practice blameless problem solving examples

Mary Johnson

Fundamental #7: practice blameless problem-solving.

Demonstrate a relentless solution focus, rather than pointing fingers or dwelling on problems. Identify lessons learned and use those lessons to improve ourselves and our processes so we don’t make the same mistake twice. Get smarter with every mistake. Learn from every experience.

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December 14, 2022

TRE Roots: Root #6 – Practice Blameless Problem-Solving

practice blameless problem solving examples

Apply your creativity, spirit, and enthusiasm to developing solutions, rather than pointing fingers and dwelling on problems. Identify lessons learned and use every experience to improve our processes so we don’t make the same mistake again. Get smarter with every mistake.

Our work to support people is driven by complex needs and requires us to consider the individual desires of each of these people. This means we are often working to solve challenging problems. Practicing blameless problem-solving is important because we must work together, learn from one another’s’ experiences, and use mistakes and failures as the building blocks to solutions. Failures and mistakes are as important to solving problems as successes, I would say even more important. When teams and organizations are successful at practicing blameless problem-solving, there is high trust and accountability. Individuals and teams are not afraid to admit when something does not work as planned. Mistakes and failures are seen as experiences that provide us with more information than we had before. The group works together toward success which drives stronger outcomes for the people we support. Everyone feels a part of the effort and a contributor to the success.

Teams and organizations who are not effective at practicing blameless problem-solving are often splintered and individually driven. Success is about the individual or the team, rather than about the outcomes for the person we are supporting. The outcome achieved may or may not benefit the person in services. We must approach problem-solving with a focus on the final goal we want to accomplish rather than judging another person or group as to the reason it has not worked. This includes how we approach peers on our own team, other teams, outside partners, family and caregivers, and our state systems.

I recently had to check myself on how I was thinking about one of our state partners and the decisions they were making. I was being judgmental of them and the way they are managing the situation. This mindset was affecting how I spoke and interacted with them and did not help either of us solve the problem before us. Once I shifted my mindset towards partnering with them to solve the problem and share respectfully my experiences of the direction they were taking (without judgement), the conversation opened up significantly. It is too soon to really know if we will reach the outcomes I am hoping for, but I feel that now I am influencing those outcomes. I was not influencing it positively in my original approach.

As you go about your work, consider the following:

Take time out to reflect on recent or current situations where a problem needs to be solved. What does blameless problem-solving look like in that situation? How can you support blameless problem-solving moving forward?
What are some problems that are important for you, your team, and our organization to address? How can we work together to practice blameless problem-solving?
Talk within your team or with your peers about groups with whom you work well together to solve problems. Why does it work well with that/those group(s)? What about groups where if feels as if there is blame for the problem(s). Why is that? What can you and your team do to change that?
Share examples of practicing blameless problem-solving and what you or your team were able to accomplish.

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Practice Blameless Problem Solving

JW Way #12 – Practice blameless problem solving.

Blame has no place in our firm. Fix errors by focusing on solutions, not assessing blame. Learn from mistakes and use that knowledge to improve our processes. Without mistakes, there is no learning.

I believe maturity (intellectual and emotional) is key to successfully practicing blameless problem solving. But let’s begin with a simple, immature “blame game” example that’s common in my household. My wife and I have four children and a 100lb dog, ages 6 to 15. This means numerous messes and breakages with exponential occurrences of non-accountability (for every mess/breakage, there are at least four denials). The non-accountability usually comes in the form of an absolute denial (“It wasn’t me”) or glad-to-speculate snitching (“That was probably [fill in sibling/dog name here]”). In our usual blame game, my wife or I set out with the fervor of a medieval inquisition to find the wrongdoer and impose punishment. (For the record, on the rare occasions I’m accused, undeservedly of course, I blame whomever’s not around or can’t talk: “Damn dog, left that empty plate and glass on the coffee table again.”). The blame game here is immature because the leaders (my wife and I) are not as interested in solutions as we are in assigning blame and punishment, and the subordinates (the kids) are not as interested in solutions as they are in self-preservation.

Probably most of us have had similar experiences growing up, and it’s no wonder that when things go wrong, even as adults, a core reflex is to find “someone” or “something” to blame and focus on the negative consequences and self-preservation. It takes a certain kind of maturity and professionalism to overcome that reflex and rise to a higher level of problem solving. So how do we routinely rise to that higher level? Many business experts agree that there are four fundamental steps to mature/professional problem solving, none of which involve blame and punishment:

Identify and define the problem;
Generate alternative solutions;
Analyze and select the best of the alternative solutions; and,
Implement and follow up on the chosen solution.

Each of these steps incorporate and interrelate with several JW fundamentals. We must act with integrity (#8) and leave our egos at the door (#9) to best identify and define the problem, particularly if the problem lies within ourselves. We must listen fully and communicate to be understood (#5 & #10) for each step to be successful. At every step, we must demonstrate respect (#11) and not be jerks (#16). Perhaps most important, we must recognize that blameless problem solving is an opportunity for continuous improvement (#17) and embracing change (#19) to avoid or minimize the problem in the future.

Mistakes will occur. Maturely and professionally responding to and improving from those mistakes is the JW Way !

Mark D. Bogard is a partner at Jaburg Wilk where his practice focuses on construction law. He represents contractors and material suppliers, with an emphasis in construction contract drafting/revising, construction payment rights and remedies including mechanics’/materialmen’s liens and payment bonds and construction litigation

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Eastern Way: Fundamental #19 – Practice Blameless Problem Solving

This fundamental was written by Samantha David. Samantha started with Eastern Funding over three years ago as an administrative assistant and has been promoted twice in the last two years to documentation specialist and now funding officer.

Practice Blameless Problem Solving. Fix Mistakes by Focusing on Solutions. Then identify lessons learned and use those lessons to improve our processes so we don’t make the same mistake again. Get smarter with every mistake.

