works as expected and to uncover any potential issues. These range from unit tests that check individual components of the code to integration tests that ensure the pieces work well together. Validation, on the other hand, ensures that the solution not only works but also fulfills the intended requirements and objectives.

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Evaluating Problem-Solving Skills

We’ve examined the importance of problem-solving in the work of a software engineer and explored various techniques software engineers employ to approach complex challenges. Now, let’s delve into how hiring teams can identify and evaluate problem-solving skills during the hiring process.

Recognizing Problem-Solving Skills in Candidates

How can you tell if a candidate is a good problem solver? Look for these indicators:

Previous Experience: A history of dealing with complex, challenging projects is often a good sign. Ask the candidate to discuss a difficult problem they faced in a previous role and how they solved it.
Problem-Solving Questions: During interviews, pose hypothetical scenarios or present real problems your company has faced. Ask candidates to explain how they would tackle these issues. You’re not just looking for a correct solution but the thought process that led them there.
Technical Tests: Coding challenges and other technical tests can provide insight into a candidate’s problem-solving abilities. Consider leveraging a platform for assessing these skills in a realistic, job-related context.

Assessing Problem-Solving Skills

Once you’ve identified potential problem solvers, here are a few ways you can assess their skills:

Solution Effectiveness: Did the candidate solve the problem? How efficient and effective is their solution?
Approach and Process: Go beyond whether or not they solved the problem and examine how they arrived at their solution. Did they break the problem down into manageable parts? Did they consider different perspectives and possibilities?
Communication: A good problem solver can explain their thought process clearly. Can the candidate effectively communicate how they arrived at their solution and why they chose it?
Adaptability: Problem-solving often involves a degree of trial and error. How does the candidate handle roadblocks? Do they adapt their approach based on new information or feedback?

Hiring managers play a crucial role in identifying and fostering problem-solving skills within their teams. By focusing on these abilities during the hiring process, companies can build teams that are more capable, innovative, and resilient.

Key Takeaways

As you can see, problem solving plays a pivotal role in software engineering. Far from being an occasional requirement, it is the lifeblood that drives development forward, catalyzes innovation, and delivers of quality software.

By leveraging problem-solving techniques, software engineers employ a powerful suite of strategies to overcome complex challenges. But mastering these techniques isn’t simple feat. It requires a learning mindset, regular practice, collaboration, reflective thinking, resilience, and a commitment to staying updated with industry trends.

For hiring managers and team leads, recognizing these skills and fostering a culture that values and nurtures problem solving is key. It’s this emphasis on problem solving that can differentiate an average team from a high-performing one and an ordinary product from an industry-leading one.

At the end of the day, software engineering is fundamentally about solving problems — problems that matter to businesses, to users, and to the wider society. And it’s the proficient problem solvers who stand at the forefront of this dynamic field, turning challenges into opportunities, and ideas into reality.

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Critical thinking and problem solving with technology.

Brief Summary: Critical thinking and problem solving is a crucial skill in a technical world that can immediately be applied to academics and careers. A highly skilled individual in this competency can choose the appropriate tool to accomplish a task, easily switch between tools, has a basic understanding of different file types, and can troubleshoot technology when it’s not working properly. They can also differentiate between true information and falsified information online and has basic proficiency in data gathering, processing and interpretation.

Learners with proficient skills in critical thinking and problem solving should be able to:

Troubleshoot computers and mobile devices when issues arise, like restarting the device and checking if it requires a software or operating system update
Move across tools to complete a task (for example, adding PowerPoint slides into a note taking app for annotation)
Differentiate between legitimate and falsified information online
Understand basic file types and know when to use them (for example, the difference between .doc and .pdf files)

Market/Employer Trends: Employers indicate value in employee ability to problem solve using technology, particularly related to drawing information from data to identify and solve challenges. Further, knowing how to leverage technology tools to see a problem, break it down into manageable pieces, and work toward solving is of important value. Employers expect new employees to be able to navigate across common toolsets, making decisions to use the right tool for the right task.

Self-Evaluation:

Key questions for reflection:

How comfortable are you when technology doesn’t work the way you expect?
Do you know basic troubleshooting skills to solve tech issues?
Do you know the key indicators of whether information you read online is reliable?

Strong digital skills in this area could appear as:

Updating your computer after encountering a problem and resolving the issue
Discerning legitimate news sources from illegitimate ones to successfully meet goals
Converting a PowerPoint presentation into a PDF for easy access for peers who can’t use PowerPoint
Taking notes on a phone and seamlessly completing them on a computer

Ways to Upskill:

Ready to grow your strength in this competency? Try:

Reviewing University Libraries’ resources on research and information literacy
Read about troubleshooting in college in the Learner Technology Handbook
Registering for ESEPSY 1359: Critical Thinking and Collaboration in Online Learning

Educator Tips to Support Digital Skills:

Create an assignment in Carmen prompting students to find legitimate peer-reviewed research
Provide links to information literacy resources on research-related assignments or projects for student review
Develop assignments that require using more than one tech tool to accomplish a single task

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How to solve tech issues effectively | A simple problem-solving framework

As the saying goes, “you cannot control what you cannot measure.” I remember rolling my eyes at this notion back in college. Now, as I reflect on some of the most significant yet straightforward technical improvements over the past year or so, I am reminded of this concept.

Today, I’d like to share with you some examples of how this principle has come to life here at OnePageCRM.

Our approach to solving tech problems

Let’s call it the “problem-solving framework.”

When you solve a technical problem, that’s great. However, it’s more important to establish a process that detects and solves the problems, ensuring that your time and energy are well spent.

For us, addressing this organizational problem involves three key components:

Visibility: The ability to create dashboards that showcase the aspects people care about and highlight the issues we encounter.
Process: A routine of reviewing these dashboards and engaging in discussions during a 15-minute meeting following some of our daily standups. The presenter of this meeting rotates every two weeks, fostering skill-sharing and collaborative problem-solving.
Autonomy: Encouraging ownership and trust to identify and fix problems as they arise.

While I totally just made up these components—visibility, process, and autonomy—I think they do a good job encapsulating our approach.

Now, I’d like to delve into some specific areas where we’ve seen significant improvement by applying this framework.

Making tech problems visible

A few months ago, John wrote an excellent article about monitoring and upgrading Gems in a Rails application. I highly recommend reading it for the technical details and tools that can help you with this process.

Here, I’d like to add two observations.

First, we didn’t immediately upgrade gems. That would have been a one-time upgrade, neglecting the underlying visibility and process issues. Instead, we began by making the problem visible.

We created a tab on our daily monitoring dashboard that includes a list of outdated gems, along with top-level metrics like the number of gems with security vulnerabilities and the percentage of outdated gems.

This daily visibility highlighted the issue for everyone, both now and for the future, in a way that a one-time upgrade wouldn’t have.

Emphasizing the process

The second point to emphasize is the process.

If our gems were out of date, it meant that upgrading them wasn’t part of our regular progress. A single Herculean effort to upgrade is not the solution.

We asked ourselves, “What is the smallest possible automated step we can take to address this problem?” With this question in mind, we decided that a weekly CI/CD process to auto-create a PR (and run tests) for updating the patch version of test Gems was the tiniest, almost risk-free change. So, we implemented it.

The critical aspect here isn’t what we were updating, but the standardized automated process that we could build upon. Over the following month, we gradually increased the scope of our updates. Now, we have reached a point where a full update of dev and test gems, and minor version updates of production gems, happen mostly automatically (with final review and merge being manual). We still manually update major versions of most gems.

This approach has eliminated all security issues in our gems and reduced our outdated gem percentage from ~60% to ~23%, a figure that continues to fall weekly.

The role of proactivity

The second area where we’ve seen significant improvement is quite different in nature, yet strikingly similar in terms of the underlying problem and our approach to the solution.

The issue at hand is backend process performance problems, particularly when they become noticeable to users. One example of this is email sending delays.

While we have always prioritized user-facing performance, implementing our “visibility, process, autonomy” framework revealed additional areas for improvement.

When responding to support issues, one of our developers highlighted the problem of delays in processing crucial, time-sensitive backend jobs under high-load situations. Although we were aware of this issue, incorporating it into a dashboard provided actionable insights.

For every Sidekiq queue, we started collecting and graphing both the size and the latency of the queue over time. We then divided the graph into two separate charts:

one for “time-sensitive” queues
and another for “non-time-sensitive” queues.

Upon reviewing this dashboard, we promptly reallocated resources to address the most pressing concerns.

However, as we continued monitoring these charts over the following weeks, it became evident that we needed semi-automatic scaling and alerting for some of the time-sensitive queues.

As a result of these efforts, we now proactively monitor, alert, and address problems that were once only detectable when users complained to our support team. This proactive approach enables us to resolve issues before users even notice them, greatly enhancing the overall user experience.

Incident postmortems

A third area where we have experienced significant improvement is in our system availability.

Just 3-4 years ago, outages were a common occurrence. However, at that time, each outage seemed unique and unrelated, as we lacked a comprehensive view of the bigger picture. Eventually, we reached a tipping point and introduced the concept of blameless postmortems.

We began conducting postmortems after every outage, engaging the entire team in blameless discussions about the problems, causes, process issues, infrastructure issues, documentation shortcomings, and more.

Moreover, we made it a habit to explore not just short-term solutions, but also long-term, conceptually sound resolutions. Over time, these discussions led to numerous small projects that collectively eliminated most of our problematic single points of failure.

Naturally, we have seen substantial improvements in our reliability, allowing for better sleep and overall peace of mind. But one particularly rewarding outcome of this is the library of postmortem documents we’ve amassed, which detail our learning and evolution over time. The entire team has access to this valuable resource.

By bringing visibility and fostering discussion, these postmortems have empowered us to address and resolve underlying issues, further enhancing our system’s reliability and performance.

To keep this important continuous improvement process going, we are now ratcheting down the criteria that trigger a postmortem. This ensures that we keep this important continuous improvement process compounding.

On the road to continuous improvement

In conclusion, by embracing the “you can not control what you can not measure” principle, we have significantly improved various aspects of our systems.

In this post, I’ve highlighted just 3 of these areas. While we are by no means perfect and still have a long way to go, our commitment to visibility, collaborative problem-solving, and individual autonomy has helped foster a culture of continuous improvement, resulting in a more reliable, user-friendly, and efficient platform.

I hope that sharing our experiences encourages other organizations to adopt similar approaches, ultimately leading to better products and services for everyone.

Kevin Farrell

Climbing the never ending learning curve of web development. Currently interested in API design, best practices and in general getting things talking nicely to each other! When not pretending that I can code, I can be found playing the Chinese board game called 'Go' or failing badly at Yoga.

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Learn Creative Problem Solving Techniques to Stimulate Innovation in Your Organization

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

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

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

What Is Problem Solving and Decision Making?

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

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

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

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

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

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

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

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What Is the First Step in Solving a Problem?

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

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

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

What Are Problem Solving Skills?

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

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

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

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

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

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

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

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

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

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

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

The core principles of CPS include the following:

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

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

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

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

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

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

Problem Solving Best Practices

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

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

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

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

Barriers to Effective Problem Solving

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

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

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

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

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

Strategies for Problem Cause Identification

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

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

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

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Problem Solving Techniques and Strategies

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

Divergent Creative Problem Solving Techniques

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

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

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

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

Problem Solving Techniques to Change Perspective

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

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

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

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

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

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

Complex Problem Solving

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

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

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

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

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Problem Solving Based on Data or Logic (Heuristic Methods)

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

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

Process-Oriented Problem Solving Methods

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

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

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

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

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

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

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

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

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

Identify Goal	Define Problem	Define Problem
Gather Data	Define Causes	Identify Options
Clarify Problem	Generate Ideas	Evaluate Options
Generate Ideas	Choose the Best Solution	Implement Solution
Select Solution	Take Action	-

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

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

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

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Problem-Solving Techniques and Tips (That Actually Work)

June 14, 2022 - 10 min read

Solving complex problems may be difficult but it doesn't have to be excruciating. You just need the right frame of mind and a process for untangling the problem at hand.

Luckily for you, there are plenty of techniques available to solve whatever problems come at you in the workplace.

When faced with a doozy of a problem, where do you start? And what problem-solving techniques can you use right now that can help you make good decisions?

Today's post will give you tips and techniques for solving complex problems so you can untangle any complication like an expert.

How many steps are there in problem-solving?

At its core, problem-solving is a methodical four-step process. You may even recall these steps from when you were first introduced to the Scientific Method.

First, you must define the problem . What is its cause? What are the signs there's a problem at all?
Next, you identify various options for solutions. What are some good ideas to solve this?
Then, evaluate your options and choose from among them. What is the best option to solve the problem? What's the easiest option? How should you prioritize?
Finally, implement the chosen solution . Does it solve the problem? Is there another option you need to try?

When applying problem-solving techniques, you will be using a variation of these steps as your foundation.

Takeaway: Before you can solve a problem, seek to understand it fully.

Creative problem-solving techniques

Time to get creative! You might think this will just be a list of out-of-the-box ways to brainstorm ideas. Not exactly.

Creative problem solving (CPS) is actually a formal process formulated by Sidney Parnes and Alex Faickney Osborn , who is thought of as the father of traditional brainstorming (and the "O" in famous advertising agency BBDO).

Their creative problem solving process emphasizes several things, namely:

Separate ideation from evaluation . When you brainstorm creative ideas, have a separate time for writing it all down. Focus on generating lots of ideas. Don't prioritize or evaluate them until everything is captured.
Judging will shut it down . Nothing stops the flow of creative ideas faster than judging them on the spot. Wait until the brainstorming is over before you evaluate.
Restate problems as questions . It's easier to entice a group into thinking of creative ideas when challenges are stated as open-ended questions.
Use "Yes and" to expand ideas . Here's one of the basic tenets of improv comedy. It's way too easy to shut down and negate ideas by using the word "but" (i.e. "But I think this is better..."). Avoid this at all costs. Instead, expand on what was previously introduced by saying "Yes, and..." to keep ideas flowing and evolving.

Takeaway: When brainstorming solutions, generate ideas first by using questions and building off of existing ideas. Do all evaluating and judging later.

Problem-solving tips from psychology

If you take a look at the history of problem-solving techniques in psychology, you'll come across a wide spectrum of interesting ideas that could be helpful.

Take it from experience

In 1911, the American psychologist Edward Thorndike observed cats figuring out how to escape from the cage he placed them in. From this, Thorndike developed his law of effect , which states: If you succeed via trial-and-error, you're more likely to use those same actions and ideas that led to your previous success when you face the problem again.

Takeaway: Your past experience can inform and shed light on the problem you face now. Recall. Explore.

Barriers to reproductive thinking

The Gestalt psychologists built on Thorndike's ideas when they proposed that problem-solving can happen via reproductive thinking — which is not about sex, but rather solving a problem by using past experience and reproducing that experience to solve the current problem.

What's interesting about Gestalt psychology is how they view barriers to problem-solving. Here are two such barriers:

Are you entrenched? Look up mental set or entrenchment . This is when you're fixated on a solution that used to work well in the past but has no bearing to your current problem. Are you so entrenched with a method or idea that you use it even when it doesn't work? As Queen Elsa sang, "Let it go!"
Are you thinking of alternative uses? There is a cognitive bias called functional fixedness which could thwart any of your critical thinking techniques by having you only see an object's conventional function. For example, say you need to cut a piece of paper in half but only have a ruler. Functional fixedness would lead you to think the ruler is only good for measuring things. (You could also use the ruler to crease the paper, making it easier to tear it in half.)

Takeaway: Think outside of the box! And by box, we mean outside of the past experience you're holding on to, or outside any preconceived ideas on how a tool is conventionally used.

Use a fishbone diagram to see cause and effect

The most important part of defining the problem is looking at the possible root cause. You'll need to ask yourself questions like: Where and when is it happening? How is it occurring? With whom is it happening? Why is it happening?

You can get to the root cause with a fishbone diagram (also known as an Ishikawa diagram or a cause and effect diagram).

Basically, you put the effect on the right side as the problem statement. Then you list all possible causes on the left, grouped into larger cause categories. The resulting shape resembles a fish skeleton. Which is a perfect way to say, "This problem smells fishy."

Fishbone diagram for cause and effect analysis - problem solving techniques

Use analogies to get to a solution

Analogical thinking uses information from one area to help with a problem in a different area. In short, solving a different problem can lead you to find a solution to the actual problem. Watch out though! Analogies are difficult for beginners and take some getting used to.

An example: In the "radiation problem," a doctor has a patient with a tumor that cannot be operated on. The doctor can use rays to destroy the tumor but it also destroys healthy tissue.

Two researchers, Gick and Holyoak , noted that people solved the radiation problem much more easily after being asked to read a story about an invading general who must capture the fortress of a king but be careful to avoid landmines that will detonate if large forces traverse the streets. The general then sends small forces of men down different streets so the army can converge at the fortress at the same time and can capture it at full force.

Ask "12 what elses"

In her book " The Architecture of All Abundance ," author Lenedra J. Carroll (aka the mother of pop star Jewel) talks about a question-and-answer technique for getting out of a problem.

When faced with a problem, ask yourself a question about it and brainstorm 12 answers ("12 what elses") to that problem. Then you can go further by taking one answer, turning it into a question and generating 12 more "what elses." Repeat until the solution is golden brown, fully baked, and ready to take out of the oven.

Start using these techniques today

Hopefully you find these different techniques useful and they get your imagination rolling with ideas on how to solve different problems.

And if that's the case, then you have four different takeaways to use the next time a problem gets you tangled up:

Don't start by trying to solve the problem. First, aim to understand the root of the problem.
Use questions to generate ideas for solving the problem.
Look to previous problems to find the answers to new ones.
Clear your preconceived ideas and past experiences before attempting to tackle the problem.

How to solve problems with Wrike

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Get 360-degree visibility of all your work and identify problems before they occur — see schedule or resource conflicts on Gantt charts, easily view progress with custom statuses, and move work along with automated approvals.

Want to streamline your processes and ease future problem-solving? Get started with a free two-week trial of Wrike today.

What are your favorite problem-solving techniques?

Do you have a problem-solving technique that has worked wonders for your organization? Hit the comments below and share your wisdom!

Lionel Valdellon

Lionel is a former Content Marketing Manager of Wrike. He is also a blogger since 1997, a productivity enthusiast, a project management newbie, a musician and producer of electronic downtempo music, a father of three, and a husband of one.

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An effective problem solving process for IT professionals

1. what is the actual problem.

This should be the first question an IT professional should ask when it comes to troubleshooting various IT related issues – even if only to verify the information that has already been provided. Typically this will mean having a conversation with the individual or group of individuals that reported the problem in the first place. It’s certainly not unheard of for the reported problem to get muddied or distorted when going through multiple people or channels before you first hear of it.

People often rephrase things when dictating what someone else previously said, so it’s quite possible for the original complaint to turn into something completely different as it passes through different people:

“The Amazon website tends to lock up my web browser whenever I add items into my Cart.” Mary, Sales Department.

“Helpdesk? Mary’s internet isn’t working when she’s online shopping.” CASE STUDY This Wisconsin manufacturer needed to modernize its IT infrastructure to support rapid business growth. Discover what they did Mary’s Boss

“Please help Mary so she can browse shopping sites. I think the internet filter is probably blocking that category.” John, creating Helpdesk ticket

We’ve all encountered these types of scenarios in the past and they can be really frustrating, even more so when the issues are much more important than whether a single employee is capable of adding items to their Amazon shopping cart.

The point here being, don’t take what’s being told to you for granted . Spend the time necessary to verify that what is being reported to you is actually what’s occurring and the original reason the issue was raised in the first place. Furthermore, taking the time to speak with the source, in this case, Mary, allows you to ask important follow-up questions that can further aid in diagnosing the problem as its being reported.

2. Who is experiencing the problem?

Without knowledge of who is experiencing the problem, your ability to focus your troubleshooting efforts into a precise area will be diminished and you might wind up going off in a direction that’s not even necessary or even remotely related to the source of the problem. One of the questions that should be asked is, who exactly is experiencing the problem?

Is it (for example):

A single user
A group/department of users
The entire remote branch office location
The entire main office location –and- remote branch offices

Every organization is different as it relates to the “Who”, but there are stark differences in the following scenario and what could be the underlying issue relating to the company’s IP Phones when the IT professional called in to solve the problem has a clearer understanding of “Who” is actually affected:

Single User

Jerry’s IP phone isn’t working
This is likely an issue with Jerry’s phone specifically

A group/dept. of users

The entire 2nd floor is having problems with IP phones
This might be an issue specific to a network switch/VLAN on the 2nd floor

Remote/branch office

All users in the remote/branch office are having problems with IP phones
This might be an issue specific to the VPN connection between offices

Main and remote offices

All users in the main and remote offices are having problems with IP phones
This might be an issue specific to the core switch or IP Phone System itself

The point here is, when the IT professional starts to understand “Who” is really affected , they can eliminate having to navigate down unnecessary paths while troubleshooting and can instead work towards narrowing down their troubleshooting efforts to a more specific and concise area. In the case of the single user above, why waste time troubleshooting the VPN tunnel when only Jerry is affected by the issue? This is why knowing the “Who” is extremely important.

Here’s another example of something an IT Professional or Wireless Engineer hears from time to time. “Help! Wireless is completely down in the entire building. Everyone is reporting problems” . In these situations, do yourself a favor and pay special attention to words or phrases such as “entire”, “everyone”, and “completely down” when problems are reported. These “all-inclusive” phraseologies tend to exaggerate what’s really happening and have the potential to lead you astray.

It’s not uncommon that while investigating the problem, the IT Professional or Wireless Engineers quickly learns that the “entire” building, or “everyone”, or that the wireless network being “completely down” (which, for example, in a school, might affect 3,000+ users) turns out to be a single wireless Access Point being down in one small office that is affecting 5 actual users (not, 3,000+ users as “everyone” seems to imply).

Bear in mind, problems can sometimes be overblown and overstated , especially when a user, or group of users, is regularly frustrated with or intimated by technology (any IT professional has likely experienced those high-maintenance users that cry wolf over just about anything!).

3. When did the problem start?

Knowing when the problem actually started (with attention to finite details such as the exact day and exact time) can often provide a better understanding of the problem and help trigger more definitive ideas and potential solutions relating to the underlying root cause that a given IT professional is expected to solve. Imagine being brought into a new customer to resolve critical problems with their Internet Services and being told,

“The internet pipe is a problem. People are randomly seeing spotty performance and oddball issues whenever web surfing and we don’t know why.”

Now, a less-experienced IT professional might just start diving headfirst into firewall logs, bandwidth monitoring, opening up a trouble-ticket directly with the ISP and trying to figure out what is going on, but someone with more experience will first pause to ask additional questions , wanting more specifics as to “When” the problem started happening.

Has this ALWAYS been a problem?
WHEN were these random internet browsing issues first reported?

For a problem solving process you need to know when the problem started.

Certainly looking back into firewall logs and bandwidth utilization metrics over the last 2 week period makes sense knowing the issue presented itself within the last 10 days, but it hardly warrants spending much time at all looking back at logs and bandwidth utilization metrics from 3+ months ago. That being said, once again, try to VERIFY the information being told to you . Perhaps the person giving you the answer vaguely remembers that it was 10 days ago, but in truth, it’s only been 3 days!

In this particular situation where the internet is being reported as sporadic, it’s altogether possible that roughly 11 days ago, another on-site computer technician decided to enable the UTM (Unified Threat Management) functionality within their firewall to allow for additional Antivirus inspection, IDS (Intrusion Detection Services), Geo-IP Filtering, and a plethora of other goodies typically included in UTM feature-sets.

Unfortunately, as a direct result, the firewall’s processors/CPUs have become overloaded and cannot move traffic through it quickly enough to keep up with the additional processing demands required when the firewall’s UTM feature-set was enabled.

4. Is the problem intermittent or constant?

Another key element to an effective problem solving process is finding out if the reported issue is occurring constantly or whether it’s only occurring intermittently? Problems that are constant, or fixed , are generally (though not always) easier to troubleshoot . Whereas problems that are intermittent and seemingly random, are generally more difficult to troubleshoot.

How many times have we as IT professionals been called in to troubleshoot a problem, only to find that upon our arrival, the issue suddenly doesn’t seem to exist anymore yet no one did anything specific to actually resolve the problem!? Those situations can be really frustrating, not only for the IT professional but for the end-user as well because the likelihood of the issue reappearing is rather high (and most likely reappears just a few short moments after the IT professional has left!)

The best thing to do in these scenarios is document WHEN the issue occurred and how LONG it lasted before it miraculously “fixed itself”, so the next time that same problem is reported, you might be able to piece together some crude and basic assumptions or theories based on WHEN it happened previously and how LONG it lasted each time.

Wireless chaos only at lunchtime?!

Problem solving techniques identity odd wireless issues

5. What changed recently?

This is one question that is unfortunately not asked often enough, is just plain overlooked, or in other cases is just completely disregarded (shame on you if you fall into that category!). Technology is a very touchy and hypersensitive beast , and more often than not, it doesn’t take too kindly to introducing changes. Even the changes that are supposed to solve and prevent other known problems, often result in the introduction of new and unexpected problems.

It’s not unheard of that sometimes even routine maintenance on equipment can cause problems .

Take for example, updating firmware on a network switch . This should be a relatively trouble-free routine operation, but suddenly users are reporting that they’re occasionally having problems logging into their desktops. It’s happening to more than one user, in fact, it’s being reported sporadically throughout the building early in the morning hours when most employees arrive for the start of their shift.

“What Changed” recently? Over the weekend you decided to update the firmware on your edge switches and now the port security that was set up on the switches using AAA authentication with Radius, isn’t behaving as expected. Unfortunately, it looks like the new firmware update might have introduced a random bug! What’s the solution? Back rev your switches , or look for ever newer firmware code that might resolve the problem.

