Problem Solving:
_{Practical Tools and Techniques}

Objectives

What will you learn?

• An introduction to problem solving
• The different stages of problem solving
• Tools and techniques for defining problems, finding causes, and coming up with solutions
• How to do an action plan

Introduction

Problem solving is the process of identifying an issue, gathering and evaluating information, and developing effective solutions. It is a valuable skill that works alongside communication, critical thinking, teamwork, planning, and digital literacy.

Effective problem solving involves defining the problem, investigating its causes, analysing the available information, and evaluating possible solutions before deciding on a course of action.

Stages in the Problem Solving Process

Problem solving involves a series of stages, from identifying and defining a problem through to implementing and evaluating a solution. Different tools and techniques can support each stage of the process, and these are explored in the next section, Tools of the Trade.

While problem-solving models vary, most follow a similar process. In this module, we outline seven key steps. Although they are presented in a sequence, problem solving is often iterative, and you may move back and forth between stages as your understanding develops.

Key Stages

• Problem Recognition – determining what the problem is
• Labelling the problem
• Conducting a problem-cause analysis
• Optional solutions
• Making a decision based on the best options you have generated
• Developing an action plan to solve the problem
• Evaluating and monitoring your solution to the problem
• Contingency planning and resource examination

(American Society for Quality, 2026)

Problem Recognition

This first stage is where you identify the symptoms. You look for facts and analyse data, as well as explore history and human factors such as attitudes, values and reactions (soft data). Symptom identification can be achieved through collecting all kinds of data, including through interviews and focus groups, brainstorming and mind mapping. More on these methods can be found later in this module.

Define and Label the Problem

It is important to have a clear definition of the problem otherwise the solutions generated will not work. This is because the solutions you come up with will not necessarily address the actual problem (i.e. ‘the real problem’ or ‘key stone’). For example, if you define the problem as being poor performance by employees, when in fact it is a lack of training or high expectations, the solutions generated to address the problem are unlikely to be effective.

In this stage, it is good to write down some problem statements. Begin by noting the problem and why it is important to solve. Consider the benefits to solving the problem. For example:

• Costs
• Consumer satisfaction
• Employee wellbeing
• Time
• Product quality
• Greater efficiency (e.g., in a process)

From there, we recommend that you:

• Identify the stakeholders (the people and organisations that the problem directly affects)
• Find the root cause of the problem (sometimes we identify the symptoms rather than the actual problem – this leads to generating ideas that do not address the root cause)

The tools we recommend to help you define the problem and determine the cause (including the root cause) are:

• The 5W’s (and the 5 WHY’s)
• SWOT Analysis
• Mind Mapping
• Brainstorming
• The Fishbone Diagram (or Cause and Effect Diagram)
• Affinity Mapping

To explore some of these further, see below under ‘Tools of the Trade’.

GenAI Byte

Consider using generative AI to help define the problem more clearly.

For example, you could ask:

• Ask me a series of question to help me identify the possible causes of this problem.
• What questions should I ask to better understand this issue?
• Let's debate this issue/problem, so I can look at all the possible causes and solutions.

Use AI's responses to explore different perspectives, but rely on your own judgement when deciding what the actual problem is and what evidence supports your conclusions.

Generate Ideas and Solutions

After defining the problem and finding the root cause, you need to generate ideas and solutions. This usually happens through brainstorming and mind mapping. These are good techniques for generating ideas quickly (and just getting it all down).

These methods help to generate thought not only around problem statements, definitions or causes (in stage one) but about potential solutions, impacts, and much more. These techniques are more concerned with ‘quantity’ in terms of getting as many ideas as possible, rather than ‘quality’. You can also do a force-field analysis in this stage or positive and negative analysis.

To explore brainstorming and mind mapping, please see below under ‘Tools of the Trade’.

Decide on the Best Solution

Once you have generated optimal solutions, you then need to make some decisions about what to choose. There are many decision-making tools that can be used. Some of these include:

• Brainstorming as many ideas as possible (quantity matters more than quality with this technique).
• Elimination - in business it is important to select the best solution which involves a process of elimination.
• Weighting of consequences –  after you have decided on the best solution, weigh up all of the consequences or outcomes against it.
• Prioritising - you may have several solutions with good outcomes but you need to now select the best.

GenAI Byte

Generative AI can help you evaluate potential solutions by highlighting strengths, limitations, and possible consequences.