When we come across a problem, we should always ask ourselves “why did this happen,” and “what is a simple and effective solution?” But unfortunately for some of us, the first thing we want to do is find someone to blame. Why? Because it is natural for us to never want to be wrong.

I personally hate to be wrong, but when I am, I use blameless problem solving. It is a huge waste of time to play the blame game – you probably spend more time trying to figure out who to blame than actually solving the problem.

We all make mistakes, but it doesn’t help you or your co-workers to make a situation worse by trying to blame someone else. Although everyone should be accountable for their actions, no one is perfect.

In order to be successful at blameless problem solving, you have to always be positive and utilize a few of our fundamentals:

– #5 Be a Detective: Figure out what the problem is and why it occurred

– #10 Be Proactive: Take initiative to resolve the problem

– #17 Be a Team Player: Work together if necessary to figure out a solution

– #4 Just Do it: Don’t waste time complaining or trying to figure out who messed up…just fix it!

These are just a few fundamentals that can be utilized while practicing blameless problem solving. The next time something goes wrong, give blameless problem solving a try. Not only at work, but even in your daily life. I promise it will make things a lot easier for you and those you interact with on a day to day basis.

Practice Blameless Problem Solving

Demonstrate a relentless solution focus, rather than pointing fingers or dwelling on problems. Find common ground, identify lessons learned, and use those lessons to improve yourselves and your processes so we don’t make the same mistake twice. Get smarter with every mistake. Learn from every experience.

Jewish Federation of Cincinnati

Danielle V. Minson — Raising the Bar

Fundamental #5: Practice Blameless Problem-Solving

I feel great when members of our staff mention insights or skills they’ve gained that work that help them outside work, in the rest of their life.

Well, if your family is anything like mine, this week’s fundamental can improve life at home as well as in the office.

When things don’t go as we expect or desire, the easiest thing is to figure out who’s to blame. But blaming creates conflict and destroys trust. And it steals energy from actually solving the problem. When we are blaming, we aren’t learning all the lessons the situation offers.

When Avi started here, he was (and is) very impressed with our team culture, especially our dedication, creativity, and sense of community. But he also noticed that there is a fear of failing that inhibits experimentation. This is common in organizations. However, the startup world has taught us that long-term success in complex and changing environments (like ours) requires experimenting. And some experiments fail. An organization’s strength is determined not by whether if fails but by how much it learns from its failures.

Blame-free investigation often reveals that a failure is caused less by any single person’s mistake and more from unclear roles and expectations.

If we can brainstorm with some colleagues about what we can learn from a failure, we will discover new approaches and new opportunities.

Shep Englander Denise Brundage Federation Way Fundamentals

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Blameless Problem Solving

July 16, 2019 Courtney Chastain, CCAM, Director of Community Management Education , Manager Musings

CH PRINCIPLE #13: Blameless Problem Solving Takes Practice

It’s our instinct, when faced with a problem, to quickly wonder HOW it could happen? Even if you had all the best preventive measures in place or perhaps you even safeguarded a situation so that nothing would go wrong…things can still go wrong.

So when things go wrong or a problem arises, try your best to not point a finger or dwelling on the HOW of the problem. Yes, of course, we want to know HOW so that we don’t make the same mistake twice, or so that we can learn from our experience. But if you practice being blameless and practice seeking the solution first, you’ll see a positive shift in how you and your team can handle a problem smarter, better, and faster.

The property management industry is a job for problem solvers. Crummack Huseby has made a solid reputation out of being incredible problem solvers with budgets, HOA issues, and even spearheading change with laws to help get clarity for homeowners in conjunction with the CAI-OC. Crummack Huseby is consistently tasked with solving problems for our clients, homeowners, as well and internal office opportunities. It's easy to get caught up looking back and asking the question of "why something occurred" but this question should be secondary. The first one to ask is “how can this be solved?” Yet even that requires 7 easy steps to consider.

Identify the issue at hand
Understand everyone's interest
List possible solutions
Evaluate options
Select an option or options
Document the agreements (so important in the community management industry!)
Agree on contingencies, monitoring, and evaluation

Steps 6 and 7 are the ones I find invaluable in my job at Crummack Huseby. Solving problems in a way that is insightful focuses on moving forward. It gives your problem-solving momentum and also helps you and your team to put your heads into more strategic thinking by documenting solutions and possibly putting more accountability on yourself and others.

ABOUT COURTNEY CHASTAIN, CCAM, DIRECTOR OF COMMUNITY MANAGEMENT

Courtney Chastain has a passion for properties and became a licensed realtor after college. She quickly became a multi-talented asset for Century 21, initiating and managing their Property Management Division. Wanting to expand her community management influence after six years, she joined Crummack Huseby Property Management, Inc. in 2012. “I love solving complex problems and finding solutions that benefit the community.”

As Crummack Huseby’s Director of Community Management, Courtney has been a game-changer for numerous homeowner's association throughout Orange and Riverside counties. Her ability to identify health, safety and liability concerns, plus address the most efficient and effective ways to minimize association risk is invaluable to the communities she manages. She is a true partner for homeowners in her involvement with association boards and community relations, including the financial and physical aspects of running large community projects.

ABOUT CRUMMACK HUSEBY PROPERTY MANAGEMENT INC.

Orange County, California, based Crummack Huseby Property Management, Inc., manages many diverse HOA’s and master-planned communities in Southern California. They have added value to communities by working with HOAs, homebuilders, and land developers through their collaborative and customized approach. Crummack Huseby’s personalized philosophy to community management has allowed them to successfully discover and develop one-of-a-kind programs for new and existing communities. They offer professional business planning, governance, community management, financial only management, planning, and forecasting services for community associations. They also have been recognized as one of the Best Places to Work by the Orange County Business Journal in 2015, 2016 and 2017 . Founders Sandy Huseby and Margo Crummack each have more than 30 years of experience in Common Interest Development (CDI) management . Crummack Huseby Property Management obtained an AAMC® Accreditation status which highlights their focus and commitment to deliver total customer satisfaction. If you would like to learn more about Crummack Huseby Property Management Inc., they look forward to learning about your community and understanding your needs and how they can best support your community. For more information - Start a Conversation , email [email protected] , or call 949-367-9431.