You haven’t changed anything with the VMWare software itself, still running on the same trusted vSphere 6.0 Update 1 release that has been rock solid and problem-free in your environment. So “What Changed” recently? Wait a minute, come to think of it, the host server that is regularly crashing recently had an additional 64GB of memory added to it one week ago! Might be worth removing that extra 64GB of memory and seeing if the problem goes away. Certainly wouldn’t be the first time new or additional hardware was the result of the underlying issue .

6. Can the problem be recreated?

Another helpful step for effective problem solving is trying to recreate the actual problem. As discussed before, reported problems can either be of a constant or intermittent nature. Taking the time to re-create the problem can be beneficial and especially helpful in cases where you might need to break out tools such as Wireshark to capture packets and network traffic for future analysis and evaluation. IT professionals have to make use of such tools in more complex technical support issues especially when the flow of network traffic is in question or when there’s a need to examine whether the traffic is making it from the source to destination devices.

If possible, take advantage of any sandbox or test environments that are available. Having these environments gives you the flexibility to recreate the issue and effectively “break” things on purpose, without putting your production network or systems at risk and without interrupting services that end-users are relying on during standard business hours.

Recreating the problem is also advantageous in situations where the IT professional may need to involve 3rd party technical support from a vendor as well. Often, these vendors will have the means to establish remote sessions to take control of your desktop (or the machine in which you’ve successfully recreated the problem on), which gives the vendor the ability to actually see the issue while it’s occurring to further help diagnose what is happening.

7. Are benchmarks and logs available?

Having some kind of benchmarking tool available to track and record network and server performance is beyond measure in terms of its overall value when helping an IT professional track down challenging technical issues. One of the key areas worth checking when problems are being reported is looking at the actual METRICS over a historical period of time. Metrics can prove to be invaluable when trying to figure out: Whether the problem reported actually exists or is a false positive

Maybe you’ve been in a situation where someone reports, “The file server is really slow today!” Without historical benchmarks available, taking a look at the current server performance may not yield any fruitful results because the CPU, disk, network, and memory counters all SEEM to be operating at a reasonable level, but based on and compared to what exactly?

With historical benchmarks available, there is a foundation to actually compare today’s performance on the server as it relates to the CPU, Disk, Network, and Memory (and any other metric/counter you want) VERSUS what the server has been utilizing for the past days, weeks, or months prior.

What historical benchmarks might help you discover is, that according to the historical data, perhaps there is absolutely NO difference in the server performance today versus previous days, weeks, or months? The complaint of “The file server is really slow today” turns out to be a false positive in that case, proven by the metrics an historical benchmarks. Finding the real cause and resolution to the user’s complaint is going to require you to start looking into other areas aside from the server itself. Perhaps it’s a client-side issue or networking issue.

Having benchmarks available is crucial in taking out illogical guess-work and assumptions, and replacing them with hard evidence and facts to back up your problem solving process. There are countless software options available that will give you the data you need for metrics, though we often recommend using PRTG from Paessler, which is a wonderful utility for acquiring benchmarks on your network and servers.

Logs are another important thing to consider during the troubleshooting process. Going back into log history can give a stumped IT Professional some additional clues as to what is going on, especially in cases where the question of “ When did the problem start?” remains unanswered.

Having network devices (switches, routers, firewalls, wireless, etc.) sending their log information to a dedicated syslog server (for example, Kiwi Syslog Server from SolarWinds) gives someone the opportunity to search for entries related to particular devices (by IP address) for specific warning messages or error messages.

Syslog messages and the historical information gathered here can sometimes help point the IT Professional in the right direction, not to mention, the logs themselves can be extremely valuable to the vendor of the product as well when they are involved in troubleshooting what is happening.

8. I’m officially stuck – now what?

Alright, so you find yourself in one of those rather unpleasant circumstances where you’ve asked all the right questions, dug into your resourceful bag of tricks, and find that you’ve exhausted all your technical knowledge and ability to track down the source of the problem. What do you do now? The first step is DON’T PANIC . Effective problem solving is, more often than not, substantially reduced when the IT professional is stressed out and under pressure (although in some rare cases, people tend to flourish under these “trial by fire” scenarios). Keeping panic at bay will help a person to remain calm, focused, and continue to allow them to logically walk through the problem solving process.

This is however, easier said than done, when there are countless emails and phone calls coming in demanding an update as to when the source of the problem will be fixed (and let’s not forget, potentially angry bosses that might be clueless as to why the problem is taking more than 10 minutes to resolve!).

External help can shorten your problem solving process

The second step is just that, call in the cavalry! Let’s face it, there will always be instances where even the most seasoned IT professional needs assistance from peers, vendors or other resources . None of us are capable of knowing absolutely everything. When you find yourself struggling, don’t be afraid to reach out for help! What does that mean?

Open a case with, for example, Cisco TAC support
Open a case with, for example, Microsoft PSS support
Involve a co-worker, professional colleague, or peer
Partner with a local and trusted IT vendor
Google can be your friend (be careful of “quick-fix” solutions you find)
Look into vendor specific forums (most large-vendors have them)

The problem solving process in summary

Be sure to give yourself the absolute best chance to combat those dreaded technical support issues. The next time someone contacts you and yells in a panic, “Email is broken!” understand that you can more quickly deduct what is actually going on and help minimize the amount of time necessary to resolve the problem by simply asking the right questions :

What is the Actual Problem?
Who is Experiencing the Problem?
When did the Problem Start?
Is the Problem Intermittent or Constant?
What Recently Changed?
Can the Problem be Recreated?
Are Benchmarks and Logs Available?
I’m Officially Stuck – Now What?

Keep in mind, however, that not only do you need answers to those questions, but you need answers that are accurate .

As stated earlier, this means the IT professional may need to take the necessary time to validate the answers being provided to them. Inaccurate answers and misinformed facts will send you down the wrong troubleshooting path and unnecessarily prolong the amount of time necessary to resolve complex technical support issues. So get your facts straight!

Having the answers to these questions will allow you to immediately narrow down the scope of the problem and the potential areas at fault, conduct tests, formulate conclusions, and resolve problems even faster than you may have anticipated.

You should also read:

5 practical steps to avoid a cyber attack

Understanding the e-rate process [download primer].

Jesse is the owner of Source One Technology and has been providing IT consulting services to Enterprises , SMBs , schools , and nonprofits in Waukesha , Milwaukee , Dane , Washington , Jefferson , Ozaukee , Kenosha , Racine counties and across Wisconsin for over 18 years.

Is application virtualization now a necessity?

Microsoft deployment toolkit and windows deployment services, 2 thoughts on “an effective problem solving process for it professionals”.

Found your article very interesting. I can definitely identify with all of the points you made, especially troubleshooting. Either you can or cant troubleshoot and think logically through an issue or problem. You are right in mentioning that its something you really cannot teach. One other thing that helps with a logically stepping through the process is documentation. There should always be a repository where network diagrams, server builds, OS versions etc., are kept. I understand that a lot of times these documents cannot be relied upon due to being out of date and it seems most people scoff at the idea of keeping good documentation. But I believe it to be important to help with any troubleshooting. You also mentioned the question, Did anything change? or What changed? A big issue when attempting to troubleshoot. Every place I have worked at, always used a change management process that documented every single change, no matter how small. Of course these places had to by law (SOX audits) because they were publicly traded companies. Just wanted to say, good article!

That is a great article with some excellent questions. Working with students and teachers, I’d throw in a few extra suggestions.

1. What is a reasonable timeline for solving the problem? Often times a lack of communication to this question leads to frustration and long term mistrust regarding the reliability of technology. Asking what needs to be done from the end user’s perspective, and knowing their timeline for completion is helpful. Giving them a reasonable amount of time in which they can expect the issue to be resolved sets everybody up for success around reasonable expectations.

2. Suggest potential work-arounds when necessary — Standing in front of a group of adults and attempting to present when the technology is not working is overwhelming and frustrating. The same tech failure when you are working with a group of students and you start to lose their attention — it’s a nightmare! Knowing what tools your district provides for staff and their general purpose may allow you to offer some potential work-around ideas until the problem is resolved. There is not a fix for everything, but when you can suggest a reasonable alternative in the moment, you offer more than just tech support — you offer customer service.

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How to Prepare for Technical Interviews – Problem-Solving Tips + Mindset Tricks to Get You Ready

Hi everyone! In this article we're going to talk a bit about technical interviews. I'll share a few tips that, based on my experience, might help you go through these interviews successfully.

I originally wrote this article more than a year ago, before getting my first job offer as a developer.

I'm sharing this with you now because I recently went through another interview process. And I found that the same concepts and thoughts that helped me get my first job offer allowed me to pass all the interviews successfully again. 🙂

My Background

I took up coding more or less a year ago. I started learning out of pure curiosity, and as I learned more about it and was able to build personal projects, I just fell in love with it.

I got so obsessed and passionate about it that I dedicated all the free time I had to coding, reading about code, watching videos about code, and just learning as much as I possible could, because for me it was fun and interesting!

Time passed and at a point I started imagining myself working as a developer. First it was like a blurry thought, and then I started thinking about it seriously and learning about what I needed to do to get to that point.

My learning journey and the approach I took towards becoming a dev will probably be the subject of another article, but my point is that I made it! I recently got an offer for my first job as a full time developer and I couldn’t be happier about it.

And there were many things and learning experiences I had to go through to get to this point, but I’d say the toughest one – and the one I was less prepared for – was technical interviews.

What are Technical Interviews Like?

I come from a social sciences background, and most of the time, within that field, there’s nothing too “technical” to talk about during interviews. Employers normally hire you based on your experience and behavior during interviews.

But in the coding field it’s really different. Experience is valuable, of course, but employers also value projects you can show to them, theoretical knowledge about different programming topics, and, most of all, the problem solving skills you can show off during technical interviews.

In almost all selection processes I went through, there was a technical interview in which an interviewer tossed me a problem and I had to solve it live with them looking at me the whole time.

This is a standard practice for coding jobs, but I wasn’t prepared at all. I failed miserably more than once, and these experiences were some of the most embarrassing and frustrating moments in my professional life so far.

At times I felt stupid for even thinking I’d be capable of switching careers at almost 30. I thought I just wasn’t smart enough. But luckily I kept going, researched about technical interviews, learned, practiced, and kept failing until I didn’t fail anymore.

Technical interviews are tough and can be really stressful if you’re not prepared correctly. Also, even though I successfully passed a selection process, I know I still have a lot to learn about this and that I’ll need to perfect this skill to further grow my career in the future. So here are my main tips for nailing your technical interviews.

1. Prepare for the Interview

This is important for all kind of interviews, but for technical interviews I think it’s crucial. Your chances of passing these evaluations are way lower if you don’t prepare correctly for them.

Here are some ideas that allowed me to better prepare for these interviews.

Do Your Research

Find out about technical interviews in general, how are they normally organized, what interviewers ask and what do they intend to measure, what kind of problems do companies toss at you, and what are the best approaches towards interviews.

The internet is an infinite resource of knowledge, so don’t waste it! Google about everything you can and take advantage of the experience of the thousands of people who have gone through similar situations and share their experiences.

Practice Solving Problems

Problem solving is a skill just like any other. There is specific knowledge you’ll need to get good at it, but most of it is practice and getting your brain to be comfortable in that situation.

There are tons of websites that contain the types of problems you’ll see during interviews. freeCodeCamp has an amazing course designed for this. Some other cool resources are hackerrank.com , leetcode.com , codewars.com , exercism.io , app.codesignal.com , and algoexpert.io .

Solve as many problems as you can from any of these sites and you’ll start getting good at them.

And when you practice, at first it’s okay to just worry about solving the problem. But once you get comfortable enough, a great idea is to try to make your practice as similar as possible to an actual interview. And by this I mean setting a timer, explaining your solution out loud, analyzing your final algorithm and refactoring…just basically following all the steps you’d normally follow in an actual interview.

If your practice is similar to the actual situation, once you get to that situation you’ll feel more confident because in some way you’ve already been there.

Build a Theoretical Foundation

Besides actually practicing, learning theoretical concepts about algorithms and data structures is a great idea to get better at solving these problems.

Think about it as adding tools to your toolbox. The more tools and concepts you have in your mind, the more problems will sound familiar or ring a bell in your brain, and from that you'll be more able to arrive at a solution.

There are many resources on the internet, some free and some paid. A course about data structures and algorithms is pretty much a must for any programmer, so I encourage you to find a good one. Here are a couple you can start with:

Data Structures Explained
Learn Data Structures from a Google Engineer
Learn Algorithms and Data Structures in Python
Learn about Algorithms and Data Structures

Of course also theoretical knowledge about your programming language of choice and any other tools in your stack (frameworks, libraries, databases, and so on) is also very important.

Imitate Others

It’s ok to run into problems you don’t know how to solve or to come up with solutions that are not the best suited ones.

In these type of situations, or always actually, it’s a good idea to take a look at how other people solved that same problem and learn from them. What approach did they take? What ideas did they have? Did they get stuck? How did they move towards the solution?

Analyze their solution and their behavior, identify what works for them, think if that could work for you and if the answer is yes, copy them! It’s crucial that you deeply understand why their solution works and how their logic works. You want to internalize the logical approach, not the code, as that’s just an after effect.

Looking at problem solutions and videos of mock interviews is a good idea to get this kind of data.

Understand What Kind of Interview You'll Have

I mentioned the most classic type of technical interview is the one based on algorithms and data structures, in which the interviewer will give you a problem to solve through an algorithm.

But I found that there're also interviews that are mostly theoretical, in the sense that the interviewer will ask questions to measure your knowledge about a given programming language, framework, library, design and architecture patterns, and so on.

Another kind of interview is where the interviewer shows you an actual project or asks you to build one. During the interview you discuss the decisions you made to build it or implement new features/modifications on it.

Each kind of interview is different and might require different preparation, so it's always a good idea to ask the company what will the interview be based on, and prepare accordingly.

2. Breathe and Think Things Through

Once you've seen and gone through a ton of examples and start feeling somewhat confident around coding problems, it’s time to get to the deeper stuff.

Here are some tips that helped me go through the interviews successfully.

This sounds crazy right? The best approach to solving most coding problems is actually not coding, or at least not right away .

No matter how anxious or secure you are about the idea you have in mind, I find it better to always take a step back and make sure you understand things deeply before going to the details and breaking out the code.

So how do you do that?

Understand the Problem

The first step to solving a problem is actually understanding it. And to understand it, the best idea is to “make it yours”, and internalize it.

A good idea is to read the exercise twice, repeat it again in your own words, and go through multiple examples (simple ones, complex ones, examples with null or invalid inputs…).

No matter how silly, complex or simple the problem may seem, this helps you make sure you understand it properly and gives your brain data and time to come up with solution ideas.

Make Sure You Understood It

Repetitive? Yeah, but effective. Check and make sure you understood what you need to do and how your function will work.

Ask yourself, what are the inputs going to be? What will be the output? Check for edge cases. Will you always receive the same input or could you expect different formats? Do you have to be prepared for strange cases or does the exercise restrict the kind of situation you’ll encounter?

It’s better to clear out all this things before even starting to think about a solution.

Explore Your Toolbox

I said that learning theoretical concepts and practicing is like adding tools to your problem solving toolbox. When you see a new problem, it’s a good idea to explore that toolbox and see if any of the concepts or solutions you’ve used in the past could work here.

Could it help to use some sort of counter? What about implementing some sort of data structure to help you out? Could you use pointers or a sliding window? Would it be a good idea to take a divide and conquer approach? What about recursion? Could sorting the input help for anything?

You don’t necessarily have to know the exact path to take, but comparing the problem to previous patterns you’ve seen can help spark ideas in your mind.

Of course the more you practice solving problems and learning about possible solutions, the more patterns you’ll have to remember and compare.

Break Down the Problem

Once you’ve analyzed the problem deeply, hopefully you’ll have at least an idea of how to tackle it, or where to start.

A great idea here is to try to think about the different steps you need to take to get to your solution and write down those steps to analyze them, check if your logic is correct, and later use them as little memory helpers and “instructions” for you to translate into code.

Simplifying your solution through steps and specially writing them down will often help you identify flaws in your logic or cases you didn’t think about before.

This is great because you’re at a stage when it’s really easy to modify your approach or lean towards a different idea. You didn’t waste time coding or getting yourself into a maze of logic that doesn’t actually work.

Simplify the Problem

Specially when facing complex and difficult problems, a good idea is to first ignore the main difficulty of the problem and try to solve a similar, simpler version of it.

When you nail that solution, bring the main difficulty back and see if you can translate your solution to it.

Visualize the Problem

Complex problems are sometimes difficult to get your head around. Having a whiteboard, either a physical or a digital one, is always a great idea.

Visually stimulating your brain by drawing up the problem or an idea can be a good approach to buy yourself some time and see if that perspective shows you some data you didn’t notice.

Start to Write Your Code

So once you have a clear idea of the steps you’ll need to cover to get to the solution, it’s time for translating that into code. This should be the simple part if you’re comfortable enough with the language.

A thought to keep in mind here is that if you can’t remember something very specific, don’t let that hold you down – pseudo code it and carry on with the rest of the solution.

Talk to your interviewer and see if they can help you with that part, or ask if they'll let you Google it. In most cases this will be ok and the important thing will be to show that you nailed the correct logic to solve the problem.

Test Your Code

Test your solution at every step and at the end. There’s nothing more annoying than writing a ton of code and later seeing it fail without knowing the exact cause.

Test your code and your logic at every step of the solution, as this will allow you to catch bugs earlier and will save you from wasting time and effort.

Of course testing at the end is important to check if your solution actually works! So throw your function different inputs and edge cases to see if it behaves as expected.

Analyze the Solution

Once you've gotten to the solution, you’re not done yet. It’s a great idea to show your interviewer you can analyze what you did too.

Ask yourself and tell them, what’s the big O complexity of your solution? Can you think of a way to improve the performance or the memory usage of your algorithm? Is there a way to make your function easier to read and understand?

Even if you can’t think about how to code it exactly, it’s great to show them that you’re the kind of developer who is always going to look for improvements and not settle for something that just works.

Improve Your Solution

Of course, if you can find ways to optimize your solution and know how to code it, do it!

And about this, in a coding interview situation you’ll rarely come up with the perfect solution for a problem. You’re under pressure and on the clock, so it’s perfectly ok to come up with a so-so solution and then refactor it until it reaches an acceptable level.

It’s often better to show you can solve the problem even if not in the perfect way than spend all your time just thinking about the perfect solution.

Talk to Your Interviewer

Talk with your interviewer during the whole process. What your interviewer is trying to measure is your problem solving ability and your level of comfort with your programming language of choice.

That is a hard thing to measure if you don’t open your mouth and just code away.

It’s crucial that you talk to your interviewer and let them know what you’re thinking, what is your thought process, what ideas are you having, how are you understanding the problem, what logic are you going to follow with your solution and why are you making decisions.

Talk to them, ask questions, explain yourself, and if you get stuck or don’t know how to go on, explain to them exactly the thing that is giving you trouble. In most cases you’ll get some help and more importantly you’ll show them you’re actually trying to work towards a solution.

Listen to Your Interviewer

When you’re being given the problem to solve – and specially if you get tips or feedback from your interviewers – pay attention! No matter if you think you already have the best idea or if there’s something that’s driving you crazy and need to solve right now, just drop it and listen to what you’re being told.

If you don’t listen to feedback, you’re giving a very negative signal to your possible future employers. Think about it: would you like to work with someone that doesn’t listen to feedback? Besides, feedback will certainly help you solve your problem, so listen!

3. Control Your Emotions

This for me was the toughest part of the interviewing process, and it's something I didn’t really find a lot of information about when researching technical interviews.

Dealing with the anxiety and frustration these situations can provoke is hard, but also a crucial step to improve your performance.

So here are some things that have helped me in this regard.

Prepare Your Body and Mind

Interviews are stressful situations in which you have to deal with expectations and perform to reach those expectations while being judged by other people.

I’ve always felt uncomfortable in these type of situations so I’m quite familiar with the type of anxiety you might feel.

Something that helps me is try to think about it like the moment of a game for a sports player or when actors get out on stage. You normally see these people trying to warm up and focus before they start to perform, right? There’s a reason for that – and it’s that this preparation actually enhances performance and gets you ready to give your best.

It may sound stupid at first, but stretching, warming up your voice, meditating, imagining the moment in your mind and picturing yourself being successful in the moment are all things that will push you towards doing nicely in this important moment.

Be Confident

Easier said than done, right? Absolutely. Confidence for most people isn’t something you can just turn off and on, but something you build along the way and comes with lots of practice, studying, and preparation behind it.

You'll build confidence with the work you do prior to the interview, but once you’re in the moment it’s important to remember that you want to show the interviewers you have confidence in yourself as a coder and that you trust yourself to solve any problem you face.

This doesn’t mean you have to know absolutely everything and be able to solve any complex problem absolutely by yourself. Rather, it means that you won’t panic when you face something you don’t know how to solve at first, and that you have the ability to slowly analyze the problem, break it down, and work towards a solution.

Stress, anxiety, and the wish to show that you can solve the problem can make you rush more than you need to. And rushing can lead to missing key information, flaws in your logic, bugs in your code, and errors in general.

So take your time, actually, take more time than you actually need. Analyze the heck out of the problem, talk slowly, code slowly, think slowly, and remember to breath. Things are easier to deal with when you take your time and slow-mo the process.

Don’t Take it Personally – or Do...

You’ll mess up at some point, that’s a certainty. Especially in your first interviews, you’ll probably fail and feel miserable about it. It’s just the way it is, and it's a step that is needed for you to understand where you need to improve.

A key issue here is how you deal with that frustration. I could tell you to think about it as a process, to not get mad when you fail, to be patient… But if you’re an anxious and self demanding person as I am, you’ll be very frustrated when you fail, and there’s nothing you can do to avoid it.

But how do you deal with that? Do you get depressed and quit coding forever? Do you get scared of interviews and never apply for a job ever again?

Personally, I get very mad at myself when I fail at something or find out I don’t know something I "was supposed" to know. I get mad at myself for not preparing correctly or for missing things, and even though that anger feels bad at first, later on is something that pushes me forward.

I feel so bad about it that I make absolutely sure I won't fail at that again, and I practice as hard as I can to avoid being in that situation again.

Different approaches work for different people, but the thing is to handle your emotions in a way that pushes you forward and not backwards.

Learn from Your Mistakes

As it’s a certainty you’ll mess up, the smart thing to do is to learn from the errors you made and try to not make them again.

Always try to take note of the problems you were presented and your solutions, analyze your mistakes, analyze other possible approaches you could have taken, what optimizations you didn’t see, and what key concepts you didn’t remember at that moment.

Also always ask your interviewers for feedback about what you could have done better. This information is gold if you get the best of it.

If you love coding, you probably have lots of fun doing it. Never forget that, no matter the context.

In interviews, try to approach each problem with curiosity rather than fear of failing. Try to show your interviewers you’re enthusiastic about problems, because you’re probably going to work with similar stuff on a daily basis.

Plus if you’re having fun and thinking in a positive way, you’ll be more relaxed and your mind will be clearer, which of course helps your problem solving skills.

If you pass or if you fail, at the end it doesn’t matter, in the sense that your approach and behavior should stay the same.

Just as code can always be improved, so can you as a programmer. You should always keep learning, keep getting better, keep practicing, keep facing stuff you didn’t know anything about and eventually overcoming it.

So don’t get too high if you pass or too low if you miss – just keep coding and keep learning.

As always, I hope you enjoyed the article and learned something new. If you want, you can also follow me on LinkedIn or Twitter .

See you later!

I'm a fullstack dev (javascript | typescript | react | node | AWS) and computer engineering student. Here I write about the things I learn along my path to becoming the best developer I can be.

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Effectiviology

How to Solve Technical Issues: A Simple Flowchart

Solving technical issues is generally simpler than most people think. In fact, by following the steps outlined in the upcoming flowchart, you will be able to solve nearly all of the issues that you encounter, whether they’re in your computer, in your phone, or in any of your other devices.

If you have a friend or a colleague whom you always thought of as a tech/computer expert, then know that this is most likely what they do each time you ask them for help. In fact, as long as you follow these steps, you can also become a local expert, even if you have no previous technical skills.

The chart itself is pretty self-explanatory, but there is a brief explanation afterward if you’re interested. Even if this looks complex at first, give it a shot; you’ll find that it’s surprisingly straightforward.

A flowchart showing the steps to follow when trying to solve technical issues.

If you’d like to print this flowchart out, here’s the PDF version .

I also want to give credit to this great flowchart from xkcd for the original idea. The chart in the current article adds a few important steps, such as restarting your device.

Flowchart walkthrough

This section contains some brief explanations regarding the different steps in the chart. These explanations can help you better understand what to do and why to do it:

Find a relevant button/menu item and click it. In most cases, something relevant should be easy to find. Try to play around with the options and settings a bit if you’re not sure what to do. Often, you can find the solution easily yourself if you’re just willing to look for it and try things out.

If you’re trying to fix a problem, restart the device. Doing this solves a huge amount of technical issues. If you’re not sure how to restart your device, search online for instructions. Make sure that you’re restarting the device itself, and not just the screen, if the two are separate. Note that it’s generally preferable to turn the device off completely, wait 10 seconds, and then turn it back on; this is because it sometimes takes a while for all the components to power down, and for the capacitors to discharge .

Search online for a solution using a few relevant keywords. Odds are that someone has encountered this issue before. If they did, there will often be a digital record of the solution online. If you’re not sure which keywords to use, pretend that you’re asking a tech expert for help, and use the same keywords that you would use when explaining to the expert what you’re trying to do.

