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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If your meetings are unproductive, this might be the reason.
There are five stages of problem solving: defining the problem, generating solutions, evaluating solutions, picking a solution, and making a plan. When we solve problems on our own, we intuitively move in between these stages to quickly generate solutions. We assume this method will also work in group settings, however, it often fails because each person could be occupying a different problem solving stage at the same time (essentially, no one is on the same page — even though they think they are). To solve problems as a group, we need to jettison the assumption that intuitive problem solving is sufficient, and instead embrace a more methodical approach. In a methodical meeting, for each issue that needs to be discussed, members deliberately and explicitly choose just one problem-solving stage to complete.
Why are so many meetings so unproductive?
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Organizational challenges are many times disruptive to productivity. Group problem solving is the process of bringing together stakeholders who through their analytical decision making abilities can influence the outcome of the problem. The use of groups in problem solving is encouraged as groups tend to evaluate diverse solutions and action plans. The core objectives of the group are identifying the problem and developing solutions. This five-step systematic group problem solving process provides a defined strategy for a teamwork approach to generating creative and workable resolutions.
Have you ever tried to get a group of people to agree on one answer to a problem? It's nearly impossible. However, there are positive approaches to this issue that anyone can employ with some minimal training and review. This project outlines a one-hour group problem solving technique that you can use with your organization. It helps clarify issues and provides an outline of actionable solutions.
1. define the problem.
Provide history relevant to the problem. Make a comparison: how are things now versus the way you would like them to be? How long has the problem existed? How frequently does it occur? Who is affected by the problem?
Look for the cause of the gap between the present (what's now) and the desired (future) state or resolution.
Brainstorm. (Write exactly what is said. Capturing specific words can be powerful.) Make a list of as many possible solutions as you can. Do NOT judge correctness or feasibility here. Just list everything.
Ask what possible results may come from each alternative. Who is affected? Who pays? Are there uncontrollable challenges?
Identify what you want success to look like. Use the Action Planning Worksheet to choose feasible alternatives that are acceptable to the group. Note: This is where most of the work is done!
Below are some additional, specific questions that you may use to help guide the process. As you move through each section, allow your group to take sufficient time to think critically before moving on.
Begin this portion of the exercise by asking people to write individually on an index card what they think the problem is. This may seem redundant or simplistic for some seemingly obvious problems (e.g., budget shortfall). However, individual responses may point to confounding issues, related problems, or causative items.
After writing individually, ask everyone to share. (If it's a very sensitive issue, collect the cards, shuffle the cards, and then ask one person to read them.)
The step-by-step process outlined in this fact sheet can help lead you to a successful outcome for even the most complicated group problems. Results are especially effective when using a neutral, skilled facilitator. A facilitator can come from within the group but runs the risk of inserting influence and suggestion. The best-case scenario is a facilitator who understands the group, understands the problem, and has no direct stake in the solution. The role of the facilitator is to assist the group in performing more effectively (Keltner, 1989).
Drawing out group members to generate potential solutions is central to problem solving, just as long as it's managed and facilitated well. There should be no criticism of ideas, and novel or seemingly unusual ideas should be encouraged. Involving all group members in the process is critical if everyone is to buy into the final solution. The best approach to making this work smoothly is to establish formal rules for positive participation.
When a large group is involved in the decision making, the Nominal Group Technique (NGT) may be used in conjunction with this outlined process. The NGT is a weighted ranking method that allows a group to generate and prioritize issues. The procedure encourages balanced participation and creates a quantitative output.
With any problem solving process, defining the problem may be the most important, but likely the most difficult step. This forces the group to collectively recognize the scope of the problem and need to devise a solution. And yet, if the group is facilitated through the process of solving a problem and is successful in developing an action plan, but does not implement the plan, all efforts are for naught.
Bolton, Elizabeth. 2009. IFAS Leadership Development: Problem Solving in Groups . IFAS Extension. University of Florida. FCS9064.
Keltner, S. 1989. Facilitation: Catalyst for group problem solving . Management Communication Quarterly, 3, 1. Sage Publications.
Rebori, Marlene K. 1997. Effective Problem-Solving Techniques for Groups. Cooperative Extension. University of Nevada. Fact Sheet 97-26.
Scholl, Richard W. 2003. Group Decision Making and Problem Solving . Charles T. Schmidt, Jr. Labor Research Center. University of Rhode Island.
Adapted from Conone, R., Brown, D., and Willis, R. (no date). Understanding the Process, CDFS-13. Ohio State University Extension Fact Sheet. No longer available online.
Additional Resources: Seven Steps to Problem Solving. pacwrc.pitt.edu/Curriculum/521Strength-BasedSolution-FocusedSupervision/Handouts/HO%206%207%20Key%20S_F%20Strategies.pdf
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SOURCE: Ohio State University Extension and University of Missouri Extension. Revised by Brian Raison, OSU Extension Community Development, 2013. |
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From deciding what to eat for dinner to considering whether it's the right time to buy a house, problem-solving is a large part of our daily lives. Learn some of the problem-solving strategies that exist and how to use them in real life, along with ways to overcome obstacles that are making it harder to resolve the issues you face.
In cognitive psychology , the term 'problem-solving' refers to the mental process that people go through to discover, analyze, and solve problems.
A problem exists when there is a goal that we want to achieve but the process by which we will achieve it is not obvious to us. Put another way, there is something that we want to occur in our life, yet we are not immediately certain how to make it happen.
Maybe you want a better relationship with your spouse or another family member but you're not sure how to improve it. Or you want to start a business but are unsure what steps to take. Problem-solving helps you figure out how to achieve these desires.
The problem-solving process involves:
Before problem-solving can occur, it is important to first understand the exact nature of the problem itself. If your understanding of the issue is faulty, your attempts to resolve it will also be incorrect or flawed.