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Eliminating the Blame Game

As I do from time to time, I\’d like to use this blog post to share some thoughts about a Fundamental that appears in virtually every one of our clients , and for good reason. I call it “Practice blameless problem-solving” and here\’s the way we often describe it:

Whose fault was it?

As you no doubt know, in most organizations (and in our society at large), people often spend more time determining who was a fault than they do actually fixing the problem. At the first sign of an issue, we want to know whom we can sue or we convene a panel to determine where the blame should fall.

Not only does this delay or prevent us from fixing issues, but as importantly, it creates an environment in which people are unwilling to take chances or even to surface issues. Why take a chance when you\’re just going to be blamed if it doesn\’t work out? And why own up to a mistake if you\’re destined to pay a big price.

Three things matter most

When mistakes happen, as they inevitably will, there are three things that matter most:

Figure out how to fix the problem.
Go back and do an “autopsy” to see what happened and what we can learn.
Improve our processes based on our learning, so we reduce the chance of making the same mistake again.

Notice how blame is conspicuously missing in the steps above. For most of us, our natural response to being blamed is that we become defensive. We make up excuses or explain the reasons why it really wasn\’t our fault. The emotions that usually come with feeling attacked create “noise” in our listening channel, and make it hard for us to even notice or hear the lessons that may be inherent in the situation, not to mention the fact that we haven\’t solved anything.

Staying accountable

It\’s important to note that practicing blameless problem-solving does not mean that there\’s no accountability and that it\’s OK to keep screwing up again and again. We all need to be accountable for our performance. The key, however, is to focus on the process rather than the person.

Notice the difference between asking “How did this happen?” or “Where did our process break down?” versus “Who messed this up?” When we focus on the process and where it broke down, we have the opportunity to learn and to improve the process or plug the hole so that we don\’t have this happen again. However, when we simply focus on whose fault it was, we do little more than affix blame. The key is to keep learning and keep getting smarter with every mistake. Simply affixing blame ultimately serves no useful purpose.

What might it look like if there was less blame in your organization and more learning? How would it affect innovation? More importantly, how might it impact your results?

The Fundamentals ™ Process is a proven system to help your staff more consistently practice the behaviors that lead to success. If you\’d like to learn more, just give us a call or send us an e-mail.

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Fieldamental # 11: Practice Blameless Problem-Solving

PRACTICE BLAMELESS PROBLEM-SOLVING. Apply your creativity and enthusiasm to developing solutions, rather than pointing fingers or dwelling on problems. Identify lessons learned and use those lessons to strengthen the team, and to improve ourselves and our processes so we don’t make the same mistake twice. Learn from every experience.

In my observation, when a problem occurs most people’s first response is to defend themselves by pointing out all the reasons why it wasn’t their fault. Of course, this is a natural response in anticipation of being blamed. And yet, while we’re busy making explanations and excuses, we’re neither fixing the problem nor learning anything useful.

Eliminating blame from the equation frees us to focus on the important issues: solving the problem and learning. We want to first apply our energies to solving the problem. What is the root cause, what are our potential solutions and which will work best? We need to look at the “system” when trying to resolve a problem, how can the system be modified to prevent issues in the future? With the problem fixed, we then want to examine what we’ve learned that can help us prevent a repeat of the issue.

But there’s one more critical step to complete the picture. It’s one thing to learn, it’s another to integrate that learning. We must also ask ourselves how we will put this new learning into action. How will our actual behavior be different to reflect this learning? Problems present us with opportunities to gain wisdom. But wisdom is only useful to the extent we apply it.

So to recap, the next time a problem arises don’t point the finger. You will only be met with resentment as pointing out an issue can hurt someone’s pride. Instead work on solving the problem and discuss how the issue can be avoided next time. If you are the one who caused the issue, own up to your mistake and make sure you work toward a solution and learn from what you’ve done.

Safety Always Comes First!

Fundamental #19 – practice blameless problem-solving, practice blameless problem-solving.

Apply your creativity, spirit, and enthusiasm to developing solutions, rather than pointing fingers or dwelling on problems. Identify lessons learned and use those lessons to improve our processes so we don’t make the same mistake again. Get smarter with every mistake. Learn from every experience.

The Murren Way

Do it safely, right, on time, and on budget. Through our diversified services, teamwork approach and total commitment to quality, C. A. Murren offers the highest levels of industrial site development performance. Comprised of dedicated hands-on professionals, we are committed to excellence – delivering the utmost in safety, efficiency and productivity.

The foundation for it all is our unique culture. Above is one of the 30 “Fundamentals” that describe the daily practices that make the culture come to life. They’re what set us apart from other companies and what drive our extraordinary success.

We call it “The Murren Way”

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Practice Blameless Problem Solving #1

JW Way Fundamental #22: Practice Blameless Problem Solving "Blame has no place in our firm. Fix errors by focusing on solutions, not assessing blame. Learn from mistakes and use that knowledge to improve our processes. Mistakes are critical component of learning."

It is natural to feel defensive when something goes wrong. In many organizations, being constantly self-protective is a wise strategy, because any blame or black mark that attaches to an individual becomes the reason to not select that person for opportunity or advancement. Some organizations even practice “scapegoating,” selecting the politically weakest member of the team to bear the blame and the adverse consequences of a failure. Few behaviors have a greater negative effect on team cohesion and productivity than the feeling that you must “watch your back” when among your teammates and in your own work “home.”