Try prompts such as:

• Compare the advantages and disadvantages of these options.
• What unintended consequences might result from this solution?
• Which stakeholders might benefit or be negatively affected by each option?

Use AI to explore possibilities, but make the final decision yourself based on the evidence, context, and goals of the situation.

Take Action

Once you have arrived at a your solution, to your problem, an action plan should be developed. Elements to include in your action plan could be a series of questions such as those below. There are no hard and fast rules on what to include in your action plan. However, it must be highly effective in solving the problem or problems. It must be well thought through, achievable and highly relevant to your business.

Some elements to include in your plan may be:

• What is to be done?
• How is it to be done?
• Who is responsible?
• When will it be done by?

Tools and Techniques

This section of the module provides some detail on problem solving tools – and when to use them. Not all possible tools are described but we have tried to include those that are often used in business/enterprise.

The 5W’s and the 5 WHY’s

The 5W’s approach is most useful when defining the problem and then later on when identifying if more data or analysis is required.

In most cases, you can define a problem by noting:

(American Society for Quality, 2021; Mahalik, 2021)

SWOT Analysis

SWOT analysis is a strategic planning tool that is used to generate information on which rigorous, logical, defendable decision can be based. As the diagram highlights, SWOT stands for Strengths, Weaknesses, Opportunities and Threats.

To complete a SWOT Analysis for your business/company/enterprise or workplace, start with asking the following questions:

Strengths

• What advantages (e.g. location, resources, facilities, etc.) does your enterprise have?
• What do you do better than anyone else?
• What make your enterprise unique? (Think about costs, resources, facilities or geographical locations etc. you identified above.)
• In addition, view your strengths by placing yourself in your competitor’s shoes?

End expanded content.

Weaknesses

• What would you need to do to improve in your enterprise?
• What would you avoid doing in your enterprise or what to improve in your enterprises position?
• View your weaknesses, by placing yourself in your competitor’s shoes? What are your weaknesses?
• What aspects of your enterprise is costing you sales?

End expanded content.

Opportunities

• What are the best opportunities for your enterprise to improve?
• What are the future trends emerging in your industry, and how aware of these are you?
• Consumers consumption patterns may be changing based on perceived healthy, clean, safe, environmentally produced practices.
• Social patterns, population profiles, lifestyle changes and demographics etc. may change.

End expanded content.

Threats

• What impediments, obstacles and barriers does your enterprise face in its operating environment?
• Are your competitors changing their practices and their mode of operation?
• Is globalisation, communications and changes technology threatening your enterprises position to remain sustainable, viable and grow?
• What is your true economic situation (cash flows, capital investment, bad debts etc/)?
• What is your social standing and position in the industry?
• What is your environmental situation (pollution, chemical usage, fertiliser, irrigation etc.) and your industry position?

End expanded content.

To explore SWOT Analysis further (and to find blank templates to use) please follow this link to a module on SWOT Analysis

Mind Mapping

Mind mapping is a useful technique for brainstorming and organising ideas. It involves placing a central topic in the middle of a diagram and adding related ideas around it, creating connections between concepts.

By focusing on key ideas and their relationships, mind maps can help you organise information, identify patterns, and develop a deeper understanding of a topic. The example below demonstrates one approach, but your mind map should reflect your own context and needs.

Find more on Mind Mapping here including examples.

Brainstorming

Brainstorming is a popular group problem-solving technique.

A desktop search of definitions of brainstorming revealed that it is typically referred to as a technique for:

• Group thinking sessions (where all ideas are collected)
• Stimulating creative thinking
• Spontaneous participation
• Group problem-solving (around a specific question or challenge)
• Generating new ideas or creative solutions (drawing on lateral thinking/thinking outside the box)
• Ensuring all ideas are captured and nothing is criticised or critiqued until the later analysis stage

If you are interested in exploring the method of brainstorming beyond this brief description, please follow this link to a short module on Brainstorming.

GenAI Byte

Generative AI can help you generate a wide range of ideas when tackling a problem.

Try prompts such as:

• Suggest some unconventional approaches I may not have considered.
• What ideas might someone from a different industry or discipline suggest?
• Help me expand on these initial ideas.

Remember, brainstorming is about generating possibilities, but not replacing your creativity. Critically evaluate the ideas afterwards to determine which are practical, relevant, and supported by evidence.