Several mental processes are at work during problem-solving. Among them are:
There are many ways to go about solving a problem. Some of these strategies might be used on their own, or you may decide to employ multiple approaches when working to figure out and fix a problem.
An algorithm is a step-by-step procedure that, by following certain "rules" produces a solution. Algorithms are commonly used in mathematics to solve division or multiplication problems. But they can be used in other fields as well.
In psychology, algorithms can be used to help identify individuals with a greater risk of mental health issues. For instance, research suggests that certain algorithms might help us recognize children with an elevated risk of suicide or self-harm.
One benefit of algorithms is that they guarantee an accurate answer. However, they aren't always the best approach to problem-solving, in part because detecting patterns can be incredibly time-consuming.
There are also concerns when machine learning is involved—also known as artificial intelligence (AI)—such as whether they can accurately predict human behaviors.
Heuristics are shortcut strategies that people can use to solve a problem at hand. These "rule of thumb" approaches allow you to simplify complex problems, reducing the total number of possible solutions to a more manageable set.
If you find yourself sitting in a traffic jam, for example, you may quickly consider other routes, taking one to get moving once again. When shopping for a new car, you might think back to a prior experience when negotiating got you a lower price, then employ the same tactics.
While heuristics may be helpful when facing smaller issues, major decisions shouldn't necessarily be made using a shortcut approach. Heuristics also don't guarantee an effective solution, such as when trying to drive around a traffic jam only to find yourself on an equally crowded route.
A trial-and-error approach to problem-solving involves trying a number of potential solutions to a particular issue, then ruling out those that do not work. If you're not sure whether to buy a shirt in blue or green, for instance, you may try on each before deciding which one to purchase.
This can be a good strategy to use if you have a limited number of solutions available. But if there are many different choices available, narrowing down the possible options using another problem-solving technique can be helpful before attempting trial and error.
In some cases, the solution to a problem can appear as a sudden insight. You are facing an issue in a relationship or your career when, out of nowhere, the solution appears in your mind and you know exactly what to do.
Insight can occur when the problem in front of you is similar to an issue that you've dealt with in the past. Although, you may not recognize what is occurring since the underlying mental processes that lead to insight often happen outside of conscious awareness .
Research indicates that insight is most likely to occur during times when you are alone—such as when going on a walk by yourself, when you're in the shower, or when lying in bed after waking up.
If you're facing a problem, you can implement one or more of these strategies to find a potential solution. Here's how to use them in real life:
Problem-solving is not a flawless process as there are a number of obstacles that can interfere with our ability to solve a problem quickly and efficiently. These obstacles include:
In the end, if your goal is to become a better problem-solver, it's helpful to remember that this is a process. Thus, if you want to improve your problem-solving skills, following these steps can help lead you to your solution:
You can find a way to solve your problems as long as you keep working toward this goal—even if the best solution is simply to let go because no other good solution exists.
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Dunbar K. Problem solving . A Companion to Cognitive Science . 2017. doi:10.1002/9781405164535.ch20
Stewart SL, Celebre A, Hirdes JP, Poss JW. Risk of suicide and self-harm in kids: The development of an algorithm to identify high-risk individuals within the children's mental health system . Child Psychiat Human Develop . 2020;51:913-924. doi:10.1007/s10578-020-00968-9
Rosenbusch H, Soldner F, Evans AM, Zeelenberg M. Supervised machine learning methods in psychology: A practical introduction with annotated R code . Soc Personal Psychol Compass . 2021;15(2):e12579. doi:10.1111/spc3.12579
Mishra S. Decision-making under risk: Integrating perspectives from biology, economics, and psychology . Personal Soc Psychol Rev . 2014;18(3):280-307. doi:10.1177/1088868314530517
Csikszentmihalyi M, Sawyer K. Creative insight: The social dimension of a solitary moment . In: The Systems Model of Creativity . 2015:73-98. doi:10.1007/978-94-017-9085-7_7
Chrysikou EG, Motyka K, Nigro C, Yang SI, Thompson-Schill SL. Functional fixedness in creative thinking tasks depends on stimulus modality . Psychol Aesthet Creat Arts . 2016;10(4):425‐435. doi:10.1037/aca0000050
Huang F, Tang S, Hu Z. Unconditional perseveration of the short-term mental set in chunk decomposition . Front Psychol . 2018;9:2568. doi:10.3389/fpsyg.2018.02568
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By Kendra Cherry, MSEd Kendra Cherry, MS, is a psychosocial rehabilitation specialist, psychology educator, and author of the "Everything Psychology Book."
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Learning objectives.
Although the steps of problem solving and decision making that we will discuss next may seem obvious, we often don’t think to or choose not to use them. Instead, we start working on a problem and later realize we are lost and have to backtrack. In this section, we will discuss the group problem-solving process, methods of decision making, and influences on these processes.
The problem-solving process involves thoughts, discussions, actions, and decisions that occur from the first consideration of a problematic situation to the goal. The problems that groups face are varied, but some common problems include budgeting funds, raising funds, planning events, addressing customer or citizen complaints, creating or adapting products or services to fit needs, supporting members, and raising awareness about issues or causes.
Problems have three common components (Adams & Galanes, 2009):
Discussion of these three elements of a problem helps the group tailor its problem-solving process, as each problem will vary. While these three general elements are present in each problem, the group should also address specific characteristics of the problem. Five common and important characteristics to consider are task difficulty, number of possible solutions, group member interest in problem, group member familiarity with problem, and the need for solution acceptance (Adams & Galanes, 2009).