At Jaburg Wilk, we have consciously chosen not to play the “blame game.” When something goes wrong, we go beyond identifying the proximate, immediate cause to look for and identify any latent or systemic cause. Human error is most frequently the proximate cause, but systemic deficiencies often increase the chance of human error. None of us are careless; if we made a mistake there was a reason. As team members at JW, we seek for that reason and improve our systems and ourselves to decrease the chance of error in the future.

One useful tool for identifying the root cause of a failure is called the “5-whys.” On the surface, this is the simple process of asking “why” several times until you arrive at a basic element of the situation that you have the power to change and if changed will at least potentially alter the chance of future failures. Here is an example used by CEO Jeff Bezos of Amazon during a visit to one of that company’s order fulfillment warehouses:

A worker had severely injured his thumb moments before Mr. Bezos’s arrival. Upon learning of the incident, Bezos went to a whiteboard and began the following analysis:

Q: Why did the worker damage his thumb?

A: Because his thumb got caught in the conveyor.

Q: Why did his thumb get caught in the conveyor?

A: Because he was chasing his bag, which was on a running conveyor belt

Q: Why did he chase his bag?

A: Because he placed his bag on the conveyor, but it then turned-on by surprise

Q: Why was his bag on the conveyor?

A: Because he used the conveyor as a table

So, concluded Bezos, the likely root cause of the worker’s damaged thumb is that he simply needed a table; there wasn’t one around, so he used a conveyor as a table. To eliminate further safety incidences, Bezos ordered the warehouse managers to provide tables at the appropriate stations or provide portable, light tables for the associates to use. He also told them to update and give a greater focus to safety training.

In addition to effective problem-solving techniques, several associated behaviors are necessary to making blameless problem solving effective:

Blameless does not mean unaccountable. We are each accountable to ourselves and to each other for accomplishing our personal goals and the firm goals. First and foremost, we must protect our clients’ interests. We each must own up to what we have done and hide nothing, not from our clients, not from each other and, most important, not from ourselves. Problems identified can be fixed. Problems concealed will fester.
We must support each other when failures are examined. Human error is human and a natural part of life. We are in this together; we accept and prize each other. When a problem arises, we will fix it together and act to pull everyone up, not push anyone down.
We make corrective changes fully and promptly. A culture of blameless problem solving is not a license to ignore a systemic problem or continue a risky practice. Identify it, analyze it, and fix it.

We admit our mistakes, we learn from them, and we fix them. That is the JW Way

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Practicing Blameless Problem-Solving A Checklist to Assess Your Workplace Culture

Some organizations get stuck in the blame game when things go wrong. But pinning mistakes on others just makes things worse and doesn’t solve problems.

Errors are inevitable—but they don’t need to disrupt your organization. In fact, companies with a solution-focused culture grow stronger when mistakes happen. That’s because their employees tackle problems together, learn from them, and make positive course corrections.

Does your team practice blameless problem-solving? Download this free checklist to find out.

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Creating a culture of blameless problem-solving

People and leadership skills
Strategy and innovation

Finance is complex, and whenever you have complication and uncertainty, it is a given that things will go wrong at some point. When they do, the best way to deal with those mistakes is to use them to learn and grow. And the only way an organisation can be aware of issues while they’re still small-scale is to create an environment in which employees and managers at all levels feel safe voicing their concerns and thoughts.

“The reality is human beings will make mistakes,” said Amy C. Edmondson, Novartis professor of leadership and management at Harvard Business School and author of The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth . “When we’re in novel settings, beyond just mistakes, we’ll also have failures that aren’t, strictly speaking, mistakes because no one’s ever been in that situation before. The most important thing is that you hear about what went wrong in a timely way because that’s how you can jump on it and avoid larger-scale problems.”

Companies that foster a culture of blameless problem-solving have the potential to learn from what goes wrong, and also to innovate, through smart experimentation, while companies that habitually blame individuals are in danger of running into large-scale disasters without a hint of impending doom, according to Edmondson.

Here are some tips for creating a workplace environment in which people feel they can speak up about what’s happening and collectively work hard to improve and avoid big problems:

Promote smart experimentation. Experimentation is how companies innovate and develop tomorrow’s new offerings, but you want to make sure that the experimentation strategy is a smart one. Organisations should never experiment on a grand scale in uncertain domains. Experiments need to be big enough to get valid data about their viability, but not so big that the potential failure will be devastating to the business.

“For organisations to create a culture that doesn’t blame or punish mistakes, they must embrace entrepreneurship culture,” said Ebrima Sawaneh, a Lagos-based accountant and finance blogger. “Every employee should be trained and empowered to innovate solutions without fear of being punished if they make genuine mistakes. Employees should be encouraged to report any mistake, and organisations have to clearly set what is acceptable and create a line of sight.”

Once you have a clear experiment strategy of an appropriate scale, you must make sure that everyone’s expectations are aligned.

“Everyone (high and low) must know that this is an experiment, and the nature of an experiment is we don’t yet know what will happen,” Edmondson said. “Make sure everyone is aware of the fact that this may or may not work, and in both cases, what happens will provide great data.”

Invite input. Leaders need to make it clear to people that their voice is not only expected but also welcomed.

“A lot of times, especially when they are nervous that there might be layoffs, people have the tendency to hold back,” Edmondson said. “There’s an implicit belief that no one ever got fired for silence. I think the job of leaders is to flip that around. In the complex, uncertain industry in which we operate, the people that we’re not hearing from are not of much value.”

Because the tendency for employees is to remain silent about issues, leaders need to be proactive in inviting input. It’s one thing to say, “I’d love to hear from all of you,” but it’s another to turn to a specific employee and ask, “What do you think of this situation? I’d love your thoughts.”

“After painting the situation we find ourselves in in such a way that it becomes clear that voice is necessary, leaders must be proactive in asking ‘What are you seeing out there? Is there anything not going well? What are you excited about?’” Edmondson said.