Consider whether this is worth the trouble. Often, trying to figure out how to use a certain feature can be much more work than trying to do the same thing using a different feature. Similarly, some issues are so minor that they’re not really worth the time and effort . The steps up to here require only a small amount of effort and have a high success rate, which is why this is a good cutoff point for deciding whether to continue searching for a solution.

Post the question on a relevant forum or contact tech support. This can help in cases where you can’t find the solution yourself. The benefit of asking for help in a relevant forum is that you can usually reach a high concentration of experts, who will sometimes be able to answer in a minute questions that you would have otherwise spent hours trying to find the answer to. Note that these forums tend to have strict posting rules, so make sure to dedicate two minutes to read them before posting.

Ask someone for help. If you decide to ask someone for help, make sure to tell them what you already tried. This can help them find a solution, and it shows that you put some effort into solving the issue before coming to them. Keep in mind that unless they themselves are experts on the topic, they will probably follow the same steps outlined here, though they might be able to find something that you missed. This is also often true for hired, professional help.

Avoid learned helplessness

A lot of people have a sort of learned helpless when it comes to technological issues. This means that instead of trying to solve issues when they encounter them, they give up prematurely and simply assume that they won’t be able to find a solution. In reality, however, most issues are relatively easy to resolve, and once you recognize that technical experts and IT people generally follow the same steps you saw above, you will realize that you can often solve these issues yourself.

Summary and conclusions

Even if you are not a tech expert, you can solve nearly all technical issues by using a simple, systematic approach.
The two basic things that you should try first are to find a relevant button or a menu item and click it, and to search for a solution online using a few relevant keywords, that describe your issue or what you’re trying to do.
If you’re trying to solve a technical problem, restarting the device or software can often help.
You can also try posting in relevant technical forums, though you should make sure to read through the posting guidelines before doing this. If this fails, and contacting tech support directly doesn’t work or isn’t a viable option, then you should consider asking a friend who’s good with technology or hiring a professional.
Always consider whether it’s worth it to keep searching for a solution; sometimes it’s easier to ignore the issue, or to try and solve it from a different angle (for example, by using a different feature).

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10 Experts on the Biggest Problems Tech Needs to Solve

U201cwhat is one problem you would use technology to fixu201d with technology playing a key role in advancing our world today, here are 10 experts’ responses on the biggest problems tech needs to solve..

By Milan Shetti, CEO Rocket Software

In the past year, we have experienced a global pandemic, social justice trials, political reforms and much more. As business leaders, we are usually concerned with finding solutions to answer our companies’ specific problems. We often don’t take a minute to look at the bigger picture of how we can aid today’s biggest global challenges through digital technology. At Rocket Software, we are led by our core values of empathy, humanity, trust, and love. These values guide us in trying to make the world a better place through technology.

On our podcast, Digital: Disrupted , we host a wide range of tech professionals every week. A question we like to ask each guest is, “What is one problem you would use technology to fix?” With technology playing a key role in advancing our world today, here are 10 experts’ responses on the biggest problems tech needs to solve.

Andrew Winston, Winston Eco-Strategies

Problem: Misinformation

Andrew is the co-author of Net Positive: How Courageous Companies Thrive by Giving More Than They Take and the founder of Winston Eco-Strategies where he advises companies on managing today’s mega-trends. Winston says a problem he wishes tech could solve is the misinformation caused by technology.

“Misinformation is making all of today’s problems worse and we are at a time in history where we need to come together like never before.”

Bob Friday, Mist

Problem: Connectivity

Bob is an entrepreneur focused on developing wireless technologies and is currently the VP and CTO of Mist, a Juniper Company. Friday says a problem he wishes tech could change is connectivity.

“The more people that know about each other, the better off they are.”

Shirish Nadkarni, Serial Entrepreneur and Author

Problem: Climate change

Shirish started his career at Microsoft where he engineered the acquisition of Hotmail and launched MSN.com and has since created and sold multiple consumer businesses that have scaled to tens of millions of users worldwide. Most recently, he wrote the book, Startup to Exit – An Insider’s Guide to Launching and Scaling Your Tech Business . Nadkarni says a problem he wishes tech could solve is climate change.

“I did not think that climate change would happen in my lifetime, but it already is, and I believe with technology we can make advancements before it’s too late.”

Gary Chan, Alfizo

Problem: Healthcare

Gary runs Alfizo, a consultancy company helping businesses build and transform their information security programs. Chan says a problem he wishes tech could solve is healthcare. “I wish technology would be able to scan someone to find and fix their problem. I think that would be pretty cool.”

Dr. David A. Bishop, Agile Worx

Problem: Hunger

David is a technology consultant and researcher who has worked with companies such as AT&T, Delta Airlines and Toshiba. He is also an author and the creator of agile vortex theory, the subject of his book Metagility: Managing Agile Development for Competitive Advantage . Bishop says a problem he wishes tech could solve is hunger.

“Hunger, while it seems like a very simple thing off the cuff…it has such a great impact long-term on communities.”

Ed Skoudis, SANS Technology

Problem: Feelings of depression, loneliness, and isolation

Ed is the founder of Counter Hack, an information security consulting firm, and the president of the SANS Technology Institute where he developed their penetration testing curriculum. Skoudis says a problem he wishes tech could solve is the feelings of depression, loneliness, and isolation.

“I would love digital technology to be leveraged to limit the depression people are facing and turn it around.”

Josh Linkner, University of Michigan

Problem: Racial Injustice

Josh has founded and sold five tech companies and authored four bestselling books including his most recent, Big Little Breakthroughs . Linkner says a problem he wishes tech could solve is aiding in help of restoring the environment.

“I’d love to use technology to help solve issues like racial injustice and hunger. We have a long way to go, but I am an optimist and think that while technology will not solve all of these issues in one swoop, technology will certainly be able to aid in the solving of the most difficult and pesky problems.”

Camille Eddy, Open Tech Pledge

Problem: Misunderstanding of other cultures

Camille is the senior product engineer at the startup Sector and the co-founder of the Open Tech Pledge. Eddy says a problem she wishes tech could solve is misunderstanding other cultures.

“Not understanding other people gets in the way of innovation. I think if we could use technology to find a way to understand each other a little bit faster and easier that would be great.”

Tom Sweet, GM Financial

Problem: Privacy

Tom is the VP of Cloud Services at GM Financial, where he inspires colleagues to start a career in IT based on his own career journey. Sweet says a problem he wishes tech could solve is the lack of privacy.

“I think we are losing our privacy in a lot of different areas, and it is always at the top of my mind.”

Bill Miller, Beelinebill Enterprises

Problem: Cancer

Bill is an executive advisor and consultant, speaker, author, mentor, and coach who helps small and medium company CEOs and leaders who need a partner to guide them through overwhelming times and issues and get desired outcomes. Miller says an issue he wishes technology could fix is cancer.

“In the year of a pandemic and vaccines, I would love to see technology create a vaccine that cures cancer.”

Join us here to learn more about our innovative insights and solutions.

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Technological problem solving: an investigation of differences associated with levels of task success

Open access
Published: 02 June 2021
Volume 32 , pages 1725–1753, ( 2022 )

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Research into technological problem solving has shown it to exist in a range of forms and draw upon different processes and knowledge types. This paper adds to this understanding by identifying procedural and epistemic differences in relation to task performance for pupils solving a well-defined technological problem. The study is theoretically grounded in a transformative epistemology of technology education. 50 pupils in small groups worked through a cantilever problem, the most and least successful solutions to which were identified using a Delphi technique. Time-interval photography, verbal interactions, observations and supplementary data formed a composite representation of activity which was analysed with successively less contrasting groups to isolate sustained differences. Analyses revealed key differences in three areas. First, more successful groups used better and more proactive process-management strategies including use of planning, role and task allocation with lower levels of group tension. Second, they made greater use of reflection in which knowledge associated with the technological solution was explicitly verblised. This was defined as ‘analytical reflection’ and reveals aspects of pupils’ qualitative technical knowledge. Third, higher-performing groups exhibited greater levels of tacit-procedural knowledge within their solutions. There was also evidence that less successful groups were less affected by competition and not as comprehensive in translating prior conceptual learning into their tangible technological solutions. Overall findings suggest that proactive management, and making contextual and technical connections, are important for pupils solving well-defined technological problems. This understanding can be used to support classroom pedagogies that help pupils learn to problem solve more effectively.

Investigating Preservice Teachers’ Educational Technology Skills: A Problem-Solving Process

Problem-Based Learning in Technology Education

Avoid common mistakes on your manuscript.

Introduction

Problem solving is an activity, a context and a dominant pedagogical frame for Technology Education. It constitutes a central method and a critical skill through which school pupils learn about and become proficient in technology (Custer et al., 2001 ). Research has, among other things, been able to identify and investigate sets of intellectual and cognitive processes (Buckley et al., 2019 ; Haupt, 2018 ; Johnson, 1997 ; Sung & Kelly, 2019 ) and shown there to be conceptual, procedural, relational and harder-to-get-to forms of ‘technological knowledge’ involved when pupils develop technological solutions (de Vries, 2005 ; McCormick, 1997 , 2004 ; Rauscher, 2011 ). Some authors argue that technological problem solving (and design) is a situated activity (Jackson & Strimel, 2018 ; Murphy & McCormick, 1997 ; Liddament, 1996 ), but with social and context-independent processes also playing an important role (e.g. Jones, 1997 ; Winkelmann & Hacker, 2011 ). Within and across this vista, there has been strong interest in more open-ended, creative and design-based problem-solving (Lewis, 2005 , 2009 ), which Xu et al. ( 2019 ) notes became particularly prominent after 2006. These studies have helped to understand some of the challenges and pedagogies of design (Gómez Puente et al., 2013 ; Lavonen et al., 2002 ; Mioduser & Dagan, 2007 ; Mawson, 2003 ) including those that mitigate effects such as cognitive fixation (e.g. McLellan & Nicholl, 2011 ). Problem solving, it seems, is a pervasive idea in technology education research and policy. Middleton ( 2009 ) notes that problem solving is found in almost all international technology education curricula.

The pace, nature and complexity of contemporary societal challenges make it more critical than ever that technology classrooms prepare people who can think through and respond to technological problems effectively. It requires that we strengthen our understanding in ways that will ultimately be powerful for shaping classroom learning. One way of contributing to this is to learn more about the differences between learners who are more and less successful at technological problem solving. Studies that share a comparative perspective and/or a focus upon task success are relatively few. Doornekamp ( 2001 ) compared pupils (circa 13 years old) who solved technological problems using weakly structured instructional materials with those using strongly structured materials. It was shown that the latter led to statistically significant improvements in the quality of the technical solutions. More recently, Bartholomew & Strimel ( 2018 ) were able to show that, for open-ended problem solving, there was no significant relationship between prior experience and folio creation, but that more in-school school experience of open-ended problem solving corresponded to higher ranked solutions.

This paper contributes to this work by reporting on a study that compares groups of pupils during technological problem solving in order to identify areas of difference and the factors associated with more successful outcomes. Specifically, it addresses the question: ‘In terms of intellectual processes and knowledge, what are the differences in the modi operandi between groups of pupils that produced more and less successful technological solutions to a well-defined problem?’ Theoretically grounded in a transformative epistemology of technology education (Morrison-Love, 2017 ), the study identifies prominent procedural and epistemic differences in pupils’ thinking and technical solutions. Groups of pupils engaged with a structures problem requiring them to develop a cantilever bridge system which would facilitate safe travel across a body of water.

The paper begins by setting out the theoretical basis and conceptual framework for investigation before describing the comparative methodological and analytical approaches that were adopted. Following an analysis and presentation of key findings, conclusion and implications are discussed.

A theoretical basis for the study of technological problem solving

Despite there being no single comprehensive paradigm for technological problem solving, a theoretical grounding and conceptual framework necessary for this study are presented. At the theoretical level, this study is based upon a ‘transformative epistemology’ for technology education (Morrison-Love, 2017 ). From this, a ternary conceptual framework based upon mode, epistemology and process is developed to support study design and initiate data analysis.

A transformative epistemology for technology education (Morrison-Love, ibid) proposes that pupils’ technological knowledge and capability arises from the ontological transformation of their technical solution from ‘perdurant’ (more conceptual, mutable, less well-defined, partial) in the early stages, to ‘endurant’ (comprehensive, tangible, stable over time) upon completion. It proposes that technical outcomes exist in material and tangible forms and that to be technological (rather than, for example, social, cultural or aesthetic) these must somehow enhance human capabilities in their intended systems of use. For this study, the ideas of transformative epistemology support problem solving in which pupils build technological knowledge by iteratively moving from concept to tangible, material solution. Moreover, it means pupils are successful in this when their solutions or prototypes: (1) enhance existing human capabilities in some way, and (2) are sufficiently developed to be stable over time, beyond the problem-solving activity that created it.

A conceptual framework for technological problem solving

A ternary conceptual framework (Fig. 1 ) of mode, process and epistemology was developed from the literature in which the knowledge and cognitive/intellectual processes used by pupils are enacted in the ‘process application block’. This is like the ‘problem space’ described in a model proposed by Mioduser ( 1998 ). Collectively, the goal of creating a physical artefact, the solution itself, the epistemic and procedural dimensions reflect the four dimensions of technology identified by Custer ( 1995 ).

‘A conceptual framework for technological problem solving’

Mode and forms dimension

Although problem solving may be ‘technological’, several classifications of both problem type and problem solving are found in the literature. Ill-defined and well-defined problems build upon the earlier work of information processing and cognitive psychology (see Jonassen, 1997 ). Typically, these two forms reflect different extents to which the outcome is specified to the solver at the outset. Ill-defined problems are strongly associated with design and creativity, and Twyford and Järvinen ( 2000 ) suggest that these more open briefs promote greater social interaction and use by pupils of prior knowledge and experience. Additionally, two forms of troubleshooting were identified in the literature: emergent troubleshooting and discrete troubleshooting. MacPherson ( 1998 ) argues that ‘troubleshooting’ constitutes a particular subset of technological problem solving—something earlier recognised by McCade ( 1990 ), who views it as the identification and overcoming of problems encountered during the production or use of a technical solution. In this study, emergent troubleshooting occurs in the process of developing solutions in response to emergent problems (McCormick, 1994 ). Discrete troubleshooting is a process in which significant technical understanding is applied in a structured way (Schaafstal et al., 2000 ) to resolve something about an existing artefact.

Intellectual and cognitive process dimension

Studies often conceptualise cognitive processes discretely rather than hierarchically, and different studies employ different process sets. Williams ( 2000 ), identifies evaluation, communication, modelling, generating ideas, research and investigation, producing and documenting as important to technological problem solving, while DeLuca ( 1991 ) identifies troubleshooting, the scientific process, the design process, research and development, and project management. There are also studies that employ specific, or more established, coding schemes for sets of intellectual and cognitive processes. A detailed analysis of these is given Grubbs et al. ( 2018 ), although the extent to which a particular process remains discrete or could form a sub-process of another remains problematic. In DeLuca’s ( 1991 ) break down for example, to what extent are research and investigation part of design and does this depend on the scale at which we conceptualise different processes?

Regardless of the processes a study defines, it is typically understood that pupils apply them in iterative or cyclic fashion. This is reflected across several models from Argyle’s ( 1972 ) ‘Motor Skill Process Model’ (perception-translation-motor response) through to those of Miodusre and Kipperman ( 2002 ) and Scrivener et al. ( 2002 ) (evaluation-modification cycles) which pertain specifically to technology education. All these models bridge pupils’ conceptual-internal representations with their practical-external representations as they move towards an ontologically endurant solution and this is captured by the ‘Re-Application/Transformation Loop’ of the conceptual framework. Given that little is known about where differences might lie, the process set identified by Halfin ( 1973 ) was adopted due to its rigour and the breadth of thinking it encompasses. This set was validated for technology classrooms by Hill and Wicklein ( 1999 ) and used successfully by other studies of pupils technological thinking including Hill ( 1997 ), Kelley ( 2008 ) and Strimel ( 2014 ).

Epistemology dimension

The nature and sources of knowledge play a critical role for pupils when solving technological problems, but these remain far from straightforward to conceptualise. McCormick ( 1997 ) observes that the activity of technology education, and its body of content, can be thought of as ‘procedural knowledge’ and ‘conceptual knowledge’ respectively. Vincenti ( 1990 ), in the context of Engineering, makes the case for descriptive knowledge (things as they currently are) and prescriptive knowledge (of that with is required to meet a desired state) but also recognises knowledge can take on implicit, or tacit forms relating to an individual’s skill, judgement, and practice (Polanyi, 1967 ; Schön, 1992 ; Sternberg, 1999 ; Welch, 1998 ). Arguably, moving from concept to physical solution will demand from pupils a certain level of practical skill and judgement, and Morgan ( 2008 ) observes that procedural knowledge which is explicit in the early stages becomes increasingly implicit with mastery. Notably, in addition to conceptual, procedural and tacit forms of knowledge, there is also evidence that knowledge of principles plays a role. Distinct from impoverished notions of technology as ‘applied science’, Rophol ( 1997 ) shows that it is often technological principles, laws and maxims that are applied during problem solving rather than scientific ones. Frey ( 1989 ) makes similar observations and sees this form of knowledge arising largely from practice. In this study, knowledge of principles involves knowledge of a relationship between things. It is not constrained to those that are represented scientifically.

The conceptual framework finally accounts for pupils’ sources of knowledge during problem solving, building principally on a design knowledge framework of media, community and domain presented by Erkip et al. ( 1997 ). In this study, media includes task information, representations and materials; community includes teachers and peers, and domain relates to prior technological knowledge from within technology lessons and prior personal knowledge from out with technology lessons. Finally, the developing solution is itself recognised a source of knowledge that pupils iteratively engage with and reflect upon, even when it appears that limited progress in being made (Hamel & Elshout, 2000 ).

Methodology

The research question in this study is concerned with differences in the knowledge and intellectual processes used by pupils in moving from a perdurant to an endurant technical solution. From an exploratory stance, this elicits a dualistic activity system involving pupils’ subjective constructions of reality as well as the resultant tangible and more objective material solution. The study does not aim to investigate pupils’ own subjective constructions from an emic perspective, but rather seeks to determine the nature and occurrences of any differences during observable real-time problem-solving activity. As such, content rather than thematic analysis was used (Elo & Kyngäs, 2008 ; Vaismoradi et al., 2013 ) with concurrent data collection to build a composite representation of reality (Gall et al., 2003 , p.14). Complementary data provided insights into study effects, the classrooms and contexts within which problem-solving took place.

This study assumes that should differences exist, these will be discernible in the inferred cognitive processes, external material transformations, interactions and verbalisation (even though this tends to diminish as activity becomes more practical). Absolute and objective observation is not possible. This study also accepts that data gathering and analysis are influenced by theory, researcher fallibility and bias which will be explicitly accounted for as far as possible. Finally, while the conceptual framework provides an analytical starting point, it should not preclude the capture of differences that may lie elsewhere in the data including, for example, process that lie out with those identified by Halfin ( 1973 ).

Participants, selection and grouping

To support transferability, a representative spread of pupils from low, medium and high socio-economic backgrounds took part in this study. Purposeful, four-stage criterion sampling was used (Gall et al., 2003 , p.179). Stage one identified six schools at each socio-economic level from all Scottish secondary schools that presented pupils for one or more technology subjects with the Scottish Qualifications Authority. This was done using socio-economic data from the Scottish Area Deprivation Index, the Carstairs Index and pupil eligibility for subsidised meals. Secondary school catchment areas were used to account for pupil demographics as accurately as possible. All eighteen schools were subsequently ranked with one median drawn from low, medium and high bands of socio-economic deprivation (School 1: Low, School 2: Medium, School 3: High).

One class in each school was then selected from the second year of study prior to pupils making specific subject choices to minimise variations in curricular experience. In total, 3 class teachers and 50 pupils (20 female, 30 male) aged between 12 and 13 years old took part in the study. The group rather than the individual was defined as unit of study to centralise verbal interaction.

None of the pupils participating in this study had experience of group approaches such as co-operative learning and it was likely that groups might experience participation effects including inter-group conflict and interaction effects (Harkins, 1987 ; Sherif et al., 1961 ), social loafing (Salomon & Globerson, 1989 ), free-rider (Strong & Anderson, 1990 ) and status differential effects (Rowell, 2002 ). Relevant also to this study is evidence suggesting that gender effects can take place in untrained groups undertaking practical/material manipulation activities. To maximise interaction between group members and the material solution, thirteen single sex groups averaging four pupils were formed in order to: (1) minimise the marginalisation of girls with boys’ tendency to monopolise materials and apparatus in groups (Conwell et al., 1993 ; Whyte, 1984 ); (2) recognise boys’ tendency to respond more readily to other boys (Webb, 1984 ) and, (3) maximise girls’ opportunities to interact which is seen to erode in mixed groups (Parker & Rennie, 2002 ; Rennie & Parker, 1987 ). Hong et al. ( 2012 ) examines such gender differences in detail specifically within the context of technological problem solving. Teacher participation in group allocation minimised inter-group conflict and interaction effects although groups still experienced naturally fluctuating attrition from pupil absences (School 1 = 17.6%; School 2 = 2.5% and School 3 = 8.8%).

Identification of most and least successful solutions

The research question requires differences to be identified in terms of levels of success. The overall trustworthiness of any differences therefore depends upon the credible identification of the most and least successful solutions from the thirteen produced. Wholly objective assessment of the pupils’ solutions is not possible, and material imperfections in different solutions negated reliable physical testing across the three classes. Moreover, because the researcher earlier observed pupils while problem solving, neutrality of researcher judgement in establishing a rank order of group solutions was equally problematic. Everton and Green ( 1986 ) identify this biasing risk between and early and later stages of research as a form of contamination.

To address these limitations, a Delphi technique was design using the work of Gordon ( 1994 ), Rowe and Wright ( 1999 ) and Yousuf ( 2007 ). This was undertaken anonymously prior to any analysis and, in conjunction with the results of physical testing, enabled the four most successful and four least successful solutions to be confidently identified independently of the researcher. A panel of eight secondary school teachers was convened from schools out with the study. All panel members had expertise in teaching structures with no dependent relationships or conflicts of interest. Following Delphi training, and a threshold level of 75%, the four most and four least successful solutions on outcome alone were identified after two rounds. Qualitative content validity checks confirmed that panel judgements fell within the scope of the accessible information. 37/43 reasons given were ‘High’, with six considered ‘Medium’ because the reasoning was partially speculative. When triangulated with additional evidence from physical testing, two cohorts of four groups were identified and paired to form four dyads (Table 1 ).

Study design

As noted, ‘Structures’ was chosen as a topic area and was new to all participants. It was appropriate for setting well-defined problems and allowed pupils to draw upon a sufficiently wide range of processes and knowledge types in developing a tangible, endurant solution. In discussion with the researcher, teachers did not alter their teaching style and adopted pedagogy and formative interactions that would support independent thinking, reasoning and problem solving. This study involved a learning phase, followed by a problem-solving phase.

In the learning phase, groups engaged over three fifty-minute periods with a unit of work on structures which was developed collaboratively with, and delivered by, the three classroom teachers. This allowed pupils to interact with materials and develop a qualitative understanding of key structural concepts including strength, tension and compression, triangulation, and turning moments. During this time, pupils also acclimatised to the presence of the researcher and recording equipment which helped to reduce any potential Hawthorne effect (Gall et al., 2003 ). Structured observations, teacher de-briefs and questionnaires were used in this phase to capture study effects, unit content coverage and environmental consistency between the three classrooms. Content coverage and environmental consistency were shown to be extremely high. Scores from the unit activity sheets that pupils completed were used to gauge group understanding of key concepts.

The problem-solving phase took place over two circa 50-minute periods (range: 40–52 m) in which pupils responded to a well-defined problem brief. This required them to develop a cantilever bridge enabling travel across a body of water. This bridge would enhance people’s ability to traverse terrain (conditions for being ‘technological’) with maximal span rigidity and minimal deflection (conditions for an ontologically ‘endurant’ solution). All groups had access to the same range and number of materials and resources and were issued with a base board showing water and land on which to develop their solutions.

While video capture was explored in depth (Lomax & Casey, 1998 ), challenges in reliably capturing solution detail resulted in group verbalisation being recorded as audio. This was synchronised with time interval photography and supplemented with structured observer-participant observation that focused on a sub-set of observable processes from the conceptual framework (Halfin, 1973 ). The developing technical solutions were viewed as manifestations of the knowledge and intellectual processes used by pupils at different points in time through their cognitive and material interactions. Photographs captured the results of these interactions in group solutions every 3–4 min but did not capture interactions between pupils. The structured observational approach adopted continuous coding similar to that found in the Flanders System of Interaction analysis (Amatari, 2015 ) and was refined through two pilot studies. During each problem-solving session, groups were observed at least twice between photographs and, following each session, pupil questionnaires, teacher de-briefs and solution videos (360° panoramic pivot about the solution) were completed to support future analysis. Reflexive accounts by the researcher also captured critical events, observer and study effects.

Analytical approach

All data were prepared, time-synchronised and analysed in three stages. Core verbal data (apx. 12h) and photographic data (n = 206) were triangulated with observational and other data against time. The problem-solving phase for each class was broken into a series of 3–4 min samples labelled S = 1, S = 2, S = 3…with durations in each recorded in minutes and seconds. Verbal data were analysed using NVivo software using digital waveforms rather than transcribed files to preserve immediacy, accuracy and minimise levels of interpretation (Wainwright & Russell, 2010 ; Zamawe, 2015 ). Photographic data were coded for the physical developments of the solutions (e.g. adding/removing materials in particular places) allowing solution development to be mapped for different groups over time. Triangulation of data also allowed coding to capture whether individual developments enhanced or detracted from the overall function efficacy of the solution.