There are several variations of similar problem-solving models based on US American scholar John Dewey’s reflective thinking process (Bormann & Bormann, 1988). Some of the following steps are straightforward, and they are things we would logically do when faced with a problem. However, taking a deliberate and systematic approach to problem solving has been shown to benefit group functioning and performance. A deliberate approach is especially beneficial for groups that do not have an established history of working together and will only be able to meet occasionally. Although a group should attend to each step of the process, group leaders or other group members who facilitate problem solving should be cautious not to dogmatically follow each element of the process or force a group along. Lack of flexibility could limit others’ input and negatively affect the group’s cohesion and climate.
Define the problem by considering the three elements shared by every problem: the current undesirable situation, the goal or more desirable situation, and obstacles in the way (Adams & Galanes, 2009). At this stage, group members share what they know about the current situation, without proposing solutions or evaluating the information. Here are some good questions to ask during this stage: What is the current difficulty? How did we come to know that the difficulty exists? Who/what is involved? Why is it meaningful/urgent/important? What have the effects been so far? What, if any, elements of the difficulty require clarification? At the end of this stage, the group should be able to compose a single sentence that summarizes the problem — a problem statement . As you prepare this statement, avoid wording that hints at potential solutions. A small group formed to investigate ethical violations by city officials could use the following problem statement: “Our state does not currently have a mechanism for citizens to report suspected ethical violations by city officials.”
During this step, groups should analyze the problem and their relationship to the problem. Whereas the first step involved exploring the “what” related to the problem, this step focuses on the “why.” At this stage, group members can discuss the potential causes of the difficulty. Group members may also want to begin setting out an agenda or timeline for the group’s problem-solving process, looking forward to the other steps. To fully analyze the problem, the group can discuss the five common problem variables discussed before. Here are two examples of questions that the group formed to address ethics violations might ask: Why doesn’t our city have an ethics reporting mechanism? Do other cities of similar size have such a mechanism? Once the problem has been analyzed, the group can pose a problem question that will guide the group as it generates possible solutions. “How can citizens report suspected ethical violations by city officials and how will such reports be processed and addressed?” The problem question is more complex than the problem statement, since the group has moved on to more in-depth discussion of the problem during step 2.
During this step, group members generate possible solutions to the problem. Again, solutions should not be evaluated at this point, only proposed and clarified. The question should be what could we do to address this problem, not what should we do to address it. It is perfectly OK for a group member to question another’s idea by asking something like “What do you mean?” or “Could you explain your reasoning more?” Discussions at this stage may reveal a need to return to previous steps to better define or more fully analyze a problem. Since many problems are multifaceted, it is necessary for group members to generate solutions for each part of the problem separately, making sure to have multiple solutions for each part. Stopping the solution-generating process prematurely can lead to groupthink. For the problem question previously posed, the group would need to generate solutions for all three parts of the problem included in the question. Possible solutions for the first part of the problem (How can citizens report ethical violations?) may include “online reporting system, e-mail, in-person, anonymously, on-the-record,” and so on. Possible solutions for the second part of the problem (How will reports be processed?) may include “daily by a newly appointed ethics officer, weekly by a nonpartisan nongovernment employee,” and so on. Possible solutions for the third part of the problem (How will reports be addressed?) may include “by a newly appointed ethics commission, by the accused’s supervisor, by the city manager,” and so on.
During this step, solutions can be critically evaluated based on their credibility, completeness, and worth. Once the potential solutions have been narrowed based on more obvious differences in relevance and/or merit, the group should analyze each solution based on its potential effects—especially negative effects. Groups that are required to report the rationale for their decision or whose decisions may be subject to public scrutiny would be wise to make a set list of criteria for evaluating each solution. Additionally, solutions can be evaluated based on how well they fit with the group’s charge and the abilities of the group. To do this, group members may ask, “Does this solution live up to the original purpose or mission of the group?” and “Can the solution actually be implemented with our current resources and connections?” and “How will this solution be supported, funded, enforced, and assessed?” Secondary tensions and substantive conflict, two concepts discussed earlier, emerge during this step of problem solving, and group members will need to employ effective critical thinking and listening skills.
Decision making is part of the larger process of problem solving and it plays a prominent role in this step. While there are several fairly similar models for problem solving, there are many varied decision-making techniques that groups can use. For example, to narrow the list of proposed solutions, group members may decide by majority vote, by weighing the pros and cons, or by discussing them until a consensus is reached. There are also more complex decision-making models like the “six hats method,” which we will discuss later. Once the final decision is reached, the group leader or facilitator should confirm that the group is in agreement. It may be beneficial to let the group break for a while or even to delay the final decision until a later meeting to allow people time to evaluate it outside of the group context.
Implementing the solution requires some advanced planning, and it should not be rushed unless the group is operating under strict time restraints or delay may lead to some kind of harm. Although some solutions can be implemented immediately, others may take days, months, or years. As was noted earlier, it may be beneficial for groups to poll those who will be affected by the solution as to their opinion of it or even to do a pilot test to observe the effectiveness of the solution and how people react to it. Before implementation, groups should also determine how and when they would assess the effectiveness of the solution by asking, “How will we know if the solution is working or not?” Since solution assessment will vary based on whether or not the group is disbanded, groups should also consider the following questions: If the group disbands after implementation, who will assessing the solution? If the solution fails, will the group reconvene or will a new group be formed?
Certain elements of the solution may need to be delegated to various people inside and outside the group. Group members may also be assigned to implement a particular part of the solution based on their role in the decision making or because it connects to their area of expertise. Likewise, group members may be tasked with publicizing the solution or “selling” it to a particular group of stakeholders. Last, the group should consider its future. In some cases, the group will get to decide if it will stay together and continue working on other tasks or if it will disband. In other cases, outside forces determine the group’s fate.