Foster psychological safety. In her latest book, Edmondson discusses why it matters for company performance that people feel psychologically safe to speak up and what leaders can do to help bring it about.

“I don’t mean to say we have to get rid of all fear,” Edmondson said. “I think it’s fine to be afraid of missing a deadline or afraid of the competition. It’s not fine to be afraid of one another or the boss.”

Edmondson explained that while managers have an outsized influence on the climate at work, any employee can make a more psychologically safe space for colleagues simply by showing up with a spirit of openness, asking questions, and truly listening.

“When you listen thoughtfully to a colleague or a subordinate, you are making a difference. You are making work life that much more safe and enriching,” she said. “In addition to asking questions, when you say things to colleagues, subordinates, or managers such as ‘I made a mistake’ or ‘That didn’t work out the way I thought,’ it sets a shining example of a learning orientation. If you model a learning orientation and interest in others, you will make that small difference, in your vicinity, in helping create a learning organisation.”

Sawaneh agrees that fostering psychological safety can help create a high-performing financial organisation.

“When people fear that they will be blamed for mistakes, it can affect their active participation and sometimes result in their being too careful,” he said. “The key resource of accounting firms are their people, and when individuals are less concerned about mistakes, they will be willing to delegate, create a learning culture, become team players, and embrace change.”

Avoid stretched goals and closed ears. While there are several examples of organisations doing a good job of creating a culture of blameless problem-solving, there are also examples of companies that have faced the consequences of squelching safe and open communication.

Wells Fargo’s recent failure , in which millions of accounts were created without consumers’ consent, is one such example. According to Edmondson, the bank’s initial cross-selling strategy wasn’t fully in touch with the reality of customers’ limited wallets, which created immense pressure to have more and more products per customer, leading employees to activities that became fraudulent and problematic in other ways. Had employees felt able to speak up, push back, and say what they were learning, the strategy might have been tweaked.

“A recipe for failure is stretch goals and closed ears,” Edmondson said. “When managers, getting the messages from on high, are saying, ‘You better deliver on this,’ the implied rest of that sentence is, or else . People will deliver, at least on the illusion of creating the desired results, so then what you will often see is the illusion of good performance rather than good performance itself.”

Develop a productive response to bad news. Psychological safety in the workplace can be shattered the second a boss erupts in anger over a reported failure.

“Leaders need to train themselves not to overreact emotionally to bad news,” Edmondson said. “They need to pause, breathe, and disrupt what might be the natural, instantaneous reaction of emotion or disapproval, and say, ‘Thank you for that clear line of sight. Now what should we do next? What are your ideas? Here are my ideas.’ It’s what I call a productive response to bad news, as opposed to a natural, in many ways normal, response to bad news.”

Hannah Pitstick is a freelance writer based in the US. To comment on this article or to suggest an idea for another article, contact Drew Adamek, an FM magazine senior editor, at [email protected] .

Learn more about strategy and decision-making with these courses:

The MBA Express: Strategy for Success – V 2.0

Decision Making Under Risk and Uncertainty

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39 Best Problem-Solving Examples

Chris Drew (PhD)

Dr. Chris Drew is the founder of the Helpful Professor. He holds a PhD in education and has published over 20 articles in scholarly journals. He is the former editor of the Journal of Learning Development in Higher Education. [Image Descriptor: Photo of Chris]

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problem-solving examples and definition, explained below

Problem-solving is a process where you’re tasked with identifying an issue and coming up with the most practical and effective solution.

This indispensable skill is necessary in several aspects of life, from personal relationships to education to business decisions.

Problem-solving aptitude boosts rational thinking, creativity, and the ability to cooperate with others. It’s also considered essential in 21st Century workplaces.

If explaining your problem-solving skills in an interview, remember that the employer is trying to determine your ability to handle difficulties. Focus on explaining exactly how you solve problems, including by introducing your thoughts on some of the following frameworks and how you’ve applied them in the past.

Problem-Solving Examples

1. divergent thinking.

Divergent thinking refers to the process of coming up with multiple different answers to a single problem. It’s the opposite of convergent thinking, which would involve coming up with a singular answer .

The benefit of a divergent thinking approach is that it can help us achieve blue skies thinking – it lets us generate several possible solutions that we can then critique and analyze .

In the realm of problem-solving, divergent thinking acts as the initial spark. You’re working to create an array of potential solutions, even those that seem outwardly unrelated or unconventional, to get your brain turning and unlock out-of-the-box ideas.

This process paves the way for the decision-making stage, where the most promising ideas are selected and refined.

Go Deeper: Divervent Thinking Examples

2. Convergent Thinking

Next comes convergent thinking, the process of narrowing down multiple possibilities to arrive at a single solution.

This involves using your analytical skills to identify the best, most practical, or most economical solution from the pool of ideas that you generated in the divergent thinking stage.

In a way, convergent thinking shapes the “roadmap” to solve a problem after divergent thinking has supplied the “destinations.”

Have a think about which of these problem-solving skills you’re more adept at: divergent or convergent thinking?

Go Deeper: Convergent Thinking Examples

3. Brainstorming

Brainstorming is a group activity designed to generate a multitude of ideas regarding a specific problem. It’s divergent thinking as a group , which helps unlock even more possibilities.

A typical brainstorming session involves uninhibited and spontaneous ideation, encouraging participants to voice any possible solutions, no matter how unconventional they might appear.

It’s important in a brainstorming session to suspend judgment and be as inclusive as possible, allowing all participants to get involved.

By widening the scope of potential solutions, brainstorming allows better problem definition, more creative solutions, and helps to avoid thinking “traps” that might limit your perspective.

Go Deeper: Brainstorming Examples

4. Thinking Outside the Box

The concept of “thinking outside the box” encourages a shift in perspective, urging you to approach problems from an entirely new angle.

Rather than sticking to traditional methods and processes, it involves breaking away from conventional norms to cultivate unique solutions.