The first stage of analysis was immersive, beginning with an initial codebook derived from the conceptual framework. In response to the data this iteratively shifted to a more inductive mode. To sensitise the analysis to differences, the most successful and the least successful groups were compared first as is discussed by Strauss 1987 (Miles & Huberman, 1994 , p.58). Three frameworks of differences emerged from this: (1) epistemic differences, (2) process differences, and (3) social and extrinsic differences. These were then applied to dyads of decreasing contrast and successively refined in response to how these differences were reflected in the wider data set. Seven complete passes allowed non-profitable codes to be omitted and frameworks to be finalised. A final stage summarised differences across all groups.

Analysis and findings

The analysis and findings are presented in two main parts: (1) findings from the learning phase, and (2) findings from the problem-solving phase. Verbal data forms a core data source throughout and coding includes both counts and durations (in minutes and seconds). Direct quotations are used from verbal data, although the pupils involved in the study were from regions of Scotland with differing and often very strong local dialects. Quotations are therefore presented with dialect effects removed:

Example data excerpt reflecting dialect: “See instead-e all-e-us watchin’, we could all be doin’ su-hum instead-o watchin’ Leanne..” Example data excerpt with dialect removed: “See instead of all of us watching, we could all be doing something instead of watching Leanne..”

Part 1: Findings from the Learning Phase

Both teacher and researcher observation confirmed that pupils in all three classes engaged well with the unit of work (50 pupils across 13 groups) with all 40 content indicators covered by each class. Teachers of classes 1 and 3 commented that the lesson pace was slightly faster than pupils were used to. As expected, different teaching styles and examples were between classes, but all pupils completed the same unit activity sheets. The teacher of class 2, for example, used man-made structures and insect wings to explore triangulation; and the teacher in class 3 talked about the improved stability pupils get by standing with their feet apart. The understanding reflected in activity sheets was very good overall and Table 2 illustrates the percentage of correct responses for each class in relation to each of the three core concept areas.

Though unit activity sheets are not standardised tests, the conditions of administration, scoring, standards for interpretation, fairness and concept validity discussed by Gall et al. ( 2003 , p.xx) were maintained as far as possible. Evidence did not show that representational/stylistic variations by teachers had any discernible effect on pupil understanding and was seen to maintain normality from the pupils’ perspective. Class 3 scored consistently highly across all conceptual areas, although the qualitative understanding of turning moments was least secure for all three classes. Non-completion of selected questions in the task sheets partially explains lower numerical attainment for this concept in class 1 and 2, however, it is unknown if omissions resulted from a lack of understanding. The figures in Table 2 are absence corrected to account for fluctuating pupil attendance at sessions: (17.6% pupil absence across sessions for class 1, compared with 8.8% and 2.5% for classes 3 and 3 respectively). Table 3 illustrates the percentage scores for activity sheets completed by groups in the more and less successful cohorts.

Observational and reflexive data highlighted evidence of some researcher and recorder effects. These were typically associated with pupils’ interest in understanding the roles of the researcher and class teacher, and discussion around what they could say while being recorded. These subsided over time for all but two groups in Class 1, but with no substantive effect on pupils’ technological thinking.

In summary, findings from the learning phase show that: (1) Pupils engagement was high, and all classes covered the core structural concepts in the unit; (2) pupil knowledge and understanding, as measured by activity sheet responses, was very good overall but scores for turning moments were comparatively lower, and (3) study effect subsided quite quickly for all but two groups and there was no evidence showing these to be detrimental to technological thinking. These differences are considered epistemic and are captured in the framework of difference in Fig. 5 .

Part 2: findings from the problem-solving phase

Part 2 begins by describing the differences from comparing the material solutions produced by the most and least successful groups (dyad 1). Subsequent sections report upon the three areas in which difference were found: epistemic differences, process differences and social and extrinsic differences. Each of these sections lead with the analysis from the most contrasting groups (dyad 1) before presenting the resultant framework of difference. They conclude by reporting on how the differences in these frameworks are reflected across the wider data set. As with findings across all sections, findings only account for areas of the conceptual framework in which differences were identified. For processes such as measuring and testing, no difference was found and other processes, such as computing, did not feature for any of the groups.

Differences in the solutions produced by the most & least successful groups (dyad 1)

Group 5′s solution was identified as the most successful and Group7′s solution was identified as the least successful. Overall, both of these groups engaged well with the task and produced cantilevers that are shown in Figs. 2 and 3 . The order in which different parts of the solutions were developed is indicated by colour with the lighter parts appearing earlier in problem solving than the darker parts. Figure 4 shows this cumulative physical development of each solution over time. Both groups shared a similar conceptual basis and employed triangulation above and below the road surface. Figure 4 shows that Group 5′s solution evolved through 36 developments, while Group 7 undertook 23 developments and chose to strip down and restart their solution at the beginning of the second problem solving session. Similarly, groups 6, 11 and 13 removed or rebuilt significant sections of their solution. Neither group 5 or 7 undertook any developments under the rear of the road surface, and the greatest percentage of developments applied to the road surface itself (Group 7: 30.6%; Group 5: 47.8%). For Group 5, it was only developments 5 and 6 (Fig. 2 ) which offered little to no functional structural advantage. All other developments contributed to either triangulation, rigidity or strength through configuration and material choice with no evidence of misconception, which was also noted by the Delphi panel. The orientation, configuration and choice of materials by Group 7 share similarities with Group 5 insofar as each reflected knowledge of a cognate concept or principle (e.g. triangulation). Delphi Panel Member 8 described Group 7′s solution as having a good conceptual basis. Key differences, however, lay in the overall structural integrity of the solution and the underdevelopment of the road surface (Fig. 3 , Dev.1 and Dev.5) which mean that Group 5 achieved a more ontologically endurant solution than Group 7 did. Evidence from Group 7′s discussion (S = 3, 3.34–3.37; S = 3, 3.38–3.39; S = 16, 3.26–3.30) suggests this is partly because of misconception and deficits in knowledge about materials and the task/cantilever requirements. This was also reflected in the group’s activity responses during structures unit in the learning phase. Alongside the photographic evidence and reflexive notes of the researcher, this suggest that there was some difficultly in translating concepts and ideas into a practical form. This constitutes a difference in tacit-procedural knowledge between Group 5 and Group 7.

‘Group 5 solution schematic’

‘Group 7 solution schematic’

‘Cumulative development of tangible solutions’

Epistemic differences during problem solving

As well as the knowledge differences in the learning phase and the physical solutions, analysis of the most and least successful groups revealed epistemic differences in problem solving activity related to ‘task knowledge’ and ‘knowledge of concepts and principles’. The extent to which ‘knowledge’ can be reliably coded for in this context is limited because it rapidly becomes inseparable from process. Skills are processes which, in turn, are forms of enacted knowledge. Consequently, although Halfin ( 1973 ) defines idea generation as a knowledge generating process using all the senses, attempts to code for this were unsuccessful because it was not possible to ascertain with any confidence where one idea ended, and another began. Coding was possible, however, for ‘prior personal knowledge’, ‘task knowledge’ and ‘prior technological knowledge’. The analysis of these is present along with the resulting framework of epistemic difference with prior personal knowledge omitted on the basis that no differences between groups was found. The final section looks at how epistemic differences are reflected in the activity of the remaining groups.

Epistemic differences between the most & least successful groups (dyad 1)

Task knowledge is the knowledge pupils have of the problem statement and includes relatively objective parameters, conditions, and constraints. One key difference was the extent to which groups explicitly used this to support decision making. Group 5 spent considerably more time than Group 7 discussing what they knew and understood of the task prior to construction (1m10s vs. 8 s) but during construction, had more instances where their knowledge of the task appeared uncertain or was questioned (n = 6 for Group 5 vs. n = 2 for Group 7). Differences were also found in the prior technological knowledge used by groups. This knowledge includes core structural concepts and principles explored in the learning phase. As with task knowledge, Group 5 verbalised this category of knowledge to a far greater extent than Group 7, both apart from, and as part of, formative discussions with the class teacher (18:59 s vs. 14:43 s). In only one instance was the prior technological knowledge of Group 5 incorrect or uncertain compared with four instances for Group 7. These included misconceptions about triangulation and strength despite performing well with these in the learning phase. Furthermore, some instances of erroneous knowledge impacted directly upon solution development. In response to a discussion about rigidity and the physical performance of the road surface, one pupil stated: “Yes, but it is supposed to be able to bend in the middle..” (Group 7, S = 3, 3.34–3.37) meaning that the group did not sufficient attend to this point of structural weakness which resulted in a less endurant solution. No such occurrences took place with Group 5. More prominent and accurate use of this type of knowledge supports stronger application of learning into the problem-solving context and appeared to accompany greater solution integrity.

From these findings, and those from the learning phase, the framework of difference shown in Fig. 5 was developed:

‘Framework of epistemic differences from comparative analysis of Group 5 and 7’

Epistemic differences across all groups (dyads 1–4)

As with dyad 1, the more successful groups in dyads 3 and 4 scored higher (+ 14% and + 20.7%, respectively) in the learning phase compared with their less successful partner groups. This, however, was not seen with dyad 2. The less successful group achieved a higher average score of 86.3% compared with 71% and, despite greater fluctuations in pupil attendance, scored 100% for turning moments compared with 58% for the more successful group. Although comparatively minimal across all groups, more successful groups in each dyad tended to explicitly verbalise technological and task knowledge more than less successful groups. Furthermore, it was more often correct or certain for more successful groups. This was particularly true for dyad 2, although there was some uncertainty about the strongest shapes for given materials in, for example, Group 12 which was the more successful group of dyad 3. The greatest similarity in verbalised task knowledge was observed with the least contrasting dyad, although evidence from concept sketching (Figs. 6 , 7 ) illustrated a shared misunderstanding between both groups of the cantilever and task requirements.

‘Group 2 concept sketch’

‘Group 8 concept sketch’

The differences in tacit-procedural knowledge between Group 5 and 7 were reflected quite consistently across other dyads, with more successful groups showing greater accuracy, skill and judgement in solution construction. The more successful groups in dyads 2 and 3 undertook three material developments that offered little to no functional advantage, and each of the developments these groups undertook correctly embodied knowledge of cognate structural concepts and principles. Notably, Group 8 of dyad 4 was able to achieved this with no structural redundancy at all. Less successful groups, however, were not as secure in their grasp of the functional dependencies and interrelationships between different parts of their structural systems. The starkest example of this was with Group 4 of dyad 3, who explicitly used triangulation but their failure to physically connect it with other parts of the structure rendered the triangulation redundant. Group 2 of dyad 4 were the only group not to triangulate the underside of the road surface. Less successful groups tended to focus slightly more of their material developments in areas of the bridge other than the road surface, whereas the opposite tended to be true for the other groups. Significantly, while all groups in the study included developments that offered little to no functional advantage, it was only in the case of less successful groups that these impaired the overall functional performance of solutions in some way. Table 4 summarises the sustained epistemic difference across all four dyads.

Process differences

Analysis of the most contrasting dyad yielded process differences in: (1) managing (Halfin, 1973 ), (2) planning, and (3) reflection. Groups managed role and task allocation differently, as well as engaging in different approaches to planning aspects of solution development. Reflection, as a process of drawing meaning or conclusions from past events, is not explicitly identified by Halfin or the conceptual framework. Two new forms of reflection for well-defined technological problem solving (declarative reflection and analytical reflection) were therefor developed to account for the differences found. The analysis of the process differences is presented with the resulting framework for this dyad. The final section presents sustained process differences across all groups.

Difference in managing—role & task allocation & adoption (dyad 1)

The autonomous creation of roles and allocation of tasks featured heavily in the activity of Group 5. These typically clustered around agreed tasks such as sketching (S = 2, 1.46), and points where group members were not directly engaged in construction. In total, Group 5 allocated or adopted roles or task on 31 occasions during problem solving compared with only 7 for Group 7. Both groups did so to assist other members (Group 5, S = 16, 3.33–3.38; Group 7, S = 3, 0.37–0.41), to take advantage of certain skills that group members were perceived to possess (Group 5, S = 2, 1.47- 1.49; Group 7, S = 2, 2.03–2.06) and, for one instance in Group 7, to prevent one group member from executing something incorrectly (S = 16, 2.11–2.13). There was evidence, however, that Group 5 moved beyond these quite pragmatic drivers. Member often had more of a choice and, as shown in Excerpt 5, allocation and adoption is mediated by sense of ownership and fairness.

Excerpt 5: Idea Ownership (Sketching) Pupil ?: “You can’t draw on them..” Pupil 1: “You draw Chloe, I can’t draw..” Pupil 2: “I know I can’t draw on them, that’s why I doing them; no, because you, you had the ideas… because you had…” Pupil ?: “(unclear)” Pupil 3: “Just draw your own ideas, right, you can share with mine right…. Right, you draw the thread one, I’ll do the straw thing…” (Group 5, S = 2, 1.46–1.59)

The effective use of role and task allocation appeared to play an important role in realising an effective technical solution, however, negative managerial traits were perhaps more significant.

Difference in managing—negative managerial traits (dyad 1)

Evidence of differences between Group 5 and 7 were found in relation to: (1) group involvement, and (2) fragmentation of group vision, which were found to be highly interrelated. Negative group involvement accounted for traits of dominance and dismissiveness. For Group 7, this was more prevalent earlier in the problem-solving activity where one group member tended to dominate the process. This pupil tabled 9 out of 11 proposals prior to working with physical materials and, at times, readily dismissed suggestions by other group members (See Excerpt 1). Moreover, ideas and proposals within the group were sometimes poorly communicated (Excerpt 2), which led to a growing level of disenfranchisement for some group members and a fragmented group vision for solution development.

Excerpt 1 Pupil 1:“We could do it that way…” (Pupils continue discussion without acknowledgement) Pupil 1:“You could do that..” Pupil 2:“Shut up, how are we going to do that?” Pupil 1:“Well you’re allowed glue, and you’re allowed scissors..” Several group members: “Shut-up!” (Group 7, S = 1, 2.07–2.28) Excerpt 2 “(Loud inhalation) Watch my brilliant idea… I need scissors.. Are you allowed scissors?” (Group 7, S = 1, 1.36–1.41)

The was some evidence of dismissiveness present with Group 5 also (e.g. S = 9, 1.32–1.46), however, group members were able to voice their ideas which appeared to support a better shared understanding among group members. Notably, Group 5 reached a degree of consensus about what they would do prior to constructing anything, whilst Group 7 did not. Even in these early stages, two of the four members of Group 7 made it very clear that they did not know what was happening (Excerpt 3).

Excerpt 3 Pupil 1: “What are you all up to?” Pupil 2: “Move you” Pupil 4: “No idea” Pupil 2: “You’re allowed to say hell are you not?” Pupil ?: “Helli-yeh” Pupil 2: “Hellilouya” (slight laughter) Pupil 3: “Right so were going to..(unclear) and do that..” Pupil 1: “What are you all up to?” Pupil 2: “Just… I know what he’s thinking of..” Pupil 4: “I don’t have a clue what you’re thinking of..” Pupil 3: “Neither do I..” (Group 7, S = 2, 0.15–0.33)

Occurrence like these contributed to a growing sense of fragmentation in the group. Verbal and observational data show this to have been picked up by the class teacher who tried to encourage and support the group to share and discussed ideas more fully. Despite this, the group lost their sense of shared vision about how to approach a solution and, part way through the first session, two group members attempted to begin developing a separate solution of their own (S-3, 2.52).

The final managerial difference between Group 5 and 7 was the way in which efforts were made to increase the efficiency of solution development. Seen as a positive managerial trait, both groups did this, but it was more frequent and more developed with Group 5. There were four examples of this with Group 7 in the form of simple prompts to speed the process up (E.g. S = 5:3.02–3.04; S = 6:2.22–2.23; S = 11: 1.34–1.35) and 25 examples with Group 5 involving prompts and orchestrating parallel rather than successive activity.

Differences in planning (dyad 1)

Differences emerged in how Group 5 and 7 thought about and prepared for future problem-solving activity. While the complexity of the pupils’ problem-solving prevented cause and effect from being attributed to planning decisions, four areas of difference were identified: (1) determining use of/amount of materials/resources, (2) sequencing, ordering or prioritising, (3) identification of global solution requirements, and (4) working through how an idea should be practically executed. Across both problem-solving sessions, Group 5 spent over three times as long as Group 7 did, engaging in these forms of planning (8m17s vs. 2.23 s), but Group 7 planned on almost twice as many occasions (n = 98 vs. n = 56). Both groups considered the availability of materials for, and matching of materials to, given ideas (e.g. Group 5, S = 5:3.38–3.48; Group 7, S = 4:2.20–2.34; S = 12:1.53–2.00) and both identified global solution requirements. At the start, Group 5 engaged in 12 min of planning in which they read task instructions (S = 1, 0.49–1.49), explored, tested, and compared the available materials (S = 1, 1.49–2.10), and agreed on a starting point. As shown in Excerpt 4, these discussions attempted to integrate thinking on materials, joining methods, placement. As the class teacher observed, Group 7 were eager to begin construction after 4m45s and did so without an agreed starting point. Pupils in this group explored materials in a more reactive way in response to construction.

Excerpt 4 “..a tiny bit of cardboard, right, this is the cardboard, right.. (picks up part) put glue on it so that’s on that, right.. (modelling part orientation) then put glue on it there so it sticks down.. something to stick it down, do you know what I mean?” (Group 5, S = 9, 2.10–2.20)

Despite similar types of planning processes, the planning discourse of Group 5 was more proactive, and this may have minimised inefficiencies and avoidable errors. For Group 7, two group members unintentionally drew the same idea (S = 2, 3.19–3.26), parts were taped in the wrong place (S = 17, 1.26–1.40) and others glued in the wrong order (S = 5, 1.28–1.30 and 1.48–1.56). Such occurrences, however, notably reduced after the group re-started their solution in the second session which also mirrored a 73% drop in poor group involvement. Communication played an important role in planning and there was no evidence of avoidable errors with Group 5.

Differences in reflection (dyad 1)

The most prevent differences in this study were found in how Group 5 and Group 7 reflected upon their developing solutions. Analysis revealed two main forms of reflection that were used differently by groups. ‘Declarative reflection’ lies close to observation and is defined by this study as reflection that does not explicitly reveal anything of a pupil’s knowledge of technical relationships within their solution, e.g.: “that’s not going to be strong…” (Group 7, S = 2, 0.49–0.51). This form of reflection was critical for both groups who used it heuristically to quality assure material developments, but it was used slightly more often by Group 7 (n = 164:4m30s vs. n = 145:4m07s). By contrast, ‘analytical reflection’ is defined as that which does reveal something of a pupil’s knowledge of technical relationships between two or more parts of a solution. Examples of this are shown in Excerpts 5 and 6 where pupils are reflecting upon an attempt made to support the underside of the road surface.

Excerpt 5: “It’s not going to work because it’s in compression and straws bend..” (Group 5, S = 9, 2.3–2.35) Excerpt 6: “no, that’ll be… oh, aye, because that would weight it down and it would go into the water.” (Group 5, S = 14, 3.35–3.38)

Looking across verbal and observational data, there was no consistent pattern to the use of declarative reflection but analytical reflection for both groups was almost exclusively anchored around, and promoted by, the practical enactment of an idea and could be associated with predictions about the future performance of their solution. Overall, both Group 5 and 7 reflected a similar number of times (n = 216 and n = 209, respectively) although the total amount of time spent reflecting was 17% longer for Group 5. This difference in time was accounted for by comparatively more analytical reflection in Group 5 (n = 75:3m47s vs. n = 45:2m10s for Group 7), particularly during the first half of problem solving. It was also interesting that Group 7 engaged with no analytical reflection at all prior to construction.

Findings from process management, planning and reflection led to the framework of difference in Fig. 8 . This also accounts for differences in the amount of time each group reflected upon the task detail, but this was extremely limited (Group 5: n = 7, 26 s; Group 7: n = 5, 10 s).

‘Framework of process differences from comparative analysis of Group 5 and 7’

Process differences across all groups (dyads 1–4)

Task reflection, attempts at increasing efficiency and differences of fragmented vision found with the most contrasting dyad were not sustained across remaining groups. The only sufficiently consistent difference in patterns of solution development was that more successful groups, on average, spent 18% longer in planning and discussion before beginning to construct anything.

Overall, the nature and patterns of good and poor group involvement from dyad 1 were reflected more widely, with some instances of deviation. The more successful group in dyad 4 had more significant and numerous examples of poor group involvement than did the less successful group (n = 16 vs. n = 10), although they made more effective use of roles and task allocation and spent longer engaged in planning processes. Dyad 2 deviated also insofar as the less successful group (13) actually had fewer avoidable errors than Group 6 who accidentally cut the incorrect parts (e.g. S = 15, 2.44–2.47), undertook developments that were not required (e.g. S = 6, 2.11–2.16) and integrated the wrong parts into their solution (e.g. S = 7, 1.10–1.13).

Differences in the nature and use of reflection was one of the most consistently sustained findings between the most and least successful cohorts. All four of the more successful groups engaged more heavily in reflective processes and more of this reflection was analytical in nature. This shows that reflection which explicitly integrates knowledge of technical relationships between different aspects of a solution plays an important role in more successful technical outcomes. Whilst declarative reflection remained important for all groups, it was also less prominent for groups in the less successful cohort. Table 5 summarises the sustained process difference across dyads 1, 2, 3 and 4.

Social & extrinsic differences (dyad 1)

Differences reported in this section lie out with the formal conceptual framework of the study but, nonetheless, were shown to play a role in the technological problem-solving activity of dyad 1. Differences between Group 5 and 7 emerged in three areas: (1) group tension, (2) effects of the classroom competitive dynamic, and (3) study effects. Group tension, which relates to aspects of interaction such as argumentative discourse, raised voices and exasperation, were negligible for Group 5 (n = 4, 0m24s) when compared with Group 7 (n = 38, 2m38s) and related exclusively to pupils having their voiced heard. For group 7, tension was evident during both sessions, but was more significant in the first session before re-starting the solution in session 2 and purposeful attempts to work more collaboratively with the support of the teacher (Group 7, S = 10, 0.36–1.29). Observations revealed that tension was typically caused by pupils failing to carry out practical processes to the standard of other group members, or breaking parts such as the thread supporting the road surface in the 36 th minute of Session 2.

Despite collaborative efforts within groups, there was a sense of competitive dynamic which appeared either to positively bias, negatively bias, or to not affect group activity. This competitive dynamic was present in groups comparing themselves to other groups in the class. Group 7 had 3.7 times as many instances of this as Group 5 with 73% of these negatively affecting the group. These included interference from and with other groups (S = 7, 0.07–0.12), attempting to copy other groups (S = 7, 1.14–1.22) and comparing the solutions of other groups to their own (S = 8, 2.55–2.59). In contrast, Group 5 appeared to be far less affected by perceptions of competition. Around a third of instances were coded as neutral, however, Group 7 experienced more instances of positive competitive effects than Group 5 did (n = 5 vs. n = 1).

Study effects were present for both groups often triggered by the arrival of the researcher at their table to observe or take photographs. The biggest difference in study effects was associated with the audio recorder. Recorder effects for Group 7 were three and half times that of Group 5 involving discussion about how it worked (Group 7, S = 10, 3.04–3.17), or about what was caught or not caught on tape (Group 7, S = 14, 1.01–1.45). Although questionnaire data showed that pupils in Group 5 felt that they talked less in the presence of the recorder, this was not supported by observations, verbal data, or the class teacher. From these findings, the framework of social and extrinsic difference in Fig. 9 was developed.

‘Framework of social & extrinsic differences from comparative analysis of Group 5 and 7’

Social & extrinsic differences across all groups (dyads 1–4)

Most of the social and extrinsic differences identified with Groups 5 and 7 were reflected to greater or lesser extents in other dyads. In addition to less successful groups being more susceptible to researcher and recorder effects, two specific points of interest emerged. Firstly, group tension was considerably more prominent for less successful groups than it was for more successful groups. Although no evidence of a direct relationship was established, tension appeared to accompany poor managerial traits and the changing of group composition (e.g. Group 8, Group 13). The most significant differences in tension were found with dyad 3. No occurrences were found for the most successful group and 29 were seen with the least successful group including aggressive and abrupt communication between pupils involving blame for substandard construction (S = 10, 2.28–2.38), through to name calling (S = 12, 0.20–0.22), arguing (S = 6, 1.46–2.10) and threats of physical violence (S = 11, 3.25–3.29).

Secondly, the more successful groups were influenced by the competitive class dynamic more than the less successful groups were. This is the only sustained finding that directly opposes what was found with dyad 1. These took the form of neutral or negative inter-group effects involving comparing and judging other groups (e.g. Group 6), espionage, copying or suspicion thereof (e.g. Group 6, 8 and 12). Table 6 summarises the sustained social and extrinsic differences across the more and less successful cohorts.

Discussion and Conclusions

This study established and applied three frameworks to capture the epistemic, procedural, and social and extrinsic differences between groups of pupils as they developed solutions to a well-defined technological problem. Social & extrinsic findings revealed higher levels of group tension for the less successful cohort, but that more successful groups elicited more negative responses to the competitive class dynamic created by different groups solving the same problem. Major findings about differences in knowledge and process are discussed. Thereafter, a three-part characterisation of thinking for well-defined technological problem solving is presented in support of pedagogy for Design & Technology classrooms.