Problem Solving and Group Presentations
Giving a group presentation requires that individual group members and the group as a whole solve many problems and make many decisions. Although having more people involved in a presentation increases logistical difficulties and has the potential to create more conflict, a well-prepared and well-delivered group presentation can be more engaging and effective than a typical presentation. The main problems facing a group giving a presentation are (1) dividing responsibilities, (2) coordinating schedules and time management, and (3) working out the logistics of the presentation delivery.
In terms of dividing responsibilities, assigning individual work at the first meeting and then trying to fit it all together before the presentation (which is what many college students do when faced with a group project) is not the recommended method. Integrating content and visual aids created by several people into a seamless final product takes time and effort, and the person “stuck” with this job at the end usually develops some resentment toward the other group members. While it’s OK for group members to do work independently outside of group meetings, they should also spend time working together to help set up some standards for content and formatting expectations that will help make later integration of work easier. Taking the time to complete one part of the presentation together can help set those standards for later individual work. Discuss the roles that various group members will play openly, so there is no role confusion. There could be one point person for keeping track of the group’s progress and schedule, one point person for communication, one point person for content integration, one point person for visual aids, and so on. Each person shouldn’t do all that work on his/her own but help focus the group’s attention on his/her specific area during group meetings (Stanton, 2009).
Scheduling group meetings is one of the most challenging problems groups face, given people’s busy lives. From the beginning, it should be clearly communicated that the group needs to spend considerable time in face-to-face meetings, and group members should know that they may have to make an occasional sacrifice to attend. Especially important is the commitment to scheduling time to rehearse the presentation. Consider creating a contract of group guidelines that includes expectations for meeting attendance to increase group members’ commitment.
Group presentations require members to navigate many logistics of their presentation. While it may be easier for a group to assign each member to create a five-minute segment and then transition from one person to the next, this is not the most engaging method. Creating a master presentation and then assigning individual speakers creates a more fluid and dynamic presentation and allows everyone to become familiar with the content, which can help if a person doesn’t show up to present and during the question-and-answer section. Once the content of the presentation is complete, figure out introductions, transitions, visual aids, and the use of time and space (Stanton, 2012). In terms of introductions, figure out if one person will introduce all the speakers at the beginning, if speakers will introduce themselves at the beginning, or if introductions will occur as the presentation progresses. In terms of transitions, make sure each person has included in his/her speaking notes when presentation duties switch from one person to the next. Visual aids have the potential to cause hiccups in a group presentation if they are not fluidly integrated. Practicing with visual aids and having one person control them may help prevent this. Know how long your presentation is and know how you are going to use the space. Presenters should know how long the whole presentation should be and how long each of their segments should be so that everyone can share the responsibility of keeping time. Also consider the size and layout of the presentation space. You don’t want presenters huddled in a corner until it’s their turn to speak or trapped behind furniture when their turn comes.
Critical thinking questions:
We all engage in personal decision making daily, and we all know that some decisions are more difficult than others. When we make decisions in groups, we face some challenges that we do not face in our personal decision making, but we also stand to benefit from some advantages of group decision making (Napier & Gershenfeld, 2004). Group decision making can appear fair and democratic but really only be a gesture that covers up the fact that certain group members or the group leader have already decided. Group decision making also takes more time than individual decisions and can be burdensome if some group members do not do their assigned work, divert the group with self-centered or unproductive role behaviours, or miss meetings. Conversely, though, group decisions are often more informed, since all group members develop a shared understanding of a problem through discussion and debate. The shared understanding may also be more complex and deep than what an individual would develop, because the group members are exposed to a variety of viewpoints that can broaden their own perspectives. Group decisions also benefit from synergy, one of the key advantages of group communication that we discussed earlier. Most groups do not use a specific method of decision making, perhaps thinking that they’ll work things out as they go. This can lead to unequal participation, social loafing, premature decisions, prolonged discussion, and a host of other negative consequences. So in this section we will learn some practices that will prepare us for good decision making and some specific techniques we can use to help us reach a final decision.
Before groups can make a decision, they need to generate possible solutions to their problem. The most commonly used method is brainstorming, although most people don’t follow the recommended steps of brainstorming. As you’ll recall, brainstorming refers to the quick generation of ideas free of evaluation. The originator of the term brainstorming said the following four rules must be followed for the technique to be effective (Osborn, 1959):
To make brainstorming more of a decision-making method rather than an idea-generating method, group communication scholars have suggested additional steps that precede and follow brainstorming (Cragan & Wright, 1991).
The nominal group technique guides decision making through a four-step process that includes idea generation and evaluation and seeks to elicit equal contributions from all group members (Delbecq & Ven de Ven, 1971). This method is useful because the procedure involves all group members systematically, which fixes the problem of uneven participation during discussions. Since everyone contributes to the discussion, this method can also help reduce instances of social loafing. To use the nominal group technique, do the following:
During the first step, have group members work quietly, in the same space, to write down every idea they have to address the task or problem they face. This shouldn’t take more than twenty minutes. Whoever is facilitating the discussion should remind group members to use brainstorming techniques, which means they shouldn’t evaluate ideas as they are generated. Ask group members to remain silent once they’ve finished their list so they do not distract others.
During the second step, the facilitator goes around the group in a consistent order asking each person to share one idea at a time. As the idea is shared, the facilitator records it on a master list that everyone can see. Keep track of how many times each idea comes up, as that could be an idea that warrants more discussion. Continue this process until all the ideas have been shared. As a note to facilitators, some group members may begin to edit their list or self-censor when asked to provide one of their ideas. To limit a person’s apprehension with sharing his or her ideas and to ensure that each idea is shared, you can ask group members to exchange lists with someone else so they can share ideas from the list they receive without fear of being personally judged.
During step three, the facilitator should note that group members can now ask for clarification on ideas on the master list. Do not let this discussion stray into evaluation of ideas. To help avoid an unnecessarily long discussion, it may be useful to go from one person to the next to ask which ideas need clarifying and then go to the originator(s) of the idea in question for clarification.