In problem-solving, this mindset can bypass established hurdles and bring you to fresh ideas that might otherwise remain undiscovered.

Think of it as going off the beaten track when regular routes present roadblocks to effective resolution.

5. Case Study Analysis

Analyzing case studies involves a detailed examination of real-life situations that bear relevance to the current problem at hand.

For example, if you’re facing a problem, you could go to another environment that has faced a similar problem and examine how they solved it. You’d then bring the insights from that case study back to your own problem.

This approach provides a practical backdrop against which theories and assumptions can be tested, offering valuable insights into how similar problems have been approached and resolved in the past.

See a Broader Range of Analysis Examples Here

6. Action Research

Action research involves a repetitive process of identifying a problem, formulating a plan to address it, implementing the plan, and then analyzing the results. It’s common in educational research contexts.

The objective is to promote continuous learning and improvement through reflection and action. You conduct research into your problem, attempt to apply a solution, then assess how well the solution worked. This becomes an iterative process of continual improvement over time.

For problem-solving, this method offers a way to test solutions in real-time and allows for changes and refinements along the way, based on feedback or observed outcomes. It’s a form of active problem-solving that integrates lessons learned into the next cycle of action.

Go Deeper: Action Research Examples

7. Information Gathering

Fundamental to solving any problem is the process of information gathering.

This involves collecting relevant data , facts, and details about the issue at hand, significantly aiding in the understanding and conceptualization of the problem.

In problem-solving, information gathering underpins every decision you make.

This process ensures your actions are based on concrete information and evidence, allowing for an informed approach to tackle the problem effectively.

8. Seeking Advice

Seeking advice implies turning to knowledgeable and experienced individuals or entities to gain insights on problem-solving.

It could include mentors, industry experts, peers, or even specialized literature.

The value in this process lies in leveraging different perspectives and proven strategies when dealing with a problem. Moreover, it aids you in avoiding pitfalls, saving time, and learning from others’ experiences.

9. Creative Thinking

Creative thinking refers to the ability to perceive a problem in a new way, identify unconventional patterns, or produce original solutions.

It encourages innovation and uniqueness, often leading to the most effective results.

When applied to problem-solving, creative thinking can help you break free from traditional constraints, ideal for potentially complex or unusual problems.

Go Deeper: Creative Thinking Examples

10. Conflict Resolution

Conflict resolution is a strategy developed to resolve disagreements and arguments, often involving communication, negotiation, and compromise.

When employed as a problem-solving technique, it can diffuse tension, clear bottlenecks, and create a collaborative environment.

Effective conflict resolution ensures that differing views or disagreements do not become roadblocks in the process of problem-solving.

Go Deeper: Conflict Resolution Examples

11. Addressing Bottlenecks

Bottlenecks refer to obstacles or hindrances that slow down or even halt a process.

In problem-solving, addressing bottlenecks involves identifying these impediments and finding ways to eliminate them.

This effort not only smooths the path to resolution but also enhances the overall efficiency of the problem-solving process.

For example, if your workflow is not working well, you’d go to the bottleneck – that one point that is most time consuming – and focus on that. Once you ‘break’ this bottleneck, the entire process will run more smoothly.

12. Market Research

Market research involves gathering and analyzing information about target markets, consumers, and competitors.

In sales and marketing, this is one of the most effective problem-solving methods. The research collected from your market (e.g. from consumer surveys) generates data that can help identify market trends, customer preferences, and competitor strategies.

In this sense, it allows a company to make informed decisions, solve existing problems, and even predict and prevent future ones.

13. Root Cause Analysis

Root cause analysis is a method used to identify the origin or the fundamental reason for a problem.

Once the root cause is determined, you can implement corrective actions to prevent the problem from recurring.

As a problem-solving procedure, root cause analysis helps you to tackle the problem at its source, rather than dealing with its surface symptoms.

Go Deeper: Root Cause Analysis Examples

14. Mind Mapping

Mind mapping is a visual tool used to structure information, helping you better analyze, comprehend and generate new ideas.

By laying out your thoughts visually, it can lead you to solutions that might not have been apparent with linear thinking.

In problem-solving, mind mapping helps in organizing ideas and identifying connections between them, providing a holistic view of the situation and potential solutions.

15. Trial and Error

The trial and error method involves attempting various solutions until you find one that resolves the problem.

It’s an empirical technique that relies on practical actions instead of theories or rules.

In the context of problem-solving, trial and error allows you the flexibility to test different strategies in real situations, gaining insights about what works and what doesn’t.

16. SWOT Analysis

SWOT is an acronym standing for Strengths, Weaknesses, Opportunities, and Threats.

It’s an analytic framework used to evaluate these aspects in relation to a particular objective or problem.

In problem-solving, SWOT Analysis helps you to identify favorable and unfavorable internal and external factors. It helps to craft strategies that make best use of your strengths and opportunities, whilst addressing weaknesses and threats.

Go Deeper: SWOT Analysis Examples

17. Scenario Planning

Scenario planning is a strategic planning method used to make flexible long-term plans.

It involves imagining, and then planning for, multiple likely future scenarios.

By forecasting various directions a problem could take, scenario planning helps manage uncertainty and is an effective tool for problem-solving in volatile conditions.

18. Six Thinking Hats

The Six Thinking Hats is a concept devised by Edward de Bono that proposes six different directions or modes of thinking, symbolized by six different hat colors.

Each hat signifies a different perspective, encouraging you to switch ‘thinking modes’ as you switch hats. This method can help remove bias and broaden perspectives when dealing with a problem.

19. Decision Matrix Analysis

Decision Matrix Analysis is a technique that allows you to weigh different factors when faced with several possible solutions.

After listing down the options and determining the factors of importance, each option is scored based on each factor.

Revealing a clear winner that both serves your objectives and reflects your values, Decision Matrix Analysis grounds your problem-solving process in objectivity and comprehensiveness.