The most important of those knowledge differences uncovered were found in: (1) the material development of the solution itself, and (2) the reflective processes used by groups during problem solving. The conceptual framework characterises ‘tacit-procedural knowledge’ as the implicit procedural knowledge embodied in technical skill, accuracy and judgement, and this was further refined in the solutions of more successful groups. Linked to this was the fact that several of the material developments for triangulation and strength were improperly realised by less successful groups which negatively impacted on the functional performance of their solutions. Often, this was despite evidence of a good conceptual understanding of triangulation, tension, and compression in the learning phase. An ontologically endurant solution requires stability over time and lesser developed aspects of tacit-procedural knowledge and knowledge application meant that this was not realised as fully as possible for some groups.

This can be partly explained by the challenge of learning transfer, or more accurately, learning application. Several notable studies have explored these difficulties in technology education (Brown, 2001 ; Dixon & Brown, 2012 ; Kelly & Kellam, 2009 ; Wicklein & Schell, 1995 ), but typically at a subject or interdisciplinary level. The findings of this study suggest that, even when the concepts in a learning unit are tightly aligned with a well-defined problem brief, some pupils find difficulty in applying them within a tangible, material context. It could be argued that more successful groups were better at connecting learning between different contexts associated with the problem-solving task and could apply this with more developed skill and judgement.

The second important knowledge difference arose in the various forms of reflection that groups engaged with. Reflection in this study supports pupils in cycling through the re-application/transformation loop in a similar way to the perception/translation/evaluation blocks of the iterative models of problem solving (Argyle, 1972 ; Miodusre & Kipperman, 2002 ; Scrivener et al., 2002 ). Surprisingly few studies explore ‘reflection’ as a process in technological thinking (Kavousi et al., 2020 ; Luppicini, 2003 ; Lousberg et al., 2020 ), and fewer still in the context of school-level technological problem solving. This study found that more successful groups reflected more frequently, and that more of this reflection was analytical insofar as it explicitly revealed knowledge of technical relationships between different variables or parts of their solution. Such instances are likely to have been powerful in shaping the shared understanding of the group. This type of reflection is significant because it takes place at a deeper level than declarative reflection and is amalgamated with pupils’ subject knowledge and qualitative understanding of their technical solution. This allowed pupils to look back and to predict by explicitly making connections between technical aspects of their solution.

The final area in which important differences were found was management of the problem-solving process which is accounted for by Halfin ( 1973 ) in his mental process set. When analysed, the more successful cohort exploited more positive managerial strategies, and fewer negative traits. They made more extensive and effective use of role and task allocation, spent more time planning ahead and longer in the earlier conceptual phase prior to construction. Other studies have also captured aspects of these for technology education. Hennessy and Murphy ( 1999 ) discuss peer interaction, planning, co-operation and conflict, and changing roles and responsibilities as features of collaboration with significant potential for problem solving in technology. Rowell ( 2002 ), in a study of a single pair of technology pupils, demonstrated the significance of roles and participative decisions as enablers and inhibiters of what pupils take away from learning situations. What was interesting about the groups involved in this study, was that the managerial approaches were collectively more proactive in nature for more successful groups. Less successful groups were generally more reactive to emergent successes or problems during solution development.

The problem-solving activity of pupils in this study was exceptionally complex and a fuller understanding of how these complexities interacted would have to be further explored. Yet, key differences in knowledge and process collectively suggest that effectively solving well-defined technological problems involves a combination of proactive rather than reactive process management, and an ability to make two different types of technology-specific connections: contextual connections and technical connections. Proactively managing is generic and involves planning, sequencing, and resourcing developments beyond those that are immediately in play to minimise avoidable errors with reference to problem parameters. It involves group members through agreed roles and task allocation that, where possible, capitalise on their strengths. Contextual connections involve effectively linking and applying technological knowledge, concepts, and principles to the material context that have been learnt form other contexts out with solution development. This is supported by skill and judgement in the material developments that embody this knowledge. Finally, technical connections appear to be important for better functioning solutions. These are links in understanding that pupils make between different parts of the developing solution that reveal and build knowledge of interrelationships, dependencies and how their solution works. In addition to helping pupils developing effective managerial approaches in group work, this suggests that pedagogical approaches should not assume pupils are simply able to make contextual and technical connections during technological problem solving. Rather, pedagogy should actively seek to help pupils make both forms of connection explicit in their thinking.

This study has determined that proactive management, contextual and technical connections are important characteristics of the modus operandi of pupils who successfully solve well-defined technological problems. This study does not make any claim about the learning that pupils might have taken from the problem-solving experience. It does, however, provide key findings that teachers can use to support questioning, formative assessment and pedagogies that help pupils in solving well-structured technological problems more effectively.

Ethical approval

Ethical approval for this study was granted by the School of Education Ethics Committee at the University of Glasgow and guided by the British Educational Research Association Ethical Code of Conduct. All necessary permissions and informed consents were gained, and participants knew they could withdraw at any time without giving a reason. The author declares no conflicts of interest in carrying out this study.

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I would like to thank Dr Jane V. Magill, Dr. Alastair D. McPhee and Professor Frank Banks for their support in this work as well as the participating teachers and pupils who made this possible.

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How to solve the 10 most common tech support problems yourself

a miniature toolbox or toolkit on a laptop keyboard to build, develop or repair

Whether you’re dealing with your dad’s decade-old computer or your own custom-built gaming rig, troubleshooting PC problems is a part of everyday life. Before you make that $50 support call, though, try your hand at homebrew tech support. We spoke to some of the best support reps in the business about the most common problems they fix—and how you can do it yourself.

Try this first

I know it sounds like a no-brainer, but before you do anything else, restart your computer. Matthew Petrie of Falcon Northwest technical support says that most of his customers solve their problems with this simple step. “This long-standing maxim can work wonders,” says Petrie.

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The first step to fixing a slow computer is to verify that your machine is the actual source of the problem. Videos that seem to buffer forever, and websites that take ages to load, may not be your computer’s fault. Geek Squad agent Derek Meister claims that many people mistakenly identify a slow system as the problem when “it’s actually not the computer, [but] their broadband connection.” See “Downloads are taking forever” below for instructions on how to use Speedtest.net to diagnose a slow connection.

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Checking the Startup Item and Manufacturer columns is the best way to figure out which potential performance-killers you can safely disable. Avoid messing with any of the services and programs that have Microsoft Corporation listed as the manufacturer. Items such as AdobeAAMUpdater, Google Update, Pando Media Booster, Spotify, and Steam Client Bootstrapper are all fair game. Regardless, err on the side of caution: If you’re not sure what the program or service does, don’t disable it.

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Downloads are taking forever

Speedtest.net is your best friend when you’re having connectivity problems. Run a speed test to see what your download and upload speeds are—ideally they should be at least 50 percent of your Internet service provider’s advertised speeds, with a ping under 100 milliseconds.

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Check your network hardware. Updates for network cards aren’t all that common, but if your card’s manufacturer offers a newer driver, download it. Resetting your router and modem can help with connection problems, too. Most routers and modems have reset buttons, but pulling the power cable for a second or two can do the same thing. Don’t cut the power for much longer, or the hardware may reset itself to factory defaults.

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My machine keeps restarting

Hardware problems are hard to diagnose and solve. First, confirm that you aren’t just getting the latest wave of Windows updates, which can automatically restart your computer during installation. Then work on updating all of your critical system drivers. Your graphics card, motherboard, and network card drivers are crucial.

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Is your computer making weird noises ? If you’re lucky all you’ll need to do is give the machine a thorough cleaning . Modern computers have safeguards that shut down the system if a component is overheating, which can be the cause of frequent restarts when you’re running resource-intensive programs or video games.

Pop-up ads are appearing on my desktop

If you’re not running your Web browser and are still getting pop-up ads on your desktop, you’ve most likely installed adware—a program that displays unwanted ads. Although benevolent adware exists, most of the time adware is up to no good. Getting rid of it isn’t easy. “There’s a ton of little system-utility tools out there that promise to clean up everything, with names like PC Speed-up, PC Speed Pro, PC Speedifier,” Geek Squad’s Meister says. “A lot of times those programs are not going to do much. Some programs will work, others are snake oil.”

Running a full scan with credible antivirus software is your first step. If that program doesn’t find and remove the adware, turn to Malwarebytes Anti-Malware Free , a great utility for removing all types of malware. Just make sure to disable your standard antivirus software before running it.

“Multiple antivirus programs working at the same time will often result in problems,” Falcon Northwest’s Petrie says. “You only want one active, real-time antivirus scanner installed, but it doesn’t hurt to run an additional ‘on demand’ virus or malware scanner.”

Searching online for the name of the advertised product can sometimes yield solutions from fellow victims. If all else fails, there’s always the nuclear option: a complete system reinstall. It might take a long time, but it’s the only surefire way to remove adware or spyware. Remember to back up all your personal files.

Google doesn’t look right

Browser hijackers are a particularly nasty breed of malware. Such programs take over your Web browser and can stealthily redirect your Google searches and other queries to fake pages meant to steal your personal information or to further infect your system.

Running a real-time antivirus utility is the best way to stay safe. If your browser has already been hijacked, uninstall the browser and use your antivirus program in conjunction with Malwarebytes to remove the intruder.

My Wi-Fi keeps disconnecting

Spotty wireless connections can be a puzzler. Is it your computer? Your router? Your ISP? Try a few things before calling your Internet service provider.

Confirm that your computer is within range of your wireless router. Weak signals mean weak connections. Next, make sure your PC’s wireless card has the latest drivers. Try letting Windows troubleshoot for you by right-clicking the Wi-Fi icon in the taskbar and selecting Troubleshoot problems .

I keep seeing ‘There is a problem with this website’s security certificate’

Sometimes the biggest problems have the easiest fixes. According to support technicians, the lion’s share of issues are due to an incorrect system clock.

Website security certificates sync up with your computer’s clock. Old computers in particular run the risk of having a dead CMOS battery—the watch battery in your computer that keeps its system clock ticking. Click the clock in the system tray and select Change date and time settings to correct any issues.

My printer won’t print

Let’s assume that your printer’s drivers are up-to-date, and that it has enough paper and ink or toner to print. Try turning the printer off and on. Unplug the printer and plug it back in. Check your printer’s print queue by looking for the printer icon in the system tray and double-clicking it. The print queue shows you the status of each job as well as the general status of your printer.

Ensure that ‘Use Printer Offline’ isn’t checked. Sometimes, printing while your printer is turned off can cause Windows to set your printer to work offline, and that can stall jobs sent later.

I can’t open email attachments

If you have ever encountered an attachment that you couldn’t open, it was probably because you didn’t have the software necessary to view the file.

The usual suspect is the .pdf file, for which you can download a free PDF reader. If your problem involves a different file format, a quick search on the attachment’s file extension (the three letters after the period in the filename) should tell you what type of program you need. If the attachment lacks a file extension (which might happen if it was renamed), adding it back should set things right.

My favorite program isn’t working on my new PC

Before you call tech support, make sure that the software you’re trying to run is compatible with your operating system. Older software might not function on Windows 8, and an app created for Mac OS X definitely won’t run on your Windows PC. A 32-bit program might run on your 64-bit operating system, but it doesn’t work the other way around.

If an online game balks, you might be missing the required plug-ins—Java and Flash are the usual culprits. Most browsers will alert you to install these items if necessary.

When to throw in the towel

Falcon Northwest’s Petrie recommends connecting with tech support for “any problems that you aren’t comfortable addressing personally.” When in doubt, it’s better to steer clear of voiding a warranty or potentially damaging your system. “Being aware of your own skill set and limitations is important,” says Petrie, because “it’s often easy to make matters worse.” If you think the problem is too complicated, call up a more knowledgeable friend , or bite the bullet and work with a professional tech support service .

How To Solve Problems With Technology

Updated June 14, 2023

How to Solve Problems With Technology?

Inventing what the world needs- that is now Edison described the crux of innovation in technology. Big problems represent even bigger opportunities. To quote famous Canadian ice hockey player Wayne Gretzky, who scored many hits in his time, the trick is not to “skate where the puck is,” but to “skate where the puck is going.” Building a business or solving social problems with technology. It has come up with the most scalable solutions which can impact business across the world.

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Whether it is clean energy, robotics, quantum computing, synthetic biology, telemedicine, AI, or cloud education and NUI software, it can solve all the biggest problems confronting mankind. Creating value means coming up with something people will pay for in the real world. Virtual technologies can open up a window of possibilities, given their widespread application. Starting small but thinking big…that is the key to using modern technology to solve the biggest problems in modern-day existence.

So, how can technology solve problems? Can technology pave the way for a better world? Just how far-reaching can “tech for the greater good” be? Let’s find out, bit by bit and get the right sound-bytes on how is a technology used to solve problems in the real world.

Amazing Ways to Solve Problems With Technology

Below are some of the amazing ways to solve problems with technology.

#1 Go Green: Harnessing Technology to Lower Pollution

One of the biggest ways technology has changed transportation and promoted ecological conservation is fuel cell vehicles. These are zero-emission cars that can run on electricity or hydrocarbons. Fuel cell-powered vehicles using hydrogen also have the advantage of being zero-emission. Mass-market fuel cell vehicles offer a range and convenience missing from diesel and gas-powered cars.

#2 Think Smart: The Advent of Next Generation Robotics

Robots have taken over everyday tasks. Though technology is still expanding to ensure next-generation robotics goes beyond factory assembly lines and controlled tasks, AI and technology’s real application is yet to come. This has made human-virtual machine partnership a reality in the making. Robots have become more flexible, and cloud computing revolutions have led to the creation of remote control.

So, how is this solving world problems with technology in the business world? Machines have been taken away from large assembly lines, and GPS technology has enabled the use of robotics in precision agriculture. Robots are being designed to be easily programmable and handle manufacturing tasks that are tough for human workers. Next-generation robotics is ideal for tasks that are too difficult or repetitive. Progress in design and AI have ensured that humans have advanced beyond a point of no return too.

#3 Additive Manufacturing: From Wearables to Printable Organs and Smart Clothes

Additive manufacturing helps in creating everything from printable 3D organs to wearables. This type of manufacturing starts with liquid or powder and builds into a 3-D shape through a digital template, each layer at a time. So, how does this constitute a solution? Well, such products can be customized to the end-user and take 3-D printing into a high-tech world.

Machines can print human cells and find application in the creation of living tissues in fields such as tissue repair and regeneration as well as screening. This is also a step forward in the field of personalized medicine. 3-D printing of integrated electronic parts such as nanoscale computer components and circuit boards is the next step. 4-D printing seeks to create a new generation of products that are responsive to environmental changes such as heat and humidity.

#4 AI: When a Computer Can Learn on the Job

AI involves computers being able to perform human tasks. So, how can we use AI technology to make life easy? Smartphones that recognize human speech or image recognition information technology on machines are just one instance of AI application. Driving the point home further are self-automated cars and flying drones. Machines can now outperform humans. Case in point: Watson, an AI system, beat humans at a game of Jeopardy, and the thinking computer, Deep Blue, could out do any chess grand-master.

As against the average thinking hardware or software, AI can enable machines to respond to transitions in the environment. AI systems can assimilate unlimited amounts of information, and technology solve environmental problems too.

An example is the Never-Ending Language Learning Project/NELL from Carnegie Mellon University, which reads facts and learns new information to perform better in the future. Consider a world where self-driving cars will lower the frequency of collisions. Here are some ways in which machines can take over from humans and do a better job:

#5 Distributed Manufacturing- Factory at Your Doorstep

With e-commerce on the rise and the advent of the digital age, personalized products are the order of the day. It has led to the decentralization of the method of fabrication. Distributed manufacturing encourages broad diversity and speed to varied markets and geographies.

#6 Sense and Avoid Drones: Innovation with Numerous Applications

Flying robots, UAVs, or drones can be used for checking power lines, providing emergency aid, agriculture, filming and other applications requiring comprehensive and affordable aerial surveillance. Drones have a reliable ability to avoid collision and create autonomy while carrying out tasks that are too tough or remote for humans to accomplish. Sense and avoid drones can be used for operating reliably in tough conditions such as dust storms or blizzards.

#7 Neuromorphic Technology: Computer Chips which can Mimic the Human Brain

Neuromorphic chips process information in a different way from traditional hardware and resemble the architecture of the brain. Miniaturization has resulted in an increase in conventional computing capabilities across the years, but neuromorphic chips are more beneficial because they have the following features:

Greater energy efficiency
Combined data storage, data processing into interconnected modules
Networked neutrons making a replica of the brain

Consider the neuromorphic chip True North which comprises a million-neuron network for creating power efficiency 100s of times more robust than a conventional CPU. Such machines promote number crunching, which is perfect for predicting stock exchange trends or climate forecasting.

#8 Mobile Wallets: Leave Your Purse Behind

The market has mobile payment systems such as Square, Google Wallet and Starbucks App. Leaving your wallet behind is no longer a problem now. From Paytm to its PayPal, a mobile wallet has many benefits. It is technology at its best.

# 9 Evolving Video Format: From Betamax to Blue-Ray

It has evolved video formats from Betamax to VHS, DVD, HD DVD and Blue-Ray. Advanced video formats have changed everything from communication and computing to dining, entertainment and travel.

#10 Redefining Communication: Emails, IM and Mobile Phones

From emails through Gmail to Windows, Live Hotmail and more, there are multiple options for communicating online. Want to send a greeting card? Opt for an e-postcard and save on postage too! From AOL instant messaging to Meebo, the options are endless. Mobile phones , applications such as WhatsApp and VoIP or Voice over Internet protocol are only some of the reasons why long distant charges are a thing of the past.

#11 Word Power: From Typewriters to Word Processors

Word processors have made so much more possible…from saving work and making copies to enabling editing of text. Spell checking programs and increased formatting became possible. The personal computer has become an essential part of life. Storing information, operating at lightning-fast speeds and storing terabytes of data are only some of the many benefits of using computers for work or personal use. There is so much you can do with computers, such as checking email to Microsoft Outlook, optimizing images through Adobe Photoshop, building digital libraries of musical tunes and more. Time management, handling multiple work tasks and meeting successive deadlines- this has become easy now.

#12 Making the Globe Smaller: Travel Right, Smart Flights

Websites such as TripIt organize travel plans including flights, trains, cruises, cars, hotels and a 24 to 48-hour itinerary. Search engine sites provide links to travel sites, and online travel agencies, aggregators and consolidators are there to guide you every step of the way. From TripAdvisor to SmarterTravel and LonelyPlanet, jet hopping was never easier. The airplanes and ATC also use technology to make the journey comfortable. Transport and travel have changed for the better, and we have reached miles ahead from travel books and slow trains.

#13 Technology, the Deal Maker: Revitalizing Small Businesses

It has helped businesses to increase efficiency, enhance productivity and increase the customer base. Popular cloud storage services such as Dropbox and Google Drive store data and documents online. Cloud used for business collaborations and file sharing. Social check in tools such as Foursquare and social media sites like Facebook and Twitter can revolutionize and kickstart any business. Get listed online and use services like Locu, which let you display pertinent business information in one place. E-commerce has become the perfect way to do business. There are mammoth marketing opportunities in the virtual world, from e-commerce websites to larger online sites like eBay or Amazon.

Enhancing consumer service through official website and voice mail as well as information regarding directions to the company site and information about shipping has changed the way business is done. Looking for a pocket-friendly alternative to costly business trips? You can use high tech solutions from Skype to WebEx as well as video-conferencing.

Project management tools like Basecamp and Zoho will make handling workers and collaborating on tasks a cinch. Scheduling tools such as GenBook, BookFresh or FullSlate enable clients to schedule appointments online at their own convenience. Understanding your customers was never easier with Google Analytics. Mobile payment tools (read PayPal) have made financial transactions simpler. It has also liberated businesses from print ads. Now there are numerous options for marketing online:

Informational website
Advertising on search engines
Online product sales
Email marketing

It brings business to the consumers and helps them to communicate through online chat and call centers. Telecommuting and flexitime are now perfect online collaboration tools. Teleconferencing enables businesses to reach global consumers and employees worldwide.

#14 Taking Your Business to Cloud Nine: CRM and Instant Responses

Cloud or delivering hardware and software services through a network involves cheap and amazingly advanced technology solutions for businesses. Online customer relationship management and subscription-based software as a service provide pay by use basis, cutting down on upfront investment.

#15 Technology and Portability: Mobile Apps on the Go

Mobile is on the move, and apps on smartphones download music and provide maps as well as directions. Well designed apps help you to expand the reach of your business.

#16 Technology in a Business Organization: Optimizing Performance

It helps businesses improve communication , optimize production, manage inventories and maintain financial records. From internal and external business communication to marketing communication , it has reshaped every which way companies reach out to customers and workers.

Swifter, efficient and interactive communication platforms plus enhanced operational efficiency will work wonders for business profits. It makes complex inventory management and organization simple. Minimizing inventory costs and meeting customer demands has become easy too. Programs are available to sync and merge accounting with PoS terminals and bookkeeping programs in that each purchase or sale transaction is well recorded.

#17 Solving the World’s Problems One by One: Technology on the Move

Telemedicine: This helps patients in rural and isolated areas communicate with doctors and get the medical help they urgently need.

Multifaceted Tablet Devices: Game-changing tablet devices make it easy to take a business to the next level. Tablet devices can work as an all in one device, from getting the latest technology news to checking emails.

Augmented Reality- Navigating the world through this wave of technology will shape and mould business vision.

#18 Innovations Across Urban Infrastructure: SMART Cities Pave the Way for Better Living

Innovations in technology have reduced the consumption of resources by transforming urban infrastructure into intelligent and interconnected grids. Smart cities have redefined urban living and made it more possible through technology. Smart cities can solve the biggest problems such as climate change, rising population, increasing waste and massive pollution.

#19 Revolution in Technology: Moulding Lives, Bringing Change

Healthcare latest technology has undergone a massive revolution. Genomics has changed the identification of disease and its treatments. Networked devices have made the world smaller and ensured that medical solutions reach people faster.

#20 Winning the Hunger Games: Technology Provides Solutions for Food Scarcity

Crop yields have declined due to extreme weather and pests. It offers a way out through genetic engineering and using farmbots. Game changers such as fine-tuning food supply chains through smart technologies and vertical farms have transformed agriculture.

#21: Cutting Down on Water Shortage: Technology Makes Every Drop Count

From desalination to energy efficiency and environment-friendly solutions, it has made water shortage a problem with limitations.

#22 Sustainable Energy: Big Technology Breakthrough

How To Solve Problems With Technology-sustainable energy

The ability to produce energy in sustainable ways is the biggest problem technology provides a solution for. Solar to wind, nuclear, and thermal energy have reformulated energy consumption patterns and made eco-friendly energy-generation possible.

Using technology to solve problems does not involve “thinking outside the box.” It involves thinking from a different box, one that harnesses knowledge to bring about a radical change. Technology for transformation redefines human life and makes the impossible possible. Small technologies can solve big problems. From famine to poverty, water scarcity to business management, or healthcare to education, it has all the answers…just ask any question!

14 Major Tech Issues — and the Innovations That Will Resolve Them

Members of the Young Entrepreneur Council discuss some of the past year’s most pressing technology concerns and how we should address them.

The past year has seen unprecedented challenges to public-health systems and the global economy. Many facets of daily life and work have moved into the digital realm, and the shift has highlighted some underlying business technology issues that are getting in the way of productivity, communication and security.

As successful business leaders, the members of the Young Entrepreneur Council understand how important it is to have functional, up-to-date technology. That ’ s why we asked a panel of them to share what they view as the biggest business tech problem of the past year. Here are the issues they ’ re concerned about and the innovations they believe will help solve them.

Current Major Technology Issues

Need For Strong Digital Conference Platforms
Remote Internet Speed and Connections
Phishing and Data Privacy Issues
Deepfake Content
Too Much Focus on Automation
Data Mixups Due to AI Implementation
Poor User Experience

1. Employee Productivity Measurement

As most companies switched to 100 percent remote almost overnight, many realized that they lacked an efficient way to measure employee productivity. Technology with “ user productivity reports ” has become invaluable. Without being able to “ see ” an employee in the workplace, companies must find technology that helps them to track and report how productive employees are at home. — Bill Mulholland , ARC Relocation

2. Digital Industry Conference Platforms

Nothing beats in-person communication when it comes to business development. In the past, industry conferences were king. Today, though, the move to remote conferences really leaves a lot to be desired and transforms the largely intangible value derived from attending into something that is purely informational. A new form or platform for industry conferences is sorely needed. — Nick Reese , Elder Guide

3. Remote Internet Speed and Equipment

With a sudden shift to most employees working remotely, corporations need to boost at-home internet speed and capacity for employees that didn ’ t previously have the requirements to produce work adequately. Companies need to invest in new technologies like 5G and ensure they are supported at home. — Matthew Podolsky , Florida Law Advisers, P.A.