During the fourth step, members use a voting ballot to rank the acceptability of the ideas on the master list. If the list is long, you may ask group members to rank only their top five or so choices. The facilitator then takes up the secret ballots and reviews them in a random order, noting the rankings of each idea. Ideally, the highest ranked idea can then be discussed and decided on. The nominal group technique does not carry a group all the way through to the point of decision; rather, it sets the group up for a roundtable discussion or use of some other method to evaluate the merits of the top ideas.
Some decision-making techniques involve determining a course of action based on the level of agreement among the group members. These methods include majority, expert, authority, and consensus rule. Table 17.1 “Pros and Cons of Agreement-Based Decision-Making Techniques” reviews the pros and cons of each of these methods.
Majority rule is a commonly used decision-making technique in which a majority (one-half plus one) must agree before a decision is made. A show-of-hands vote, a paper ballot, or an electronic voting system can determine the majority choice. Many decision-making bodies, including parliaments and superior courts, use majority rule to make decisions, which shows that it is often associated with democratic decision making, since each person gets one vote and each vote counts equally. Of course, other individuals and mediated messages can influence a person’s vote, but since the voting power is spread out over all group members, it is not easy for one person or party to take control of the decision-making process. In some cases—for example, to override a presidential veto or to amend the constitution—a super majority of two-thirds may be required to make a decision.
Minority rule is a decision-making technique in which a designated authority or expert has final say over a decision and may or may not consider the input of other group members. When a designated expert makes a decision by minority rule, there may be buy-in from others in the group, especially if the members of the group didn’t have relevant knowledge or expertise. When a designated authority makes decisions, buy-in will vary based on group members’ level of respect for the authority. For example, decisions made by an elected authority may be more accepted by those who elected him/her than by those who didn’t. As with majority rule, this technique can be time saving. Unlike majority rule, one person or party can have control over the decision-making process. This type of decision making is more similar to that used by monarchs and dictators. An obvious negative consequence of this method is that the needs or wants of one person can override the needs and wants of the majority. A minority deciding for the majority has led to negative consequences throughout history. The white Afrikaner minority that ruled South Africa for decades instituted apartheid, which was a system of racial segregation that disenfranchised and oppressed the majority population. The quality of the decision and its fairness really depends on the designated expert or authority.
Consensus rule is a decision-making technique in which all members of the group must agree on the same decision. On rare occasions, a decision may be ideal for all group members, which can lead to unanimous agreement without further debate and discussion. Although this can be positive, be cautious that this isn’t a sign of groupthink. More typically, consensus is reached only after lengthy discussion. On the plus side, consensus often leads to high-quality decisions due to the time and effort it takes to get everyone in agreement. Group members are also more likely to be committed to the decision because of their investment in reaching it. On the negative side, the ultimate decision is often one that all group members can live with but not one that’s ideal for all members. Additionally, the process of arriving at consensus also includes conflict, as people debate ideas and negotiate the interpersonal tensions that may result.
Table 17.1 Pros and Cons of Agreement-Based Decision-Making Techniques
Decision-Making Technique | Pros | Cons |
---|---|---|
Majority rule | ||
Minority rule by expert | ||
Minority rule by authority | ||
Consensus rule |
Six Hats Method of Decision Making
Edward de Bono developed the Six Hats method of thinking in the late 1980s, and it has since become a regular feature in decision-making training in business and professional contexts (de Bono, 1985). The method’s popularity lies in its ability to help people get out of habitual ways of thinking and to allow group members to play different roles and see a problem or decision from multiple points of view. The basic idea is that each of the six hats represents a different way of thinking, and when we figuratively switch hats, we switch the way we think. The hats and their style of thinking are as follows:
Specific sequences or combinations of hats can be used to encourage strategic thinking. For example, the group leader may start off wearing the Blue Hat and suggest that the group start their decision-making process with some “White Hat thinking” in order to process through facts and other available information. During this stage, the group could also process through what other groups have done when faced with a similar problem. Then the leader could begin an evaluation sequence starting with two minutes of “Yellow Hat thinking” to identify potential positive outcomes, then “Black Hat thinking” to allow group members to express reservations about ideas and point out potential problems, then “Red Hat thinking” to get people’s gut reactions to the previous discussion, then “Green Hat thinking” to identify other possible solutions that are more tailored to the group’s situation or completely new approaches. At the end of a sequence, the Blue Hat would want to summarize what was said and begin a new sequence. To successfully use this method, the person wearing the Blue Hat should be familiar with different sequences and plan some of the thinking patterns ahead of time based on the problem and the group members. Each round of thinking should be limited to a certain time frame (two to five minutes) to keep the discussion moving.
Self-reflection and critical thinking questions:
Many factors influence the decision-making process. For example, how might a group’s independence or access to resources affect the decisions they make? What potential advantages and disadvantages come with decisions made by groups that are more or less similar in terms of personality and cultural identities? In this section, we will explore how situational, personality, and cultural influences affect decision making in groups.
A group’s situational context affects decision making. One key situational element is the degree of freedom that the group has to make its own decisions, secure its own resources, and initiate its own actions. Some groups have to go through multiple approval processes before they can do anything, while others are self-directed, self-governing, and self-sustaining. Another situational influence is uncertainty. In general, groups deal with more uncertainty in decision making than do individuals because of the increased number of variables that comes with adding more people to a situation. Individual group members can’t know what other group members are thinking, whether or not they are doing their work, and how committed they are to the group. So the size of a group is a powerful situational influence, as it adds to uncertainty and complicates communication.
Access to information also influences a group. First, the nature of the group’s task or problem affects its ability to get information. Group members can more easily make decisions about a problem when other groups have similarly experienced it. Even if the problem is complex and serious, the group can learn from other situations and apply what it learns. Second, the group must have access to flows of information. Access to archives, electronic databases, and individuals with relevant experience is necessary to obtain any relevant information about similar problems or to do research on a new or unique problem. In this regard, group members’ formal and information network connections also become important situational influences.