20. Pareto Analysis

Also known as the 80/20 rule, Pareto Analysis is a decision-making technique.

It’s based on the principle that 80% of problems are typically caused by 20% of the causes, making it a handy tool for identifying the most significant issues in a situation.

Using this analysis, you’re likely to direct your problem-solving efforts more effectively, tackling the root causes producing most of the problem’s impact.

21. Critical Thinking

Critical thinking refers to the ability to analyze facts to form a judgment objectively.

It involves logical, disciplined thinking that is clear, rational, open-minded, and informed by evidence.

For problem-solving, critical thinking helps evaluate options and decide the most effective solution. It ensures your decisions are grounded in reason and facts, and not biased or irrational assumptions.

Go Deeper: Critical Thinking Examples

22. Hypothesis Testing

Hypothesis testing usually involves formulating a claim, testing it against actual data, and deciding whether to accept or reject the claim based on the results.

In problem-solving, hypotheses often represent potential solutions. Hypothesis testing provides verification, giving a statistical basis for decision-making and problem resolution.

Usually, this will require research methods and a scientific approach to see whether the hypothesis stands up or not.

Go Deeper: Types of Hypothesis Testing

23. Cost-Benefit Analysis

A cost-benefit analysis (CBA) is a systematic process of weighing the pros and cons of different solutions in terms of their potential costs and benefits.

It allows you to measure the positive effects against the negatives and informs your problem-solving strategy.

By using CBA, you can identify which solution offers the greatest benefit for the least cost, significantly improving efficacy and efficiency in your problem-solving process.

Go Deeper: Cost-Benefit Analysis Examples

24. Simulation and Modeling

Simulations and models allow you to create a simplified replica of real-world systems to test outcomes under controlled conditions.

In problem-solving, you can broadly understand potential repercussions of different solutions before implementation.

It offers a cost-effective way to predict the impacts of your decisions, minimizing potential risks associated with various solutions.

25. Delphi Method

The Delphi Method is a structured communication technique used to gather expert opinions.

The method involves a group of experts who respond to questionnaires about a problem. The responses are aggregated and shared with the group, and the process repeats until a consensus is reached.

This method of problem solving can provide a diverse range of insights and solutions, shaped by the wisdom of a collective expert group.

26. Cross-functional Team Collaboration

Cross-functional team collaboration involves individuals from different departments or areas of expertise coming together to solve a common problem or achieve a shared goal.

When you bring diverse skills, knowledge, and perspectives to a problem, it can lead to a more comprehensive and innovative solution.

In problem-solving, this promotes communal thinking and ensures that solutions are inclusive and holistic, with various aspects of the problem being addressed.

27. Benchmarking

Benchmarking involves comparing one’s business processes and performance metrics to the best practices from other companies or industries.

In problem-solving, it allows you to identify gaps in your own processes, determine how others have solved similar problems, and apply those solutions that have proven to be successful.

It also allows you to compare yourself to the best (the benchmark) and assess where you’re not as good.

28. Pros-Cons Lists

A pro-con analysis aids in problem-solving by weighing the advantages (pros) and disadvantages (cons) of various possible solutions.

This simple but powerful tool helps in making a balanced, informed decision.

When confronted with a problem, a pro-con analysis can guide you through the decision-making process, ensuring all possible outcomes and implications are scrutinized before arriving at the optimal solution. Thus, it helps to make the problem-solving process both methodical and comprehensive.

29. 5 Whys Analysis

The 5 Whys Analysis involves repeatedly asking the question ‘why’ (around five times) to peel away the layers of an issue and discover the root cause of a problem.

As a problem-solving technique, it enables you to delve into details that you might otherwise overlook and offers a simple, yet powerful, approach to uncover the origin of a problem.

For example, if your task is to find out why a product isn’t selling your first answer might be: “because customers don’t want it”, then you ask why again – “they don’t want it because it doesn’t solve their problem”, then why again – “because the product is missing a certain feature” … and so on, until you get to the root “why”.

30. Gap Analysis

Gap analysis entails comparing current performance with potential or desired performance.

You’re identifying the ‘gaps’, or the differences, between where you are and where you want to be.

In terms of problem-solving, a Gap Analysis can help identify key areas for improvement and design a roadmap of how to get from the current state to the desired one.

31. Design Thinking

Design thinking is a problem-solving approach that involves empathy, experimentation, and iteration.

The process focuses on understanding user needs, challenging assumptions , and redefining problems from a user-centric perspective.

In problem-solving, design thinking uncovers innovative solutions that may not have been initially apparent and ensures the solution is tailored to the needs of those affected by the issue.

32. Analogical Thinking

Analogical thinking involves the transfer of information from a particular subject (the analogue or source) to another particular subject (the target).

In problem-solving, you’re drawing parallels between similar situations and applying the problem-solving techniques used in one situation to the other.

Thus, it allows you to apply proven strategies to new, but related problems.

33. Lateral Thinking

Lateral thinking requires looking at a situation or problem from a unique, sometimes abstract, often non-sequential viewpoint.

Unlike traditional logical thinking methods, lateral thinking encourages you to employ creative and out-of-the-box techniques.

In solving problems, this type of thinking boosts ingenuity and drives innovation, often leading to novel and effective solutions.

Go Deeper: Lateral Thinking Examples

34. Flowcharting

Flowcharting is the process of visually mapping a process or procedure.

This form of diagram can show every step of a system, process, or workflow, enabling an easy tracking of the progress.

As a problem-solving tool, flowcharts help identify bottlenecks or inefficiencies in a process, guiding improved strategies and providing clarity on task ownership and process outcomes.

35. Multivoting

Multivoting, or N/3 voting, is a method where participants reduce a large list of ideas to a prioritized shortlist by casting multiple votes.

This voting system elevates the most preferred options for further consideration and decision-making.