4. Too Much Focus on Automation

Yes, automation and multi-platform management might be ideal for big-name brands and companies, but for small site owners and businesses, it ’ s just overkill. Way too many people are overcomplicating things. Stick to your business model and what works without trying to overload the process. — Zac Johnson , Blogger

5. Phishing Sites

There are many examples of phishing site victims. Last year, I realized the importance of good pop-up blockers for your laptop and mobile devices. It is so scary to be directed to a website that you don ’ t know or to even pay to get to sites that actually don ’t exist. Come up with better pop-up blockers if possible. — Daisy Jing , Banish

6. Data Privacy

I think data privacy is still one of the biggest business tech issues around. Blockchain technology can solve this problem. We need more and more businesses to understand that blockchains don’t just serve digital currencies, they also protect people’s privacy. We also need Amazon, Facebook, Google, etc. to understand that personal data belongs in the hands of the individual. — Amine Rahal , IronMonk Solutions

7. Mobile Security

Mobile security is a big issue because we rely so much on mobile internet access today. We need to be more aware of how these networks can be compromised and how to protect them. Whether it ’ s the IoT devices helping deliver data wirelessly to companies or people using apps on their smartphones, we need to become more aware of our mobile cybersecurity and how to protect our data. — Josh Kohlbach , Wholesale Suite

8. Deepfake Content

More and more people are embracing deepfake content, which is content created to look real but isn ’ t. Using AI, people can edit videos to look like someone did something they didn ’ t do and vice versa, which hurts authenticity and makes people question what ’ s real. Lawmakers need to take this issue seriously and create ways to stop people from doing this. — Jared Atchison , WPForms

9. Poor User Experience

I ’ ve noticed some brands struggling with building a seamless user experience. There are so many themes, plugins and changes people can make to their site that it can be overwhelming. As a result, the business owner eventually builds something they like, but sacrifices UX in the process. I suspect that we will see more businesses using customer feedback to make design changes. — John Brackett , Smash Balloon LLC

10. Cybersecurity Threats

Cybersecurity threats are more prevalent than ever before with increased digital activities. This has drawn many hackers, who are becoming more sophisticated and are targeting many more businesses. Vital Information, such as trade secrets, price-sensitive information, HR records, and many others are more vulnerable. Strengthening cybersecurity laws can maintain equilibrium. — Vikas Agrawal , Infobrandz

11. Data Backup and Recovery

As a company, you ’ ll store and keep lots of data crucial to keeping business moving forward. A huge tech issue that businesses face is their backup recovery process when their system goes down. If anything happens, you need access to your information. Backing up your data is crucial to ensure your brand isn ’ t at a standstill. Your IT department should have a backup plan in case anything happens. — Stephanie Wells , Formidable Forms

12. Multiple Ad and Marketing Platforms

A major issue that marketers are dealing with is having to use multiple advertising and marketing platforms, with each one handling a different activity. It can overload a website and is quite expensive. We ’ re already seeing AdTech and MarTech coming together as MAdTech. Businesses need to keep an eye on this convergence of technologies and adopt new platforms that support it. — Syed Balkhi , WPBeginner

13. Location-Based Innovation

The concentration of tech companies in places like Seattle and San Francisco has led to a quick rise in living costs in these cities. Income isn ’ t catching up, and there ’ s stress on public infrastructure. Poor internet services in rural areas also exacerbate this issue. Innovation should be decentralized. — Samuel Thimothy , OneIMS

14. Artificial Intelligence Implementation

Businesses, especially those in the tech industry, are having trouble implementing AI. If you ’ ve used and improved upon your AI over the years, you ’ re likely having an easier time adjusting. But new online businesses test multiple AI programs at once and it ’ s causing communication and data mix-ups. As businesses settle with specific programs and learn what works for them, we will see improvements. — Chris Christoff , MonsterInsights

Recent Corporate Innovation Articles

Effective Problem-Solving Techniques in Business

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.

Why Are Problem-Solving Skills Essential in Leadership Roles?

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.

What Are Some of the Most Effective Problem-Solving Methods?

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.

Using Techniques

There are a number of techniques that businesses use to problem solve. These can include:

Five Whys : This approach is helpful when the problem at hand is clear but the underlying causes are less so. By asking “Why?” five times, the final answer should get at the potential root of the problem and perhaps yield a solution.
Gap Analysis : Companies use gap analyses to compare current performance with expected or desired performance, which will help a company determine how to use its resources differently or adjust expectations.
Gemba Walk : The name, which is derived from a Japanese word meaning “the real place,” refers to a commonly used technique that allows managers to see what works (and what doesn’t) from the ground up. This is an opportunity for managers to focus on the fundamental elements of the process, identify where the value stream is and determine areas that could use improvement.
Porter’s Five Forces : Developed by Harvard Business School professor Michael E. Porter, applying the Five Forces is a way for companies to identify competitors for their business or services, and determine how the organization can adjust to stay ahead of the game.
Six Thinking Hats : In his book of the same name, Dr. Edward de Bono details this method that encourages parallel thinking and attempting to solve a problem by trying on different “thinking hats.” Each color hat signifies a different approach that can be utilized in the problem-solving process, ranging from logic to feelings to creativity and beyond. This method allows organizations to view problems from different angles and perspectives.
SWOT Analysis : This common strategic planning and management tool helps businesses identify strengths, weaknesses, opportunities and threats (SWOT).

“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:

Identify and define the problem
Consider possible solutions
Evaluate options
Choose the best solution
Implement the solution
Evaluate the outcome

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.

How Is Problem Solving Prioritized in Purdue’s Online MBA?

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.”

Make Your Own Decision to Further Your Career

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!

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32 Jobs For Problem Solvers (Solution Seekers’ Guide)

Are you an expert at solving problems? Love puzzling out complex challenges?

Then, you’re in for a thrill!

Today, we’re exploring a list of ideal jobs for problem solvers.

From operations analysts to data scientists. Each one, is a perfect fit for those who thrive on complexity and challenges.

Imagine spending your days dissecting issues. Day in, day out.

Sounds like a dream, right?

So, get your thinking cap on.

And get ready to discover your dream problem-solving profession!

Software Developer

Average Salary: $70,000 – $120,000 per year

Software Developers design, develop, and maintain software systems and applications to solve real-world problems.

This role is ideal for problem solvers who enjoy applying their analytical and technical skills to create innovative solutions.

Job Duties:

Writing and Testing Code : Develop and test software to meet clients’ or employers’ needs, ensuring functionality and user-friendliness.
Problem-Solving : Analyze software issues and develop solutions to address these problems.
Collaboration with Teams : Work closely with other developers, UX designers, business analysts, and stakeholders to create effective software solutions.
System Maintenance : Regularly update and maintain existing software to improve efficiency, add features, and fix bugs.
Technology Research : Stay updated with the latest programming languages, frameworks, and technologies to improve development processes.
Documentation : Create and maintain comprehensive documentation for software design, development, and maintenance.

Requirements:

Educational Background : A Bachelor’s degree in Computer Science, Software Engineering, or a related field is often required.
Technical Skills : Proficiency in multiple programming languages, such as Java, Python, C++, or similar, along with experience in software development frameworks and tools.
Problem-Solving Abilities : Strong analytical skills and the ability to solve complex technical issues.
Teamwork : Ability to collaborate with team members and contribute to a shared goal effectively.
Continuous Learning : Willingness to continually learn and adapt to new technologies and methodologies in software development.

Career Path and Growth :

Software Developers have a wide range of opportunities for career advancement.

With experience, they can move into senior developer roles, become software architects, or lead development teams.

They can also specialize in areas such as cybersecurity, artificial intelligence, or data science.

As technology evolves, there will always be new challenges and problems to solve, making software development an evergreen field for problem solvers.

Data Analyst

Average Salary: $60,000 – $85,000 per year

Data Analysts are responsible for interpreting data and turning it into information which can offer ways to improve a business, thus affecting business decisions.

This role is ideal for problem solvers who relish the challenge of deciphering complex data sets and providing actionable insights.

Collecting Data : Gather information from various sources and systems to compile and analyze.
Data Cleaning : Ensure the accuracy and integrity of data by cleaning and validating datasets.
Analysis : Use statistical tools to interpret data sets, paying particular attention to trends and patterns that could be valuable for diagnostic and predictive analytics.
Reporting : Create reports and dashboards to visualize data and effectively communicate findings to stakeholders.
Problem Solving : Address business challenges by applying data-driven techniques to find solutions or opportunities.
Collaboration : Work closely with teams across the organization to identify opportunities for leveraging company data to drive business solutions.
Educational Background : A Bachelor’s degree in Data Science, Computer Science, Statistics, Mathematics, or a related field is preferable.
Analytical Skills : Strong analytical abilities with an aptitude for analyzing large datasets and translating data into actionable insights.
Technical Proficiency : Proficiency with data analysis tools (e.g., SQL, R, Python) and data visualization software (e.g., Tableau, Power BI).
Attention to Detail : Ability to be meticulous with data and attentive to trends and patterns.
Communication Skills : Excellent written and verbal communication skills, with the ability to clearly present findings to both technical and non-technical audiences.
Problem-Solving : A knack for problem-solving and a methodical approach to finding solutions.

This role provides the opportunity to become a key player in an organization by offering insights that can shape strategic decisions.

With experience, Data Analysts can advance to senior analyst roles, specialize in specific industries or data types, or move into data science or data engineering positions.

There’s also the potential to lead teams or departments, guiding data strategies and policies.

Systems Engineer

Average Salary: $70,000 – $110,000 per year

Systems Engineers design, integrate, and manage complex systems over their life cycles.

They ensure that systems function efficiently, meet user needs, and can be maintained within cost and schedule constraints.

This role is ideal for problem solvers who enjoy using their technical expertise to overcome complex system challenges.

System Design : Develop and design systems architecture to ensure functionality, reliability, and scalability.
Problem Identification and Resolution : Analyze and solve complex issues that arise during the development, implementation, and maintenance of systems.
Integration : Oversee the integration of hardware, software, and network technologies to create efficient systems.
Testing and Evaluation : Conduct thorough testing and evaluation to ensure systems meet design specifications and are free of defects.
Project Management : Collaborate with cross-functional teams to manage projects, timelines, and deliverables effectively.
Continuous Improvement : Regularly review and update systems to improve performance and address emerging needs.
Educational Background : A Bachelor’s degree in Systems Engineering, Computer Science, Electrical Engineering, or a related technical field is required. Advanced degrees are preferred for some positions.
Technical Skills : Proficient in systems thinking, technical analysis, and familiarity with engineering software and tools.
Problem-Solving Abilities : Strong analytical and problem-solving skills to tackle complex system issues.
Communication Skills : Excellent verbal and written communication skills to collaborate with team members and stakeholders.
Attention to Detail : Meticulous attention to detail to ensure system integrity and reliability.
Adaptability : Ability to adapt to evolving technological landscapes and project requirements.

Systems Engineers have opportunities to work on a variety of projects across different industries, such as aerospace, defense, healthcare, and technology.

With experience, they can advance to lead systems engineer positions, systems architecture roles, or management positions overseeing engineering teams.

Continuous learning and specialization in emerging technologies can further enhance career prospects, leading to roles in innovation, research and development, or consulting.

Business Analyst

Business Analysts are instrumental in bridging the gap between IT and business needs.

They analyze and model business processes, systems, and stakeholders, with the goal of understanding and documenting business requirements and translating them into functional specifications.

This role is perfect for problem solvers who enjoy dissecting complex business challenges and crafting strategic solutions that align with organizational goals.

Analyzing Business Processes : Examine current business practices and processes to identify areas for improvement or re-engineering.
Gathering Requirements : Elicit and document business requirements from stakeholders to understand the needs of the business.
Developing Solutions : Create viable solutions and work with IT and other departments to implement these solutions effectively.
Data Analysis : Use data analytics to support decision-making and recommend process improvements.
Facilitating Communication : Act as a liaison between business stakeholders and technology teams to ensure clear communication and understanding of requirements and functionality.
Project Management : Oversee projects, ensuring they are delivered on time and within budget, and that the solutions meet business needs.
Educational Background : A Bachelor’s degree in Business Administration, Finance, Computer Science, Information Systems, or a related field is often required.
Analytical Skills : Strong analytical and critical thinking skills to navigate complex business challenges and data.
Communication Skills : Excellent verbal and written communication skills, with the ability to articulate technical and business concepts to diverse audiences.
Problem-Solving : A natural aptitude for problem-solving and the ability to think strategically about business needs and solutions.
Technical Proficiency : Knowledge of business process modeling, data analysis tools, and understanding of IT infrastructure and software development.
Adaptability : Ability to adapt to new business challenges, technologies, and environments quickly.

Business Analysts play a crucial role in any organization by ensuring that business objectives are met through the effective use of technology.

Career advancement opportunities include moving into senior business analyst roles, specializing in specific industries or technologies, transitioning into project management, or progressing to strategic roles such as business process manager or IT director.

Operations Research Analyst

Average Salary: $60,000 – $90,000 per year

Operations Research Analysts use advanced mathematical and analytical methods to help organizations solve problems and make better decisions.

This role is ideal for problem solvers who enjoy using their analytical skills to improve efficiency and effectiveness within an organization.

Conducting Data Analysis : Collect and analyze data to evaluate operational issues and propose solutions to complex problems.
Developing Predictive Models : Utilize mathematical modeling techniques to forecast outcomes and optimize decision-making.
Simulating Processes : Create simulations to test different strategies and to anticipate the impact of changes in the system.
Optimizing Resources : Determine the most efficient allocation of resources, such as time, money, and personnel.
Preparing Reports : Compile findings and recommendations into clear and concise reports for stakeholders.
Collaborating with Teams : Work with cross-functional teams to implement and monitor improvements.
Educational Background : A Bachelor’s or Master’s degree in Operations Research, Mathematics, Statistics, Economics, Engineering, or a related analytical field is highly recommended.
Mathematical Skills : Strong mathematical and statistical analysis skills are essential for modeling and problem-solving.
Analytical Thinking : Ability to approach problems logically and to develop innovative solutions.
Technical Proficiency : Proficiency in computer programming, databases, and statistical analysis software.
Communication Skills : Excellent written and verbal communication skills to convey complex information to non-technical audiences.

Operations Research Analysts are in high demand across various industries, including logistics, healthcare, manufacturing, and government.

With experience, analysts can progress to senior analyst roles, management positions, or specialize in a particular industry or area of research.

There is also potential for Operations Research Analysts to become independent consultants, offering their expertise on a contract basis.

Mechanical Engineer

Average Salary: $65,000 – $90,000 per year

Mechanical Engineers are responsible for designing, analyzing, and maintaining mechanical systems that can range from small components to large machinery and vehicles.

This role is ideal for problem solvers who enjoy applying principles of engineering, physics, and materials science to create solutions that improve the functionality and efficiency of products and processes.

Designing Mechanical Systems : Create blueprints and schematics for new mechanical devices and systems, using CAD software and engineering principles.
Prototyping and Testing : Develop prototypes of designs and conduct tests to assess performance, safety, and reliability.
Improving Existing Systems : Analyze and evaluate mechanical equipment to identify areas for efficiency improvements or cost reductions.
Collaborating with Cross-Functional Teams : Work with other engineers, designers, and production staff to ensure product and system feasibility.
Project Management : Oversee projects from conception through to completion, ensuring they meet technical specifications, budgets, and timelines.
Staying Current with Technology : Continuously update your knowledge about the latest engineering tools, technologies, and industry trends.
Educational Background : A Bachelor’s degree in Mechanical Engineering or a related engineering field is required, with a Master’s degree preferred for some positions.
Technical Skills : Proficiency in CAD software, a solid understanding of core engineering principles, and familiarity with mechanical processes and materials.
Problem-Solving Aptitude : Exceptional analytical and critical-thinking skills, with the ability to develop innovative solutions to complex engineering challenges.
Team Collaboration : Ability to work effectively in a team environment, contributing to collaborative problem-solving and project success.
Attention to Detail : A meticulous approach to design, testing, and troubleshooting to ensure the highest levels of quality and safety.

Mechanical Engineers have a broad range of opportunities for career advancement.

With experience, they can become senior engineers, project managers, or specialists in areas such as robotics, automotive engineering, or aerospace.

Additionally, they may pursue roles in research and development, management, or consultancy to further influence innovation and efficiency in the field.

IT Consultant

IT Consultants are experts in the field of information technology who work with clients to analyze their technological needs, solve complex IT problems, and improve the overall efficiency and effectiveness of their IT systems.

This role is ideal for problem solvers who enjoy delving into technical challenges and crafting innovative solutions.

Analyzing IT Systems : Evaluate a client’s current IT infrastructure and identify areas for improvement.
Problem-Solving : Diagnose and resolve complex IT issues that a client may be facing, ensuring minimal disruption to their operations.
Implementing Solutions : Design and implement new systems, configurations, or software to enhance the client’s IT capabilities.
Advising on Technology Trends : Keep clients informed about the latest technology trends and how they can be leveraged to meet business goals.
Training and Support : Provide training and support to the client’s staff to ensure smooth adoption of new technologies.
Project Management : Oversee IT projects from conception to completion, ensuring they are delivered on time and within budget.
Educational Background : A Bachelor’s degree in Information Technology, Computer Science, or a related field is highly recommended, with a Master’s degree being an advantage for some positions.
Technical Expertise : Proficiency in various IT domains such as networking, databases, cybersecurity, and software development.
Problem-Solving Skills : Strong analytical skills with the ability to troubleshoot and resolve complex IT issues.
Communication Skills : Excellent verbal and written communication skills, with the ability to explain technical details to non-technical stakeholders.
Project Management : Experience in managing IT projects, including understanding project management methodologies like Agile and Scrum.
Adaptability : Ability to quickly adapt to new technologies and changing business environments.

As an IT Consultant, there is a clear path for career advancement.

Professionals can specialize in various areas such as cybersecurity, cloud computing, or data analytics.

With experience, IT Consultants can move into senior roles, such as IT Manager, Systems Architect, or even Chief Information Officer (CIO).

There are also opportunities for entrepreneurial IT Consultants to start their own consulting firms.

Medical Doctor

Average Salary: $200,000 – $300,000 per year

Medical Doctors diagnose, treat, and help prevent diseases and injuries that commonly occur in the general population.

They are crucial in the healthcare system and work in various settings, including hospitals, clinics, and private practices.

This role is ideal for problem solvers who are passionate about human biology, medicine, and the care of others.

Diagnosing Illnesses : Evaluate symptoms and run tests to determine the conditions affecting patients.
Developing Treatment Plans : Create and manage treatment plans, including prescribing medications, therapy, and other interventions.
Providing Preventative Care : Advise and educate patients on health maintenance and disease prevention strategies.
Performing Procedures : Conduct medical procedures and surgeries appropriate to your specialty.
Collaborating with Healthcare Professionals : Work with other healthcare providers to deliver a multidisciplinary approach to patient care.
Staying Current : Keep abreast of the latest medical research, treatments, and procedures in the field of medicine.
Educational Background : A Doctor of Medicine (MD) or Doctor of Osteopathic Medicine (DO) degree is required, followed by a residency program in a chosen specialty.
Medical Licensure : A state license to practice medicine is mandatory.
Problem-Solving Skills : Excellent diagnostic abilities and the capacity to make quick, life-saving decisions.
Communication Skills : Strong verbal and written communication skills to effectively interact with patients and healthcare teams.
Empathy and Compassion : A caring and empathetic approach to patient care.
Adaptability : Ability to handle a wide array of situations and emergencies with composure.

Medical Doctors have numerous opportunities for career advancement.

With experience, they can become specialists in their field, leading researchers, or take on administrative roles in healthcare institutions.

They may also become educators, teaching the next generation of doctors, or pursue opportunities in medical policy and healthcare consulting.

Average Salary: $60,000 – $200,000 per year

Lawyers are legal professionals who represent and advise clients in both civil and criminal cases.

They may work in various legal fields, such as corporate law, family law, criminal law, or intellectual property law.

This role is ideal for problem solvers who enjoy analyzing complex legal issues and advocating on behalf of their clients.

Client Representation : Advocate for clients in court or during negotiations, presenting evidence and arguments to support their case.
Legal Research : Conduct thorough research on statutes, case law, and legal precedents relevant to clients’ cases.
Document Drafting : Prepare legal documents, such as contracts, wills, appeals, and pleadings, ensuring adherence to the law.
Legal Advice : Provide clients with informed legal counsel, helping them understand their rights and the implications of their legal decisions.
Case Strategy Development : Develop strategies and tactics for clients’ cases based on the analysis of legal issues and potential outcomes.
Continuing Education : Stay updated on changes in the law, new legal precedents, and industry best practices to provide the most accurate representation.
Educational Background : A Juris Doctor (JD) degree from an accredited law school is required, followed by passing the bar exam in the practicing state.
Communication Skills : Excellent verbal and written communication skills, with the ability to present arguments clearly and persuasively.
Analytical Thinking : Strong analytical abilities to dissect complex legal problems and develop effective solutions.
Client Service : Commitment to serving clients’ interests and maintaining confidentiality and professionalism.
Attention to Detail : Meticulous attention to detail when reviewing legal documents and formulating legal arguments.

A career as a lawyer offers the opportunity to make significant impacts on individuals, businesses, and society through legal advocacy and reform.

With experience, lawyers can advance to senior positions within law firms, transition to in-house legal departments, or pursue roles in government, academia, or the judiciary.

Those with a strong interest in policy may also enter politics or become legal experts within non-governmental organizations.

Average Salary: $50,000 – $70,000 per year

Accountants are responsible for managing financial records, analyzing budgets, and ensuring the financial health of an organization.

This role is ideal for problem solvers who enjoy working with numbers and have a keen eye for detail.

Financial Record Keeping : Maintain accurate and up-to-date financial records for an organization, ensuring compliance with relevant laws and regulations.
Budget Analysis : Examine budget estimates for completeness, accuracy, and conformance with established procedures, regulations, and organizational objectives.
Tax Preparation : Prepare or assist in preparing simple to complex tax returns for individuals or small businesses.
Audit Assistance : Support auditing teams by providing necessary reports and documentation, and implementing recommendations for improving financial practices and processes.
Financial Reporting : Develop regular financial statements, such as balance sheets, profit and loss statements, and cash flow statements.
Advisory Services : Offer financial advice to help businesses and individuals make sound financial decisions and plan for the future.
Educational Background : A Bachelor’s degree in Accounting, Finance, or a related field is required. CPA or other relevant certifications are highly regarded.
Analytical Skills : Strong ability to analyze financial data and provide accurate reports.
Attention to Detail : Exceptional attention to detail to ensure the accuracy of financial records and reports.
Problem-Solving : Excellent problem-solving skills to manage and rectify any discrepancies in financial statements.
Communication Skills : Good verbal and written communication skills to explain complex financial information in a clear and concise manner.
Technological Proficiency : Proficiency with accounting software and tools, as well as a strong understanding of database management and commonly used financial software programs.

Accountants have a clear career path that can lead to roles with increasing responsibility such as Senior Accountant, Accounting Manager, Controller, or Chief Financial Officer (CFO).

With a blend of experience, additional certifications, and continuing education, accountants can specialize in areas such as forensic accounting, management accounting, or financial analysis, opening up a wide array of opportunities in both the public and private sectors.

Civil Engineer

Civil Engineers design, build, supervise, and maintain construction projects and systems in the public and private sector, including roads, buildings, airports, tunnels, dams, bridges, and systems for water supply and sewage treatment.

This role is ideal for problem solvers who enjoy applying their expertise to create and maintain the essential infrastructures of society.

Analyzing Survey Reports : Assess land and construction sites to determine the feasibility of proposed building projects.
Developing Detailed Design Plans : Use computer-aided design (CAD) software to create robust and efficient structures.
Compliance with Regulations : Ensure all projects adhere to legal standards and environmental regulations.
Project Management : Oversee and direct construction operations, ensuring projects are completed on time and within budget.
Problem-Solving : Address any design or construction issues that arise throughout the course of the project.
Infrastructure Improvement : Propose and implement design modifications to improve existing infrastructure.
Educational Background : A Bachelor’s degree in Civil Engineering or a related field is required, with a Master’s degree being advantageous for some positions.
Engineering Skills : Strong grasp of engineering principles, mathematics, and materials science.
Attention to Detail : Precision is crucial in designing and implementing plans that are safe, sustainable, and cost-effective.
Project Management : Ability to lead and collaborate with diverse teams, including architects, contractors, and other engineers.
Licensing : Professional Engineer (PE) license may be required, depending on the role and location.
Technical Software Proficiency : Skilled in the use of CAD software and other engineering tools and technologies.

Civil Engineering offers a variety of opportunities for career advancement.

Engineers may specialize in areas such as structural, environmental, geotechnical, or transportation engineering.

With experience, Civil Engineers can become project managers, consulting engineers, or even occupy leadership positions within their organizations.

There is also the potential to work on groundbreaking projects around the world, contributing to the development of innovative infrastructures that shape the future of societies.

Cybersecurity Analyst

Average Salary: $75,000 – $120,000 per year

Cybersecurity Analysts are responsible for protecting an organization’s computer systems and networks from cyber threats, such as hackers, viruses, and other malicious attacks.

This role is ideal for individuals with a knack for problem-solving and a strong interest in technology and cybersecurity.

Monitoring Security Systems : Constantly monitor the organization’s networks for security breaches and investigate any potential security incidents.
Implementing Protective Measures : Install and manage software, such as firewalls and data encryption programs, to protect sensitive information.
Conducting Risk Assessments and Audits : Regularly assess the organization’s security measures and conduct audits to identify vulnerabilities.
Developing Security Plans : Create and maintain the company’s security standards and best practices documentation.
Responding to Security Incidents : Take immediate action to mitigate damage during a security breach and lead the technical response to ensure recovery.
Staying Up-to-Date : Keep abreast of the latest cybersecurity trends, threats, and countermeasures to maintain defense readiness.
Educational Background : A Bachelor’s degree in Cybersecurity, Information Technology, Computer Science, or a related field is often required.
Technical Skills : Proficiency in security across various platforms, including network security, endpoint security, and cloud security.
Analytical Skills : Ability to analyze data and security patterns to detect anomalies and respond to incidents effectively.
Communication Skills : Strong verbal and written communication skills for documenting incidents and explaining security measures to non-technical staff.
Attention to Detail : Vigilance and a high level of attention to detail to spot subtle signs of a security breach.
Problem-Solving : Excellent problem-solving skills to swiftly address and neutralize security threats.

Cybersecurity Analysts play a critical role in defending an organization’s digital assets and have numerous opportunities for career growth.

With experience and additional certifications, analysts can advance to senior roles such as Cybersecurity Manager or Chief Information Security Officer (CISO).

They can also specialize in different areas of cybersecurity, such as penetration testing, security architecture, or cybersecurity consulting.

Database Administrator

Average Salary: $70,000 – $100,000 per year

Database Administrators are responsible for the performance, integrity, and security of databases.