The origin and urgency of a problem are also situational factors that influence decision making. In terms of origin, problems usually occur in one of four ways:
In each of the cases, the need for a decision may be more or less urgent depending on how badly something is going wrong, how much the expectations have been raised, or the degree to which people are fed up with a broken system. Decisions must be made in situations ranging from crisis level to mundane.
A long-studied typology of value orientations that affect decision making consists of the following types of decision maker: the economic, the aesthetic, the theoretical, the social, the political, and the religious (Spranger, 1928).
In North America, economic, political, and theoretical decision making tend to be more prevalent decision-making orientations, which likely corresponds to the individualistic cultural orientation with its emphasis on competition and efficiency. But situational context, as we discussed before, can also influence our decision making.
The personalities of group members, especially leaders and other active members, affect the climate of the group. Group member personalities can be categorized based on where they fall on a continuum anchored by the following descriptors: dominant/submissive, friendly/unfriendly, and instrumental/emotional (Cragan & Wright, 1999). The more group members there are in any extreme of these categories, the more likely that the group climate will also shift to resemble those characteristics.
Just like neighborhoods, schools, and countries, small groups vary in terms of their degree of similarity and difference. Demographic changes and increases in technology that can bring different people together make it more likely that we will be interacting in more and more heterogeneous groups (Allen, 2011, p. 5). Some small groups are more homogenous, meaning the members are more similar, and some are more heterogeneous, meaning the members are more different. Diversity and difference within groups has advantages and disadvantages. In terms of advantages, in general, groups that are culturally heterogeneous have better overall performance than more homogenous groups (Haslett & Ruebush, 1999, p. 133). Additionally, when group members have time to get to know each other and competently communicate across their differences, the advantages of diversity include better decision making due to different perspectives (Thomas, 1999). Unfortunately, groups often operate under time constraints and other pressures that make the possibility for intercultural dialogue and understanding difficult. The main disadvantage of heterogeneous groups is the possibility for conflict, but given that all groups experience conflict, this isn’t solely due to the presence of diversity. We will now look more specifically at how some of the cultural value orientations we’ve learned about already in this book can play out in groups with international diversity and how domestic diversity in terms of demographics can also influence group decision making.
Cultural value orientations such as individualism/collectivism, power distance, and high-/low-context communication styles all manifest on a continuum of communication behaviours and can influence group decision making. Group members from individualistic cultures are more likely to value task-oriented, efficient, and direct communication. This could manifest in behaviors such as dividing up tasks into individual projects before collaboration begins and then openly debating ideas during discussion and decision making. Additionally, people from cultures that value individualism are more likely to openly express dissent from a decision, essentially expressing their disagreement with the group. Group members from collectivistic cultures are more likely to value relationships over the task at hand. Because of this, they also tend to value conformity and face-saving (often indirect) communication. This could manifest in behaviours such as establishing norms that include periods of socializing to build relationships before task-oriented communication like negotiations begin or norms that limit public disagreement in favor of more indirect communication that doesn’t challenge other group members or the group’s leader. In a group composed of people from a collectivistic culture, each member would likely play harmonizing roles, looking for signs of conflict and resolving them before they become public.
Power distance can also affect group interactions. Some cultures rank higher on power-distance scales, meaning they value hierarchy, make decisions based on status, and believe that people have a set place in society that is fairly unchangeable. Group members from high-power-distance cultures would likely appreciate a strong designated leader who exhibits a more directive leadership style and prefer groups in which members have clear and assigned roles. In a group that is homogenous in terms of having a high-power-distance orientation, members with higher status would be able to openly provide information, and those with lower status may not provide information unless a higher status member explicitly seeks it from them. Low-power-distance cultures do not place as much value and meaning on status and believe that all group members can participate in decision making. Group members from low-power-distance cultures would likely freely speak their mind during a group meeting and prefer a participative leadership style.
How much meaning is conveyed through the context surrounding verbal communication can also affect group communication. Some cultures have a high-context communication style in which much of the meaning in an interaction is conveyed through context such as nonverbal cues and silence. Group members from high-context cultures may avoid saying something directly, assuming that other group members will understand the intended meaning even if the message is indirect. So if someone disagrees with a proposed course of action, he or she may say, “Let’s discuss this tomorrow,” and mean, “I don’t think we should do this.” Such indirect communication is also a face-saving strategy that is common in collectivistic cultures. Other cultures have a low-context communication style that places more importance on the meaning conveyed through words than through context or nonverbal cues. Group members from low-context cultures often say what they mean and mean what they say. For example, if someone doesn’t like an idea, they might say, “I think we should consider more options. This one doesn’t seem like the best we can do.”
In any of these cases, an individual from one culture operating in a group with people of a different cultural orientation could adapt to the expectations of the host culture, especially if that person possesses a high degree of intercultural communication competence (ICC). Additionally, people with high ICC can also adapt to a group member with a different cultural orientation than the host culture. Even though these cultural orientations connect to values that affect our communication in fairly consistent ways, individuals may exhibit different communication behaviors depending on their own individual communication style and the situation.
While it is becoming more likely that we will interact in small groups with international diversity, we are guaranteed to interact in groups that are diverse in terms of the cultural identities found within a single country or the subcultures found within a larger cultural group.