As a problem-solving technique, multivoting allows a group to narrow options and focus on the most promising solutions, ensuring more effective and democratic decision-making.

36. Force Field Analysis

Force Field Analysis is a decision-making technique that identifies the forces for and against change when contemplating a decision.

The ‘forces’ represent the differing factors that can drive or hinder change.

In problem-solving, Force Field Analysis allows you to understand the entirety of the context, favoring a balanced view over a one-sided perspective. A comprehensive view of all the forces at play can lead to better-informed problem-solving decisions.

TRIZ, which stands for “The Theory of Inventive Problem Solving,” is a problem-solving, analysis, and forecasting methodology.

It focuses on finding contradictions inherent in a scenario. Then, you work toward eliminating the contraditions through finding innovative solutions.

So, when you’re tackling a problem, TRIZ provides a disciplined, systematic approach that aims for ideal solutions and not just acceptable ones. Using TRIZ, you can leverage patterns of problem-solving that have proven effective in different cases, pivoting them to solve the problem at hand.

38. A3 Problem Solving

A3 Problem Solving, derived from Lean Management, is a structured method that uses a single sheet of A3-sized paper to document knowledge from a problem-solving process.

Named after the international paper size standard of A3 (or 11-inch by 17-inch paper), it succinctly records all key details of the problem-solving process from problem description to the root cause and corrective actions.

Used in problem-solving, this provides a straightforward and logical structure for addressing the problem, facilitating communication between team members, ensuring all critical details are included, and providing a record of decisions made.

39. Scenario Analysis

Scenario Analysis is all about predicting different possible future events depending upon your decision.

To do this, you look at each course of action and try to identify the most likely outcomes or scenarios down the track if you take that course of action.

This technique helps forecast the impacts of various strategies, playing each out to their (logical or potential) end. It’s a good strategy for project managers who need to keep a firm eye on the horizon at all times.

When solving problems, Scenario Analysis assists in preparing for uncertainties, making sure your solution remains viable, regardless of changes in circumstances.

How to Answer “Demonstrate Problem-Solving Skills” in an Interview

When asked to demonstrate your problem-solving skills in an interview, the STAR method often proves useful. STAR stands for Situation, Task, Action, and Result.

Situation: Begin by describing a specific circumstance or challenge you encountered. Make sure to provide enough detail to allow the interviewer a clear understanding. You should select an event that adequately showcases your problem-solving abilities.

For instance, “In my previous role as a project manager, we faced a significant issue when our key supplier abruptly went out of business.”

Task: Explain what your responsibilities were in that situation. This serves to provide context, allowing the interviewer to understand your role and the expectations placed upon you.

For instance, “It was my task to ensure the project remained on track despite this setback. Alternative suppliers needed to be found without sacrificing quality or significantly increasing costs.”

Action: Describe the steps you took to manage the problem. Highlight your problem-solving process. Mention any creative approaches or techniques that you used.

For instance, “I conducted thorough research to identify potential new suppliers. After creating a shortlist, I initiated contact, negotiated terms, assessed samples for quality and made a selection. I also worked closely with the team to re-adjust the project timeline.”

Result: Share the outcomes of your actions. How did the situation end? Did your actions lead to success? It’s particularly effective if you can quantify these results.

For instance, “As a result of my active problem solving, we were able to secure a new supplier whose costs were actually 10% cheaper and whose quality was comparable. We adjusted the project plan and managed to complete the project just two weeks later than originally planned, despite the major vendor setback.”

Remember, when you’re explaining your problem-solving skills to an interviewer, what they’re really interested in is your approach to handling difficulties, your creativity and persistence in seeking a resolution, and your ability to carry your solution through to fruition. Tailoring your story to highlight these aspects will help exemplify your problem-solving prowess.

Go Deeper: STAR Interview Method Examples

Benefits of Problem-Solving

Problem-solving is beneficial for the following reasons (among others):

It can help you to overcome challenges, roadblocks, and bottlenecks in your life.
It can save a company money.
It can help you to achieve clarity in your thinking.
It can make procedures more efficient and save time.
It can strengthen your decision-making capacities.
It can lead to better risk management.

Whether for a job interview or school, problem-solving helps you to become a better thinking, solve your problems more effectively, and achieve your goals. Build up your problem-solving frameworks (I presented over 40 in this piece for you!) and work on applying them in real-life situations.

Chris Drew (PhD) https://helpfulprofessor.com/author/chris-drew-phd-2/ 25 Number Games for Kids (Free and Easy)
Chris Drew (PhD) https://helpfulprofessor.com/author/chris-drew-phd-2/ 25 Word Games for Kids (Free and Easy)
Chris Drew (PhD) https://helpfulprofessor.com/author/chris-drew-phd-2/ 25 Outdoor Games for Kids
Chris Drew (PhD) https://helpfulprofessor.com/author/chris-drew-phd-2/ 50 Incentives to Give to Students

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39 Best Problem-Solving Examples

Problem-Solving Examples

2. Convergent Thinking

3. Brainstorming

4. Thinking Outside the Box

5. Case Study Analysis

6. Action Research

7. Information Gathering

8. Seeking Advice

9. Creative Thinking

10. Conflict Resolution

11. Addressing Bottlenecks

12. Market Research

13. Root Cause Analysis

14. Mind Mapping

15. Trial and Error

16. SWOT Analysis

17. Scenario Planning

18. Six Thinking Hats

19. Decision Matrix Analysis

20. Pareto Analysis

21. Critical Thinking

22. Hypothesis Testing

23. Cost-Benefit Analysis

24. Simulation and Modeling

25. Delphi Method

26. Cross-functional Team Collaboration

27. Benchmarking

28. Pros-Cons Lists

29. 5 Whys Analysis

30. Gap Analysis

31. Design Thinking

32. Analogical Thinking

33. Lateral Thinking

34. Flowcharting

35. Multivoting