They ensure that data remains consistent across the database, is clearly defined, and can be accessed by users as needed.

This role is ideal for problem solvers who enjoy ensuring that data systems are running efficiently and securely.

Maintaining Database Systems : Ensure that databases operate efficiently and without error, and manage database access permissions and privileges.
Backup and Recovery : Implement regular backup procedures and effectively recover data in the event of data loss.
Monitoring Performance : Monitor database performance and tweak parameters to improve user access as needed.
Upgrading Database Infrastructure : Plan and execute database upgrades and migrations to ensure that systems stay up-to-date and secure.
Ensuring Data Integrity : Check and enforce data integrity, and conduct regular audits to ensure data accuracy and adherence to data management standards.
Providing User Support : Assist users in generating complex queries and reports, and address any issues related to database performance or access.
Educational Background : A Bachelor’s degree in Computer Science, Information Technology, or a related field is often required.
Technical Skills : Proficiency in database languages like SQL, experience with database software, and knowledge of database design principles.
Problem-Solving Abilities : Strong analytical and problem-solving skills to diagnose and resolve database issues.
Attention to Detail : Ability to focus on the details and understand complex systems to ensure smooth operations.
Communication Skills : Good verbal and written communication skills are essential for documenting the database environment and explaining complex issues to non-technical staff.

Database Administrators have a crucial role in managing an organization’s data and ensuring its availability.

With experience, they can move into more senior roles such as Database Manager, Data Architect, or Information Systems Manager.

There are also opportunities to specialize in particular database technologies or to become a consultant for businesses in need of database expertise.

As the importance of data continues to grow, the role of the Database Administrator becomes increasingly vital to business operations.

Financial Planner

Average Salary: $60,000 – $100,000 per year

Financial Planners provide expert advice to individuals and businesses to help them achieve their long-term financial objectives.

This role is ideal for problem solvers who have a knack for financial strategy and enjoy helping others navigate complex financial decisions.

Assessing Financial Needs : Analyze clients’ financial situations to understand their needs and goals.
Developing Financial Plans : Create tailored financial strategies that include investments, savings, budgets, insurance, and tax planning.
Reviewing and Adjusting Plans : Regularly review financial plans to accommodate life changes or shifts in financial markets.
Educating Clients : Educate clients on various financial topics, helping them make informed decisions about their finances.
Monitoring Financial Markets : Keep abreast of the latest economic trends and regulatory changes that may impact clients’ financial plans.
Building Client Relationships : Establish and maintain strong client relationships through excellent service and communication.
Educational Background : A Bachelor’s degree in Finance, Economics, Accounting, Business Administration, or a related field is highly desirable.
Financial Knowledge : In-depth knowledge of financial products, markets, tax laws, and insurance.
Problem-Solving Skills : Ability to analyze complex financial data and provide practical solutions to financial issues.
Communication Skills : Strong verbal and written communication skills, with the ability to explain financial concepts clearly to clients.
Certification : Many employers prefer candidates who are Certified Financial Planners (CFP) or are willing to obtain certification.
Integrity : A commitment to ethical behavior, as financial planners must act in the best interest of their clients.

Financial Planners have the opportunity to make a significant impact on their clients’ lives by helping them secure their financial future.

With experience, Financial Planners can advance to senior positions, specialize in areas such as retirement planning or estate planning, or even start their own financial planning firms.

The demand for financial advice is expected to grow, which can lead to a rewarding and prosperous career for diligent Financial Planners.

Logistics Coordinator

Average Salary: $40,000 – $60,000 per year

Logistics Coordinators are responsible for managing the flow of goods and materials from suppliers and manufacturers to the end-user.

They ensure that products are delivered in the most efficient and cost-effective manner.

This role is ideal for problem solvers who thrive in dynamic environments and enjoy developing solutions to logistical challenges.

Coordinating Transportation : Manage the scheduling and routing of shipments to ensure timely delivery of goods.
Tracking Shipments : Monitor the progress of shipments and update customers and stakeholders on the status, addressing any delays or issues that arise.
Inventory Management : Keep an accurate record of inventory levels and order supplies as needed to maintain optimal stock levels.
Negotiating Contracts : Work with transportation providers and suppliers to negotiate contracts and rates that benefit the company.
Problem-Solving : Quickly identify and resolve problems that may arise with shipments, inventory levels, or customer concerns.
Continuous Improvement : Analyze current logistics processes and recommend improvements to increase efficiency and reduce costs.
Educational Background : A Bachelor’s degree in Logistics, Supply Chain Management, Business Administration, or a related field is preferred.
Organizational Skills : Strong organizational and planning skills, with the ability to manage multiple tasks and deadlines simultaneously.
Attention to Detail : Keen attention to detail to ensure the accuracy of orders and inventory records.
Communication Skills : Excellent verbal and written communication skills to effectively coordinate with team members, suppliers, and customers.
Problem-Solving Abilities : Strong analytical and problem-solving skills to address and overcome logistical challenges.
Technology Proficiency : Familiarity with logistics software, databases, and Microsoft Office Suite.

Logistics Coordinators play a critical role in the supply chain and have the opportunity to significantly impact a company’s operational efficiency.

With experience, Logistics Coordinators can advance to higher positions such as Logistics Manager, Supply Chain Manager, or Director of Operations, overseeing larger teams and strategic planning for logistics operations.

Management Consultant

Management Consultants analyze organizational problems, develop strategies for improvement, and help to implement changes within businesses.

This role is ideal for problem solvers who enjoy helping organizations overcome challenges and improve their performance.

Assessing Business Challenges : Work with clients to identify areas of improvement, inefficiencies, or problems within their business operations.
Strategic Planning : Develop strategic plans to address issues, increase revenue, reduce costs, or improve overall business performance.
Implementing Solutions : Assist in the implementation of management strategies and monitor the progress of changes made within the organization.
Facilitating Workshops and Training : Conduct workshops and training sessions to educate staff about new processes and how to adapt to change effectively.
Stakeholder Management : Communicate with stakeholders at all levels, including senior executives and staff, to ensure buy-in and successful adoption of new strategies.
Staying Informed : Keep up to date with industry trends, business tools, and management techniques to provide the best advice to clients.
Educational Background : A Bachelor’s degree in Business Administration, Finance, Economics, or a related field is required; an MBA or relevant Master’s degree is often preferred.
Analytical Skills : Strong analytical and problem-solving skills to understand complex business issues and develop effective solutions.
Communication Skills : Excellent communication and interpersonal skills to effectively convey strategies and foster a collaborative environment.
Project Management : Ability to manage multiple projects with various deadlines, ensuring timely and successful delivery of consulting services.
Adaptability : Capability to adapt to different business environments and to work with a wide range of industries.

Management Consultants have the opportunity to make a tangible impact on businesses and industries.

With experience, consultants may advance to senior roles within a consultancy firm, specialize in a particular industry or functional area, or transition into executive positions within corporate organizations.

There is also potential to establish one’s own consulting practice.

Network Architect

Average Salary: $100,000 – $150,000 per year

Network Architects design and build data communication networks, such as local area networks (LANs), wide area networks (WANs), and intranets.

This role is ideal for problem solvers who enjoy creating solutions that help organizations communicate more efficiently and securely.

Designing Network Infrastructure : Develop blueprints for complex, secure, and scalable networks tailored to the specific needs of an organization.
Implementing Network Solutions : Oversee the deployment of networking hardware and software, ensuring proper integration with existing systems.
Addressing Technical Challenges : Solve complex networking issues that may arise during design, implementation, or daily operations.
Updating Network Systems : Continuously evaluate and upgrade network infrastructure to meet changing demands and incorporate new technologies.
Security Planning : Ensure that all network designs incorporate robust security measures to protect against cyber threats.
Research and Development : Stay abreast of the latest advancements in network technologies and best practices to recommend improvements.
Educational Background : A Bachelor’s degree in Computer Science, Information Technology, Network Engineering, or a related field is typically required. Advanced degrees or certifications (such as CCNA, CCNP, or CCIE) can be advantageous.
Technical Skills : Strong understanding of network infrastructure, including hardware, software, networking protocols, and security measures.
Problem-Solving Abilities : Excellent analytical and problem-solving skills to design networks and troubleshoot issues as they arise.
Communication Skills : Ability to clearly communicate technical information to non-technical stakeholders and work collaboratively with various teams.
Project Management : Experience in managing projects, with the ability to oversee multiple initiatives simultaneously and meet deadlines.

The role of Network Architect offers opportunities to lead the technological direction of an organization’s communications infrastructure.

With experience, Network Architects can advance to senior IT management positions, such as Chief Technology Officer (CTO) or IT Director, or specialize further in areas like cloud computing or cybersecurity.

Continuous learning and adapting to new technologies are key for career growth in this ever-evolving field.

Average Salary: $128,000 – $148,000 per year

Pharmacists are healthcare professionals responsible for the preparation, dispensing, and management of prescription medications.

They play a critical role in patient care by ensuring the safe and effective use of pharmaceutical drugs.

This role is ideal for problem solvers who enjoy applying their knowledge of medicine to help patients manage their health.

Dispensing Medications : Accurately prepare and provide medications to patients, ensuring proper dosage and administration.
Consulting on Medications : Offer expert advice on prescription and over-the-counter medications, including potential side effects and interactions.
Medication Therapy Management : Conduct reviews of patient medication regimens to optimize therapeutic outcomes and minimize adverse effects.
Collaboration with Healthcare Providers : Work closely with physicians, nurses, and other healthcare professionals to develop the best treatment plans for patients.
Healthcare Promotion : Conduct health and wellness screenings, provide immunizations, and offer guidance on healthy lifestyles.
Staying Informed : Continually update knowledge on the latest pharmaceutical products, drug therapies, and regulations.
Educational Background : A Doctor of Pharmacy (Pharm.D.) degree from an accredited pharmacy program is required.
Licensure : Must pass the North American Pharmacist Licensure Exam (NAPLEX) and obtain a state license to practice pharmacy.
Attention to Detail : Precision and attention to detail are critical to ensure the safety and health of patients.
Communication Skills : Strong verbal and written communication skills to effectively counsel patients and collaborate with other healthcare professionals.
Problem-Solving Abilities : Proficiency in identifying medication-related problems and developing appropriate solutions.
Empathy and Patient Care : A commitment to providing compassionate care and making a positive impact on patients’ health.

Pharmacists have the opportunity to advance in various settings, such as community pharmacies, hospitals, or the pharmaceutical industry.

With experience, they can move into more specialized roles, assume leadership positions, or engage in clinical research and development.

Pharmacists can also further their expertise through board certifications in areas like oncology, nutrition support, or geriatric pharmacy.

IT Project Manager

Average Salary: $90,000 – $140,000 per year

IT Project Managers oversee and direct technology projects, from simple software updates to complex network overhauls.

This role is perfect for problem solvers who thrive in a fast-paced environment and are passionate about leveraging technology to meet business objectives.

Planning and Scheduling : Develop project plans, including timelines, resources, and budget allocations, ensuring that IT projects are delivered on time and within scope.
Team Coordination : Lead multidisciplinary teams of software developers, engineers, and analysts to execute project tasks effectively.
Risk Management : Identify potential project risks and develop mitigation strategies to prevent disruptions to the project timeline or budget.
Stakeholder Communication : Maintain clear and consistent communication with project stakeholders, including reporting on progress and managing expectations.
Quality Assurance : Oversee the quality of deliverables, ensuring that the end product meets both technical standards and user requirements.
Continual Improvement : Reflect on completed projects to identify areas of improvement and integrate lessons learned into future project management practices.
Educational Background : A Bachelor’s degree in Computer Science, Information Technology, or a related field is often required, along with relevant project management certifications (e.g., PMP, PRINCE2).
Leadership Skills : Strong leadership and team management abilities to guide project teams and ensure collaborative efforts.
Technical Expertise : Solid understanding of IT principles and technologies, coupled with the ability to apply this knowledge to solve complex problems.
Communication Skills : Excellent verbal and written communication skills, with the ability to articulate technical issues to non-technical stakeholders.
Adaptability : Flexibility to adjust project plans and strategies in response to changing technology landscapes or business needs.

As an IT Project Manager, you have the opportunity to directly influence the success of technology initiatives within an organization.

With experience, IT Project Managers can advance to senior management roles, such as IT Director or Chief Information Officer (CIO), or specialize in areas like agile project management, IT strategy, or consultancy.

Continuous professional development in emerging technologies and project management methodologies can also lead to broader career opportunities in the ever-evolving tech industry.

Structural Engineer

Average Salary: $65,000 – $95,000 per year

Structural Engineers are responsible for designing, planning, and overseeing the construction of buildings, bridges, and other structures to ensure safety and durability.

This role is ideal for problem solvers who enjoy applying principles of physics and mathematics to create stable and secure structures.

Analyzing Structural Integrity : Conduct detailed calculations to predict the stresses and pressures experienced by structures and design frameworks accordingly.
Developing Design Plans : Create complex blueprints and plans for structures, ensuring they meet codes, regulations, and environmental requirements.
Site Assessments : Inspect construction sites to determine the suitability of the earth for the requirements of an upcoming project and to assess any potential risks.
Material Selection : Choose appropriate construction materials that offer the best balance between cost, quality, and safety.
Collaboration with Professionals : Work alongside architects, contractors, and other engineers to ensure the structural vision is safely and efficiently realized.
Monitoring Construction : Oversee the construction process to ensure compliance with design specifications and safety standards.
Educational Background : A Bachelor’s or Master’s degree in Civil or Structural Engineering is required.
Technical Skills : Proficiency in using design and analysis software such as AutoCAD, Revit, or SAP2000.
Attention to Detail : Ability to meticulously analyze and design structures to ensure safety and compliance with regulations.
Problem-Solving : Strong analytical and critical thinking skills to solve complex engineering issues.
Communication : Effective communication skills for collaborating with a wide range of professionals and for explaining technical concepts to non-experts.
Project Management : Capabilities in managing projects, timelines, and resources to meet client and regulatory requirements.

Structural Engineers have the opportunity to work on a diverse range of projects that shape the infrastructure and skyline of our built environment.

With experience, they can progress to senior engineering roles, specialize in areas such as earthquake engineering or forensic engineering, or lead their engineering firms.

Continuous learning and professional certification, such as obtaining a Professional Engineer (PE) license, can further enhance career prospects and recognition in the field.

Data Scientist

Average Salary: $80,000 – $120,000 per year

Data Scientists analyze and interpret complex digital data, such as usage statistics, sales figures, or logistics, to assist in business decision-making.

This role is ideal for problem solvers who enjoy employing their analytical skills and knowledge of statistics to uncover patterns, manage data, and drive strategic planning in organizations.

Analyzing Data : Use statistical methods to collect and analyze data and to identify trends or patterns that can inform business decisions.
Machine Learning Models : Develop predictive models and algorithms that can help forecast outcomes and automate decision-making processes.
Data Mining : Extract data from various sources and analyze it to gain insights into business performance and opportunities.
Creating Data Visualizations : Design and present data in visually compelling formats to help stakeholders understand the findings.
Cross-Functional Collaboration : Work with different departments to implement data-driven strategies and solutions that align with business objectives.
Continued Learning : Stay updated with the latest data science techniques, tools, and best practices in the field.
Educational Background : A Bachelor’s degree in Data Science, Computer Science, Statistics, Mathematics, or a related field is often required, with many roles preferring a Master’s or PhD.
Technical Skills : Proficiency in programming languages such as Python or R, and experience with database management systems, machine learning, and statistical analysis tools.
Analytical Mindset : Strong problem-solving skills with a knack for identifying trends and insights in large datasets.
Communication Skills : Ability to communicate complex quantitative analysis in a clear, precise, and actionable manner.
Attention to Detail : Diligent and meticulous in data handling to ensure accuracy and integrity of analysis.

In this role, the potential for impact is significant, as data-driven insights can lead to transformative decisions and strategies within a business.

With experience, Data Scientists can advance to roles such as Senior Data Scientist, Data Science Manager, or Chief Data Officer.

Opportunities also exist to specialize in fields such as machine learning, artificial intelligence, or big data engineering.

Financial Analyst

Financial Analysts are responsible for examining financial data and trends to help businesses and individuals make informed investment decisions.

This role is well-suited for problem solvers who have a knack for numbers and a passion for analyzing financial markets and economic trends.

Financial Data Analysis : Interpret data on the performance of investments, including stocks, bonds, and other securities.
Creating Financial Models : Develop models to predict future economic conditions and guide investment strategies.
Investment Recommendations : Provide informed recommendations to clients or employers based on thorough analysis and understanding of market conditions.
Report Preparation : Compile detailed reports that highlight analysis findings and suggestions for financial planning and investment management.
Monitoring Economic Trends : Keep a close eye on changes in the economic landscape that could affect investment portfolios and strategies.
Client Presentations : Present analysis and recommendations clearly and confidently to clients or stakeholders.
Educational Background : A Bachelor’s degree in Finance, Economics, Accounting, or a related field is typically required. An MBA or CFA designation may be advantageous.
Analytical Skills : Strong ability to analyze financial data and trends to make accurate projections and recommendations.
Mathematical Proficiency : Excellent quantitative skills to understand complex financial calculations and models.
Communication Skills : Clear verbal and written communication abilities to convey complex financial information in an understandable manner.
Attention to Detail : Meticulous attention to detail to ensure the accuracy of financial analysis and reports.
Technological Proficiency : Proficiency with financial software and tools for data analysis, such as Excel, SQL, or specialized financial modeling programs.

A career as a Financial Analyst offers vast opportunities for growth.

Analysts can advance to senior analyst positions, portfolio management roles, or even become directors of financial analysis departments.

Those with a strong track record and additional certifications may move into high-level consulting positions or executive roles within finance, such as Chief Financial Officer (CFO).

The role is pivotal in shaping investment strategies and financial decisions, making it a critical and influential position in any business.

Systems Analyst

Systems Analysts play a critical role in evaluating and improving complex computer systems within an organization.

They are responsible for ensuring that IT systems meet the business needs effectively.

This role is ideal for problem solvers who enjoy analyzing data, improving processes, and implementing technological solutions.

Assessing System Capabilities : Examine current IT systems and infrastructure to determine effectiveness and suggest improvements.
Designing Solutions : Develop plans to enhance systems, including software and hardware updates, to address business challenges.
Problem-Solving : Identify system issues and inefficiencies and propose strategic solutions to optimize performance.
Gathering Requirements : Collaborate with end-users and stakeholders to understand their needs and translate them into system requirements.
Implementing New Systems : Oversee the selection and installation of new IT systems to ensure they are on time, within budget, and meet organizational needs.
Continuous Learning : Stay updated with the latest technological trends, systems, and best practices in the field of IT.
Educational Background : A Bachelor’s degree in Information Technology, Computer Science, or a related field is typically required.
Technical Skills : Strong understanding of computer systems, databases, and other technology tools and platforms.
Analytical Thinking : Ability to dissect complex problems and devise effective solutions.
Communication Skills : Excellent verbal and written communication skills, with the capacity to interact with technical teams and business stakeholders.
Project Management : Experience in managing projects, including resource allocation, timelines, and budgeting.

A career as a Systems Analyst offers numerous opportunities for professional development.

With experience, Systems Analysts can progress to more senior roles such as IT Project Manager, Business Analyst, or IT Consultant.

They may also specialize in specific industries or become experts in emerging technologies, leading to increased demand and higher earning potential.

Industrial Engineer

Average Salary: $65,000 – $85,000 per year

Industrial Engineers optimize complex systems, processes, and organizations by eliminating waste of time, money, materials, man-hours, machine time, energy, and other resources.

This role is ideal for problem solvers who enjoy designing efficient systems and processes in various industries.

Analyzing Workflows : Review and assess production workflows to identify inefficiencies and recommend improvements.
Developing Production Systems : Design systems that integrate workers, machines, materials, information, and energy to make a product or provide a service.
Implementing Quality Control Procedures : Establish quality control protocols to ensure the final product meets the required specifications and standards.
Utilizing Software for Process Simulation : Apply computer simulations to test and optimize production systems and logistics.
Project Management : Oversee project timelines, budgets, and resources to ensure objectives are met efficiently.
Staying Updated on Technology : Keep abreast of the latest technological advancements that can be applied to improve production processes and product quality.
Educational Background : A Bachelor’s degree in Industrial Engineering, Mechanical Engineering, or a related field is required.
Problem-Solving Skills : Strong analytical and critical thinking skills to identify problems and implement effective solutions.
Technical Expertise : Proficient in the use of engineering software and tools for designing and analyzing production systems.
Communication Skills : Excellent verbal and written communication skills for collaborating with team members and presenting findings to stakeholders.
Attention to Detail : Ability to focus on the minute details of complex systems to ensure nothing is overlooked.

Industrial Engineers have the opportunity to impact the efficiency and effectiveness of production and service systems.

Career growth may lead to roles such as Senior Industrial Engineer, Project Manager, Operations Manager, or Director of Engineering.

With experience, some Industrial Engineers may also move into consultancy roles or executive positions, such as Chief Operations Officer.

Network Security Analyst

Network Security Analysts are the guardians of information systems, ensuring the security and integrity of data within an organization’s network.

This role is perfect for problem solvers who appreciate the complexities of network infrastructure and the challenge of defending against cyber threats.

Monitoring Network Security : Constantly oversee the organization’s network for security breaches, intrusions, and irregular system behavior.
Implementing Protective Measures : Deploy firewalls, antivirus software, and intrusion detection systems to protect sensitive information.
Responding to Security Incidents : Act swiftly to mitigate damage from security breaches and work on recovery plans to restore functionality.
Performing Risk Assessments : Analyze the current security protocols and suggest improvements to minimize risks of cyber attacks.
Security Audits and Reporting : Conduct regular audits of the network security systems and prepare reports on the status of the network’s security.
Staying Updated : Keep abreast of the latest cyber threats, security trends, and technologies to continuously enhance network defenses.
Educational Background : A Bachelor’s degree in Computer Science, Cybersecurity, Information Technology, or a related field is typically required.
Technical Skills : Proficiency in security across various platforms, understanding of firewalls, VPN, data loss prevention, IDS/IPS, web-proxy, and security audits.
Analytical Mindset : Strong problem-solving skills with the ability to analyze complex networks and identify potential vulnerabilities.
Attention to Detail : Vigilance in monitoring network activity and spotting irregularities that could indicate a security breach.
Communication Skills : Ability to communicate technical information effectively to non-technical staff and to document procedures and findings.

A career as a Network Security Analyst offers a dynamic environment with the potential for continuous learning and advancement.

With experience, Network Security Analysts can move into higher-level roles such as Security Manager or Chief Information Security Officer (CISO), specializing in areas like forensic analysis, or they may opt to work as independent cybersecurity consultants.

Intelligence Analyst

Intelligence Analysts are responsible for the collection, analysis, and dissemination of information to support and protect national security.

This role is ideal for problem solvers who thrive on analyzing complex data and uncovering insights that can inform strategic decisions.

Collecting Information : Gather data from a variety of sources, including surveillance activities, intelligence databases, and open sources.
Analyzing Intelligence : Examine and interpret intelligence data to identify patterns, assess threats, and provide actionable insights.
Writing Reports : Prepare comprehensive reports that communicate findings to decision-makers within government or private organizations.
Briefing Decision Makers : Present analysis and recommendations to policymakers, military leaders, or other relevant stakeholders.
Developing Analytical Tools : Utilize and sometimes develop software tools to enhance the analysis of complex datasets.
Collaborating with Other Agencies : Work with other intelligence professionals, both domestic and international, to share information and coordinate efforts.
Educational Background : A Bachelor’s or Master’s degree in Political Science, International Relations, Security Studies, or a related field is often required.
Analytical Skills : Strong analytical and critical thinking skills, with the ability to process and synthesize large amounts of information.
Attention to Detail : Keen attention to detail and the capacity to recognize subtle patterns or discrepancies in data.
Communication Skills : Excellent written and verbal communication skills for presenting complex information clearly and concisely.
Security Clearance : Ability to obtain and maintain a security clearance, which often involves a background check and adherence to strict security protocols.
Technical Proficiency : Proficient with analytical software and information technology systems used in intelligence operations.

This role offers the opportunity to play a crucial part in safeguarding national interests and contributing to global security.

With experience, Intelligence Analysts can advance to senior analyst positions, specialize in a particular type of intelligence, or move into leadership roles within the intelligence community.

There are also opportunities for cross-functional career development in areas such as cyber security, counterterrorism, and strategic planning.

Logistics Manager

Logistics Managers oversee the movement, distribution, and storage of materials in an organization.

They are responsible for ensuring products are delivered efficiently and on time.

This role is ideal for problem solvers who enjoy optimizing processes and overcoming logistical challenges in a dynamic environment.

Inventory Management : Monitor inventory levels and implement strategies to ensure the availability of products while minimizing excess stock.
Supplier Negotiation : Negotiate with suppliers and transportation providers to secure cost-effective shipping terms and services.
Process Optimization : Analyze logistical processes and implement improvements to enhance efficiency and reduce costs.
Compliance Management : Ensure all logistics activities comply with legal regulations and organizational policies.
Problem Solving : Address and resolve any issues that arise during the transportation and storage of goods.
Educational Background : A Bachelor’s degree in Business, Supply Chain Management, Logistics, or a related field is typically required.
Organizational Skills : Strong ability to organize and manage multiple projects and tasks effectively.
Problem-Solving Abilities : Aptitude for identifying issues and developing practical solutions in a fast-paced environment.
Communication Skills : Excellent verbal and written communication skills for coordinating with internal teams and external partners.
Technological Proficiency : Familiarity with logistics software, inventory management systems, and data analysis tools.

Logistics Managers play a critical role in the efficiency and profitability of a company.