Gender stereotypes sometimes influence the roles that people play within a group. For example, the stereotype that women are more nurturing than men may lead group members (both male and female) to expect that women will play the role of supporters or harmonizers within the group. Since women have primarily performed secretarial work since the 1900s, it may also be expected that women will play the role of recorder. In both of these cases, stereotypical notions of gender place women in roles that are typically not as valued in group communication. The opposite is true for men. In terms of leadership, despite notable exceptions, research shows that men fill an overwhelmingly disproportionate amount of leadership positions. We are socialized to see certain behaviours by men as indicative of leadership abilities, even though they may not be. For example, men are often perceived to contribute more to a group because they tend to speak first when asked a question or to fill a silence and are perceived to talk more about task-related matters than relationally oriented matters. Both of these tendencies create a perception that men are more engaged with the task. Men are also socialized to be more competitive and self-congratulatory, meaning that their communication may be seen as dedicated and their behaviours seen as powerful, and that when their work isn’t noticed they will be more likely to make it known to the group rather than take silent credit. Even though we know that the relational elements of a group are crucial for success, even in high-performance teams, that work is not as valued in our society as the task-related work.
Despite the fact that some communication patterns and behaviors related to our typical (and stereotypical) gender socialization affect how we interact in and form perceptions of others in groups, the differences in group communication that used to be attributed to gender in early group communication research seem to be diminishing. This is likely due to the changing organizational cultures from which much group work emerges, which have now had more than sixty years to adjust to women in the workplace. It is also due to a more nuanced understanding of gender-based research, which doesn’t take a stereotypical view from the beginning as many of the early male researchers did. Now, instead of biological sex being assumed as a factor that creates inherent communication differences, group communication scholars see that men and women both exhibit a range of behaviours that are more or less feminine or masculine. It is these gendered behaviours, and not a person’s gender, that seem to have more of an influence on perceptions of group communication. Interestingly, group interactions are still masculinist in that male and female group members prefer a more traditionally masculine communication style for task leaders and that both males and females in this role are more likely to adapt to that communication style. Conversely, men who take on social-emotional leadership behaviors adopt a more “feminine” communication style. In short, it seems that although “masculine” communication traits are more often associated with high status positions in groups, both men and women adapt to this expectation and are evaluated similarly (Haslett & Ruebush, 1999, p. 133).
Other demographic categories are also influential in group communication and decision making. In general, group members have an easier time communicating when they are more similar than different in terms of race and age. This ease of communication can make group work more efficient, but the homogeneity may sacrifice some creativity. As we learned earlier, groups that are diverse (e.g., they have members of different races and generations) benefit from the diversity of perspectives in terms of the quality of decision making and creativity of output.
In terms of age, for the first time since industrialization began, it is common to have three generations of people (and sometimes more) working side by side in an organizational setting. Although four generations often worked together in early factories, they were segregated based on their age group, and a hierarchy existed with older workers at the top and younger workers at the bottom. Today, however, generations interact regularly, and it is not uncommon for an older person to have a leader or supervisor who is younger (Allen, 2011, p. 5). The current generations in the workplace and consequently in work-based groups include the following:
The benefits and challenges that come with diversity of group members are important to consider. Since we will all work in diverse groups, we should be prepared to address potential challenges in order to reap the benefits. Diverse groups may be wise to coordinate social interactions outside of group time in order to find common ground that can help facilitate interaction and increase group cohesion. We should be sensitive but not let sensitivity create fear of “doing something wrong” that then prevents us from having meaningful interactions. Reviewing Chapter 6: Introduction to Cultural Communication will give you useful knowledge to help you navigate both international and domestic diversity and increase your communication competence in small groups and elsewhere.
Adams, K., & Galanes, G. G. (2009). Communicating in groups: Applications and skills (7th ed.), 220-21. McGraw-Hill.
Allen, B. J. (2011). Difference matters: Communicating social identity (2nd ed.). Waveland.
Bormann, E. G., Bormann, N. C. (1988). Effective small group communication , (4th ed.), 112-13. Burgess.
Clarke, G. (1970, June 29). The Silent Generation revisited. Time , 46.
Cragan, J. F., & Wright, D. W. (1991). Communication in small group discussions: An integrated approach (3rd ed.), 77-78. West Publishing.
de Bono, E.. (1985). Six thinking hats. Little, Brown.
Delbecq, A. L., Ven de Ven, A. H. (1971). A group process model for problem identification and program planning. The Journal of Applied Behavioral Science 7 (4), 466–92.
Haslett, B. B., Ruebush, J. (1999). What differences do individual differences in groups make?: The effects of individuals, culture, and group composition. In L.R. Frey (Ed.), The handbook of group communication theory and research (pp.115-38). Sage.
Napier, R. W., Gershenfeld, M. K. (2004). Groups: Theory and experience , (7th ed.). Houghton Mifflin.
Osborn, A. F. (1959). Applied imagination. Charles Scribner’s Sons.
Spranger, E. (1928). Types of men. Steckert.
Stanton, C. (2009, Nov. 3). How to deliver group presentations: The unified team approach. Six Minutes Speaking and Presentation Skills. http://sixminutes.dlugan.com/group-presentations-unified-team-approach .
Thomas, D. C. (1999). Cultural diversity and work group effectiveness: An experimental study. Journal of Cross-Cultural Psychology 30 (2), 242–63.
Advanced Professional Communication Copyright © 2021 by Melissa Ashman; Arley Cruthers; eCampusOntario; Ontario Business Faculty; and University of Minnesota is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.
5 steps (and 4 techniques) for effective problem solving.
Problem solving is the process of reviewing every element of an issue so you can get to a solution or fix it. Problem solving steps cover multiple aspects of a problem that you can bring together to find a solution. Whether that’s in a group collaboratively or independently, the process remains the same, but the approach and the steps can differ.
To find a problem solving approach that works for you, your team, or your company, you have to take into consideration the environment you’re in and the personalities around you.
Knowing the characters in the room will help you decide on the best approach to try and ultimately get to the best solution.
5 problem solving steps, 4 techniques to encourage problem solving, the bottom line.