With experience and a track record of successful problem-solving, they can advance to higher managerial positions, such as Director of Operations or Vice President of Supply Chain.

Opportunities also exist to specialize in areas like global logistics, supply chain analytics, or procurement strategy, further enhancing career prospects.

Mathematician

Average Salary: $60,000 – $120,000 per year

Mathematicians use advanced mathematics to develop and understand mathematical principles, analyze data, and solve real-world problems.

This role is ideal for problem solvers who relish the challenge of complex equations and algorithms and seek to apply their knowledge to diverse areas ranging from economics to engineering.

Conducting Research : Work on advancing mathematical knowledge, which may involve deriving new theorems, analyzing patterns, or creating mathematical models.
Applying Mathematical Theories : Utilize mathematical theories to solve practical problems in business, engineering, the sciences, and other fields.
Collaborating with Professionals : Work alongside engineers, scientists, and other professionals to understand problems and provide mathematical solutions.
Developing Computational Methods : Create algorithms and simulation models to process and analyze large sets of data.
Presenting Findings : Communicate complex mathematical ideas and solutions to stakeholders or academic peers through reports, papers, or presentations.
Staying Informed : Keep up-to-date with the latest advancements in mathematics and related fields.
Educational Background : A Master’s or Doctoral degree in Mathematics or a related field is typically required.
Analytical Skills : Strong ability to think logically and critically when solving complex problems.
Technical Proficiency : Proficiency in mathematical modeling software, statistical analysis, and computer programming.
Attention to Detail : Meticulous attention to detail when dealing with abstract concepts and calculations.
Collaboration : Ability to work in interdisciplinary teams and communicate mathematical concepts to non-experts.

A career as a mathematician offers the opportunity to contribute to numerous fields through data analysis, predictive modeling, and problem-solving.

With experience, mathematicians can become lead researchers, senior analysts, or consultants, and may eventually move into academic positions such as professors or department heads.

Statistician

Average Salary: $60,000 – $95,000 per year

Statisticians analyze data and apply mathematical and statistical techniques to help solve real-world problems in business, engineering, healthcare, or other fields.

This role is ideal for problem solvers who enjoy using data to find patterns, draw conclusions, and inform decision-making processes.

Collecting Data : Design surveys, experiments, or opinion polls to gather data relevant to research questions or business needs.
Analyzing Data : Use statistical methods to analyze and interpret data, identifying trends or relationships.
Developing Models : Create statistical models that depict the data in a way that is easy to understand and can predict future trends.
Reporting Results : Communicate findings to stakeholders in a clear and actionable manner, often through detailed reports or presentations.
Advising Policy/Decision Making : Provide insights to policymakers or business leaders to inform their decisions based on statistical evidence.
Staying Current : Keep up with the latest statistical methods, software, and advancements in the field to continuously improve analysis.
Educational Background : A Bachelor’s degree in Statistics, Mathematics, Economics, or a related field is required; a Master’s or Ph.D. is preferred for many positions.
Analytical Skills : Strong ability to work with numerical data and apply statistical techniques to solve complex problems.
Technical Proficiency : Proficient in statistical software (such as R, SAS, SPSS, or Python) and databases.
Communication Skills : Excellent verbal and written communication skills, with the ability to translate complex statistical information into understandable terms for non-experts.
Attention to Detail : Careful attention to accuracy and detail when analyzing data and drawing conclusions.

Statisticians have the opportunity to work in a variety of industries and sectors, as data analysis is fundamental to many business strategies and policy decisions.

With experience, statisticians can progress to senior analytical roles, become consultants, or specialize in specific industries, such as biostatistics or econometrics.

There is also potential for leadership roles in managing teams of analysts and decision support.

Cybersecurity Specialist

Cybersecurity Specialists protect and defend information systems by ensuring the security of data and network infrastructure.

This role is perfect for problem solvers who enjoy staying ahead of cyber threats and ensuring the safety of digital information.

Analyzing Security Systems : Evaluate existing security measures, such as firewalls, password policies, and intrusion detection systems, to identify vulnerabilities.
Implementing Protection Measures : Design and implement stronger defense mechanisms to protect data and network infrastructures.
Monitoring for Security Breaches : Constantly monitor systems for any unusual activities that might indicate a security breach.
Investigating Security Incidents : Respond to and investigate security incidents, performing forensic analysis to understand the cause and impact.
Developing Security Strategies : Create comprehensive strategies for preventing future threats and improving overall security posture.
Staying Current : Keep abreast of the latest cybersecurity trends, threats, and countermeasures.
Technical Skills : Strong understanding of network infrastructure, encryption, ethical hacking, and secure coding practices.
Problem-Solving Abilities : Excellent analytical and problem-solving skills to address and mitigate security risks.
Attention to Detail : Ability to pay close attention to detail to detect vulnerabilities and breaches.
Communication Skills : Proficiency in communicating technical information to non-technical personnel and reporting on security readiness.

Cybersecurity is a field with high demand and potential for career growth.

Specialists can advance to roles such as Security Analyst, Security Engineer, or Chief Information Security Officer (CISO).

With the rise in cyber threats, the importance of cybersecurity professionals continues to grow, offering a career path with numerous opportunities for advancement and specialization.

Biomedical Engineer

Biomedical Engineers combine principles of engineering with biological and medical sciences to design and create equipment, devices, computer systems, and software used in healthcare.

This role is perfect for problem solvers who are passionate about innovating in medicine and improving patient care.

Designing Medical Devices : Create and improve medical devices such as artificial organs, prostheses, instrumentation, medical imaging devices, and health management and care delivery systems.
Developing Biomedical Software : Write and maintain software programs that are used for diagnosing and treating patients.
Research and Development : Conduct research to develop new technologies for solving complex medical issues.
Clinical Engineering : Work within clinical settings to install, adjust, maintain, repair, or provide technical support for biomedical equipment.
Regulatory Oversight : Ensure that biomedical equipment and processes comply with regulatory standards.
Training Healthcare Staff : Educate clinicians and other medical personnel on the proper use of biomedical equipment.
Educational Background : A Bachelor’s degree in Biomedical Engineering, Bioengineering, or a related engineering field is required. A Master’s degree or Ph.D. can be beneficial for more advanced positions.
Technical Skills : Strong understanding of engineering principles and proficiency in developing and working with complex medical systems and devices.
Problem-Solving Abilities : Excellent analytical and problem-solving skills to address challenges in healthcare and patient treatment.
Interdisciplinary Knowledge : An understanding of biological sciences and medical practices, as well as the ability to work with professionals from these fields.
Communication Skills : Clear communication skills for collaborating with multidisciplinary teams and explaining technical information to non-experts.

Biomedical Engineers have the opportunity to make significant contributions to patient health and well-being.

Career growth can lead to positions such as senior engineer, project manager, or director of engineering in hospitals, research institutions, or medical device companies.

Innovators in the field may also transition into entrepreneurial roles, starting their own companies to bring new medical solutions to market.

Urban Planner

Average Salary: $50,000 – $75,000 per year

Urban Planners develop and design policies and plans for the use of land and resources in towns, cities, and counties.

They focus on creating spaces that are efficient, sustainable, and conducive to community well-being.

This role is ideal for those who enjoy solving complex urban problems and are passionate about shaping the future of cities and communities.

Developing Urban Plans : Create comprehensive plans to manage and develop infrastructure, housing, transportation, and public spaces in urban areas.
Community Engagement : Engage with the public to gather feedback and incorporate community needs and desires into urban development plans.
Conducting Research : Analyze demographic data, environmental studies, and market research to inform planning decisions.
Policy Recommendation : Advise policymakers on zoning, land use, and urban design to promote sustainable and equitable development.
Reviewing Proposals : Evaluate development proposals to ensure they align with long-term plans and regulations.
Staying Informed : Continuously update knowledge on urban trends, best practices in urban design, and regulatory changes in the field.
Educational Background : A Master’s degree in Urban Planning, Urban Design, or a related field is highly preferred, though a Bachelor’s degree may be sufficient for some entry-level positions.
Communication Skills : Excellent verbal and written communication skills, with the ability to effectively convey planning concepts to diverse audiences.
Problem-Solving Ability : Strong analytical and critical thinking skills to address complex urban challenges.
Collaboration : Ability to work with a wide range of stakeholders, including government officials, developers, and the public.
Technical Proficiency : Familiarity with GIS software, urban planning tools, and data analysis methods.

Urban Planners have the opportunity to directly impact the development and improvement of urban environments.

Career advancement can lead to senior planning positions, specialized roles in areas such as transportation or environmental planning, or leadership positions in planning departments or consultancy firms.

Planners can also contribute to academic research or become policy advisors, influencing regional or national urban development strategies.

And there you have it.

A detailed summary of the most rewarding jobs for problem solvers.

With a plethora of choices at your disposal, there is assuredly a role for every problem solver out there.

So, chase your ambition of taming complex issues and finding solutions every day.

Remember: It’s NEVER too late to mould your knack for resolving problems into a thriving career.

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The Editorial Team at InterviewGuy.com is composed of certified interview coaches, seasoned HR professionals, and industry insiders. With decades of collective expertise and access to an unparalleled database of interview questions, we are dedicated to empowering job seekers. Our content meets real-time industry demands, ensuring readers receive timely, accurate, and actionable advice. We value our readers' insights and encourage feedback, corrections, and questions to maintain the highest level of accuracy and relevance.

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Future-Proof Your Software Development Career: The Essential Soft Skills You Need

1. The Changing Landscape of Software Development

The world of software development is undergoing a seismic shift, driven by rapid technological advancements and ever-evolving industry trends. As we navigate this transformative landscape, it is crucial for software developers to adapt and equip themselves with the skills necessary to thrive in this dynamic field.

AI & ML

One of the most significant trends shaping the future of software development is the rise of artificial intelligence ( AI ) and machine learning (ML).

These technologies are revolutionizing the way we approach problem-solving and automation, enabling software developers to create more intelligent and efficient applications.

Mastering AI and ML techniques will be a key differentiator for developers seeking to stay ahead of the curve.

Cloud computing and containerization technologies

Moreover, the proliferation of cloud computing and containerization technologies, such as Docker and Kubernetes, has redefined the way software is developed, deployed, and scaled.

Embracing these technologies allows for greater flexibility, scalability, and cost-efficiency, making it essential for developers to acquire expertise in cloud-native architectures and DevOps practices.

UX and design thinking

Another area of focus is the growing emphasis on user experience (UX) and design thinking. As software becomes increasingly integrated into our daily lives, developers must prioritize creating intuitive and engaging interfaces that seamlessly blend functionality with aesthetics.

Collaboration with UX designers and a deep understanding of human-centered design principles will be crucial for delivering exceptional software products.

Furthermore, the rapid pace of technological change necessitates a commitment to continuous learning and professional development. Developers must embrace a growth mindset, constantly expanding their knowledge and skills to stay relevant in an ever-evolving industry. This may involve exploring new programming languages, frameworks, or paradigms, as well as honing soft skills such as communication, problem-solving, and collaboration.

In this dynamic landscape, software developers who can adapt, learn, and innovate will be well-positioned to capitalize on the opportunities that lie ahead. By embracing emerging technologies , adopting modern practices, and cultivating a passion for continuous improvement, software developers can not only future-proof their careers but also contribute to the creation of transformative software solutions that shape the world around us.

2. Soft Skills: The Secret Weapon for Software Developers

In the ever-evolving landscape of software development, technical prowess alone is no longer enough to guarantee success. While mastering programming languages, frameworks, and development methodologies are undoubtedly crucial, the true secret weapon for software developers lies in cultivating a robust set of soft skills.

Soft skills, often overlooked or undervalued, are the intangible abilities that enable effective collaboration, communication, and problem-solving within a team environment. These skills transcend the boundaries of code and technology, fostering a deeper understanding of human interactions and the ability to navigate complex professional relationships.

Effective communication is perhaps the most vital soft skill for software developers. Clear and concise communication not only facilitates seamless teamwork but also ensures that project requirements, design decisions, and technical complexities are accurately conveyed to stakeholders and end-users. By mastering the art of active listening, developers can better comprehend client needs, mitigate misunderstandings, and ultimately deliver solutions that align with business objectives.

Problem-solving, a cornerstone of software development, extends beyond writing code. It encompasses the ability to think critically, analyze complex situations from multiple perspectives, and devise innovative solutions. Soft skills such as analytical thinking, creativity, and adaptability empower developers to tackle challenges head-on, embrace change, and continuously refine their approaches.

In today's agile and fast-paced software development environment, adaptability is paramount. Soft skills like flexibility, resilience, and a growth mindset enable developers to seamlessly navigate evolving project requirements, embrace new technologies, and thrive in dynamic team settings. By cultivating these skills, developers can future-proof their careers and remain valuable assets in an ever-changing industry.

While technical expertise is undoubtedly crucial, the true power of software developers lies in their ability to harmonize their technical skills with a well-rounded set of soft skills. By prioritizing communication, problem-solving, and adaptability, developers can elevate their impact, foster stronger collaboration, and deliver exceptional software solutions that drive innovation and business success.

3. Empathy: The Key to Effective Collaboration

Soft Skills - Empathy: The Key to Effective Collaboration

Empathy is a critical skill that facilitates effective collaboration and fosters a productive work environment. By cultivating empathy, we can better understand the perspectives, needs, and motivations of our colleagues, clients, and end-users. This understanding allows us to create software solutions that truly resonate with their intended audience, resulting in higher user satisfaction and adoption rates.

In the realm of user-centric design, empathy enables us to step into the shoes of our users, comprehending their pain points, desires, and workflows.

By immersing ourselves in their experiences, we can identify opportunities for improvement and design intuitive interfaces that seamlessly integrate into their daily routines. This user-focused approach not only enhances the overall user experience but also ensures that our products align with real-world requirements.

Moreover, empathy plays a pivotal role in fostering effective teamwork and collaboration.

When team members actively listen to one another, acknowledge diverse perspectives, and demonstrate a genuine understanding of each other's concerns, a culture of trust and respect emerges. This environment encourages open communication, constructive feedback, and the free exchange of ideas, ultimately leading to more innovative and robust solutions.

Conflict resolution is another area where empathy shines.

By actively seeking to understand the motivations and emotions behind conflicting viewpoints, we can approach disagreements with an open mind and a willingness to find common ground. Empathy enables us to reframe conflicts as opportunities for growth, fostering compromise and mutually beneficial solutions.

Furthermore, empathy is closely tied to emotional intelligence, a crucial aspect of effective leadership and interpersonal relationships.

Emotionally intelligent individuals can recognize and manage their own emotions while also understanding and responding appropriately to the emotions of others. This ability to navigate the emotional landscape of the workplace contributes to a more positive and supportive environment, where individuals feel valued and motivated to perform at their best.

In conclusion, empathy is a powerful tool that unlocks the potential for successful collaboration, user-centric design, conflict resolution, and emotional intelligence in the software development industry. By cultivating empathy within our teams and organizations, we can create software solutions that truly resonate with users, foster productive working relationships, and ultimately drive innovation and success.

4. Critical Thinking: Solving Complex Problems with Ease

Developing strong critical thinking abilities is essential for navigating the complexities of our modern world. It empowers individuals to approach problems methodically, gather and evaluate information objectively, and formulate innovative solutions. With a well-honed analytical mindset, even the most intricate challenges can be dissected and tackled with precision.

Critical thinkers possess the invaluable skill of separating fact from fiction, identifying logical fallacies, and recognizing biases that could cloud their judgment. This objectivity allows them to consider multiple perspectives and weigh the merits of each, ultimately leading to more informed and effective decision-making.

Moreover, critical thinking fosters a proactive approach to problem-solving. Instead of merely reacting to issues as they arise, individuals with strong critical thinking skills can anticipate potential roadblocks and devise preemptive strategies. This proactive mindset enables them to troubleshoot efficiently, minimizing disruptions and maximizing productivity.

In today's rapidly evolving landscape, the ability to think critically and adapt to change is paramount. Those who embrace critical thinking are better equipped to navigate uncertainty, seize opportunities, and develop innovative solutions that push boundaries and drive progress. Whether in personal or professional settings, critical thinking is a powerful tool that empowers individuals to thrive in an ever-changing world.

5. Adaptability: Thriving in a Rapidly Changing Industry

Adaptability is an essential trait for software developers in today's rapidly evolving technological landscape. The industry is constantly shifting, with new tools, frameworks, and methodologies emerging at an unprecedented pace. Those who can embrace change and continuously learn and grow will not only survive but thrive in this dynamic environment.

A growth mindset is crucial for fostering adaptability. Developers must be open to new ideas, willing to step out of their comfort zones, and eager to acquire new skills. Clinging to outdated practices or resisting change will only hinder their professional growth and limit their opportunities.

Moreover, technological advancements are driving the need for continuous learning. Software developers must stay up-to-date with the latest trends, tools, and best practices to remain competitive and deliver innovative solutions. Attending workshops, conferences, and online courses can provide valuable opportunities to expand their knowledge and stay ahead of the curve.

Embracing change also means being flexible and agile in one's approach to problem-solving. As requirements and technologies evolve, developers must be able to pivot quickly and adapt their strategies accordingly. This agility allows them to respond effectively to changing market demands and customer needs, ensuring their solutions remain relevant and valuable.

In summary, adaptability is a critical asset for software developers in today's rapidly changing industry. By cultivating a growth mindset, embracing continuous learning, and remaining flexible and open to change, developers can position themselves for success and contribute to the creation of innovative, cutting-edge solutions that drive technological progress.

6. Effective Communication: Bridging the Gap Between Developers and Stakeholders

Soft Skills - Effective Communication: Bridging the Gap Between Developers and Stakeholders

Effective communication is the cornerstone of successful collaboration between developers and stakeholders. It bridges the gap between the technical intricacies of software development and the business objectives of the organization. By honing their communication skills, developers can articulate complex concepts in a clear and comprehensible manner, ensuring that stakeholders understand the rationale behind technical decisions and the implications they hold for the project's success.

Presenting technical concepts to non-technical stakeholders is a crucial aspect of this communication process. Developers must learn to break down intricate details into easily digestible information, using analogies, visuals, and real-world examples to facilitate understanding. By doing so, they can foster a shared understanding and align expectations, minimizing misinterpretations and potential conflicts.

Client management and stakeholder engagement are also vital components of effective communication. Developers should actively seek feedback, address concerns, and maintain open channels of communication throughout the project lifecycle. Regular updates, progress reports, and transparent discussions about challenges and solutions can cultivate trust and strengthen the collaborative relationship between developers and stakeholders.

Moreover, proficiency in both written and verbal communication is essential. Clear and concise documentation, such as technical specifications, user manuals, and project reports, ensure that stakeholders have access to accurate and up-to-date information. Simultaneously, strong verbal communication skills enable developers to convey their ideas effectively during meetings, presentations, and discussions, facilitating productive dialogue and decision-making.

By mastering effective communication, developers can position themselves as invaluable assets to their organizations. They can bridge the gap between technical expertise and business acumen, fostering a collaborative environment where ideas are shared, concerns are addressed, and solutions are co-created. Ultimately, effective communication paves the way for successful project delivery, stakeholder satisfaction, and long-lasting partnerships built on mutual understanding and trust.

7. Conclusion: Invest in Your Soft Skills to Future-Proof Your Software Development Career

Developing strong soft skills is an investment that will pay dividends throughout your software development career. In today's rapidly evolving tech landscape, technical expertise alone is no longer enough to stay competitive and future-proof your career. Soft skills such as effective communication, collaboration, problem-solving, and adaptability are becoming increasingly valuable assets.

By honing your soft skills, you'll gain a competitive edge that sets you apart from other developers. You'll be better equipped to navigate complex projects, work seamlessly with cross-functional teams, and effectively communicate your ideas and solutions to both technical and non-technical stakeholders.

Moreover, soft skills are transferable across different roles, technologies, and industries. As the tech industry continues to evolve, your ability to adapt, learn new skills, and collaborate effectively will be crucial for career growth and longevity.

Employers highly value professionals who can not only write code but also demonstrate strong interpersonal skills, emotional intelligence, and leadership potential. Investing in your soft skills is an investment in your personal and professional development. It will open doors to new opportunities, foster stronger relationships with colleagues and clients, and enhance your overall job satisfaction and career fulfillment.

Don't underestimate the power of soft skills in shaping your software development career. Embrace continuous learning, seek feedback, and actively work on developing these essential skills. By doing so, you'll future-proof your career, unlock your full potential, and thrive in the ever-changing tech landscape.

Saigon Technology's developers have over 12 years of software development experience. We've kindly shared important soft skills to help you excel in your career. If you need advice on software development skills, please contact us !

Thanh (Bruce) Pham CEO of Saigon Technology

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Pragati Jhunjhunwala

Pragati Jhunjhunwala is a consulting intern at MarktechPost. She is currently pursuing her B.Tech from the Indian Institute of Technology(IIT), Kharagpur. She is a tech enthusiast and has a keen interest in the scope of software and data science applications. She is always reading about the developments in different field of AI and ML.

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MIT Spinout The Engine Ventures Raises New $398 Million Fund To Tackle Tech’s Toughest Problems

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Katie Rae, CEO of The Engine Ventures

H eat waves are currently battering parts of the United States while others are grappling with record amounts of rainfall and flooding–stark reminders of the consequences of climate change. Tackling this problem is a key focus for Katie Rae, CEO and managing partner of The Engine Ventures, which makes early-stage investments in startups focused on sustainability, health and infrastructure. The tools we have today, she said, can’t fix the world’s environmental problems.

“When you get right down to brass tacks, no one believes that we will reach our climate goal without developing new technology,” she told Forbes .

Today, The Engine Ventures announced a third fund of $398 million, its largest to date and nearly twice the $250 million fund it raised in 2020 . This raise brings the firm to over $1 billion in assets under management. The Engine has invested in over 50 companies to date, which have collectively raised over $5 billion in investment and have over 3,100 employees.

The new fund will give Rae’s firm more flexibility in the size of the checks it writes for seed and series A rounds. “It means that you can really develop these companies into the B and C rounds where you definitively de-risk the technology and begin to scale,” she said.

The Engine was first created in 2016 as a spinout from MIT, with Rae as the founding CEO. The idea was to create a venture firm and accelerator for early-stage startups developing complex technology in climate tech, advanced computing and infrastructure systems as well as biotechnology. It has since built a 150,000 square-foot facility in Cambridge near the MIT campus that provides laboratory space, manufacturing technology and more for the accelerator.

“There’s a bipartisan understanding that we have to have a manufacturing base.” The Engine Ventures CEO Katie Rae

In 2023, the firm split the accelerator and venture firm into two different companies. Rae, became CEO of The Engine Ventures, while still remaining on the board of The Engine accelerator. A report co-produced by The Engine and Pitchbook found that its investment market areas saw 21% compounded annual growth in financing between 2016 and 2023, compared to a 6% average for other sectors, though in 2023 they saw the same funding drop-off that other venture investment areas did.

A big driver of this growth, Rae said, has been a “major policy shift” by the federal government to bolster infrastructure and climate technology with measures like the CHIPS Act and the Inflation Reduction Act, which put more government funds behind these sectors and incentivize the private sector to do the same. “There’s a bipartisan understanding that we have to have a manufacturing base,” she said. “The capital stack is much stronger than it was 7 years ago.”

When it comes to climate tech, The Engine Ventures has a broad portfolio. It’s invested in Commonwealth Fusion, which is developing nuclear fusion technology. It’s also backed Form Energy, which is building iron-based batteries for the electrical grid, and VEIR, which is making superconducting wires that can transmit more electricity than copper.

The current AI boom–and the energy-hungry chips it depends on–is an area where Rae sees an opportunity to develop new classes of chipswith lower environmental and financial costs. There’s Celestial AI, for example, which is building chips based on energy-efficient light rather than electricity. It’s also invested in companies pushing the boundaries of quantum computing and other new hardware. “Power and climate and compute all go together,” she said.

Despite the breadth of its investments, Rae sees them all as being interconnected. Her portfolio company Vaxess, for example, is developing vaccine patches that don’t require refrigeration, improving both accessibility and sustainability. The lessons from the firm’s first two funds, Rae said, encourage taking even bigger swings at hard tech problems with its third. “Let's keep going and let's go even bigger because the potential capital returns and the impact returns are enormous,” she said.

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Environmental Science: Water Research & Technology

Solving biofouling problem of uranium extraction from seawater by plasma technology.

The effective extraction of uranium (U(VI)) from seawater is critical for the sound development of nuclear energy in near future. Biofouling is one of the core problems of U(VI) extraction from seawater that must be solved soon. In this work, plasma technology is applied to solve biofouling problem of U(VI) extraction from seawater. Experimental results show that reactive oxygen species (ROS) formed during plasma discharging process can effectively kill marine microorganisms in 30 min by destroying its wall membrane structure and remove its extracellular polymers (EPS), which can sound improve its U(VI) adsorption capability. Plasma treatment also has a significant effect on the microorganism compositions in seawater, and can effectively kill Proteobacteria species including V. alginolyticus. In summary, plasma sterilization is a fast, effective, and simple process. It can sound solve the biofouling problem, and simultaneously improve the recovery capability of PAO based materials for U(VI) from seawater.

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X. Zhang and D. Shao, Environ. Sci.: Water Res. Technol. , 2024, Accepted Manuscript , DOI: 10.1039/D4EW00226A

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40 problem-solving techniques and processes

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What is Problem Solving? (Steps, Techniques, Examples)

What Is Problem Solving?

Problem-Solving Steps

Defining the Problem

Generating Solutions

Evaluating and Selecting Solutions

Implementing and Monitoring the Solution

Problem-Solving Techniques

Brainstorming

Root Cause Analysis

SWOT Analysis

Mind Mapping

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A guide to problem-solving techniques, steps, and skills