No matter what the problem is, to solve it, you nearly always have to follow these problem solving steps. Missing any of these steps can cause the problem to either resurface or the solution to not be implemented correctly.
Once you know these steps, you can then get creative with the approach you take to find the solutions you need.
You must define and understand the problem before you start, whether you’re solving it independently or as a group. If you don’t have a single view of what the problem is, you could be fixing something that doesn’t need fixing, or you’ll fix the wrong problem.
Spend time elaborating on the problem, write it down, and discuss everything, so you’re clear on why the problem is occurring and who it is impacting.
Once you have clarity on the problem, you then need to start thinking about every possible solution . This is where you go big and broad, as you want to come up with as many alternative solutions as possible. Don’t just take the first idea; build out as many as you can through active listening, as the more you create, the more likely you’ll find a solution that has the best impact on the team.
Whichever solution you pick individually or as a team, make sure you think about the impact on others if you implement this solution. Ask questions like:
At this stage of problem solving, be prepared for feedback, and plan for this. When you roll out the solution, request feedback on the success of the change made.
Making a change shouldn’t be a one time action. Spend time reviewing the results of the change to make sure it’s made the required impact and met the desired outcomes.
Make changes where needed so you can further improve the solution implemented.
Each individual or team is going to have different needs and may need a different technique to encourage each of the problem solving steps. Try one of these to stimulate the process.
The 1-2-4-All is a good problem solving approach that can work no matter how large the group is. Everyone is involved, and you can generate a vast amount of ideas quickly.
Ideas and solutions are discussed and organized rapidly, and what is great about this approach is the attendees own their ideas, so when it comes to implementing the solutions, you don’t have more work to gain buy-in.
As a facilitator, you first need to present the group with a question explaining the problem or situation. For example, “What actions or ideas would you recommend to solve the company’s lack of quiet working areas?”
With the question clear for all to see, the group then spends 5 minutes to reflect on the question individually. They can jot down their thoughts and ideas on Post-Its.
Now ask the participants to find one or two other people to discuss their ideas and thoughts with. Ask the group to move around to find a partner so they can mix with new people.
Ask the pairs to spend 5 minutes discussing their shared ideas and thoughts.
Next, put the group into groups of two or three pairs to make groups of 4-6. Each group shouldn’t be larger than six as the chances of everyone being able to speak reduces.
Ask the group to discuss one interesting idea they’ve heard in previous rounds, and each group member shares one each.
The group then needs to pick their preferred solution to the problem. This doesn’t have to be voted on, just one that resonated most with the group.
Then ask for three actions that could be taken to implement this change.
Bring everyone back together as a group and ask open questions like “What is the one thing you discussed that stood out for you?” or “Is there something you now see differently following these discussions?”
By the end of the session, you’ll have multiple approaches to solve the problem, and the whole group will have contributed to the future solutions and improvements.
The Lightning Decision Jam is a great way to solve problems collaboratively and agree on one solution or experiment you want to try straight away. It encourages team decision making, but at the same time, the individual can get their ideas and feedback across. [1]
If, as a team, you have a particular area you want to improve upon, like the office environment, for example, this approach is perfect to incorporate in the problem solving steps.
The approach follows a simple loop.
Make a Note – Stick It on The Wall – Vote – Prioritize
Using sticky notes, the technique identifies major problems, encourages solutions, and opens the group up for discussion. It allows each team member to play an active role in identifying both problems and ways to solve them.
Mind mapping is a fantastic visual thinking tool that allows you to bring problems to life by building out the connections and visualizing the relationships that make up the problem.
You can use a mind map to quickly expand upon the problem and give yourself the full picture of the causes of the problem, as well as solutions [2] .
The goal of a mind map is to simplify the problem and link the causes and solutions to the problem.
To create a mind map, you must first create the central topic (level 1). In this case, that’s the problem.
Next, create the linked topics (level 2) that you place around and connect to the main central topic with a simple line.
If the central topic is “The client is always changing their mind at the last minute,” then you could have linked topics like:
Adding these linking topics allows you to start building out the main causes of the problem as you can begin to see the full picture of what you need to fix. Once you’re happy that you’ve covered the breadth of the problem and its issues, you can start to ideate on how you’re going to fix it with the problem solving steps.
Now, start adding subtopics (level 3) linking to each of the level 2 topics. This is where you can start to go big on solutions and ideas to help fix the problem.
For each of the linked topics (level 2), start to think about how you can prevent them, mitigate them, or improve them. As this is just ideas on paper, write down anything that comes to mind, even if you think the client will never agree to it!
The more you write down, the more ideas you’ll have until you find one or two that could solve the main problem.
Once you run out of ideas, take a step back and highlight your favorite solutions to take forward and implement.
The five why’s can sound a little controversial, and you shouldn’t try this without prepping the team beforehand.
Asking “why” is a great way to go deep into the root of the problem to make the individual or team really think about the cause. When a problem arises, we often have preconceived ideas about why this problem has occurred, which is usually based on our experiences or beliefs.
Start with describing the problem, and then the facilitator can ask “Why?” fives time or more until you get to the root of the problem. It’s tough at first to keep being asked why, but it’s also satisfying when you get to the root of the problem [3] .
As a facilitator, although the basic approach is to ask why, you need to be careful not to guide the participant down a single route.
To help with this, you can use a mind map with the problem at the center. Then ask a why question that will result in multiple secondary topics around the central problem. Having this visual representation of the problem helps you build out more useful why questions around it.
Once you get to the root of the problem, don’t forget to be clear in the actions to put a fix in place to resolve it.
Learn more about how to use the five why’s here .
To fix a problem, you must first be in a position where you fully understand it. There are many ways to misinterpret a problem, and the best way to understand them is through conversation with the team or individuals who are experiencing it.
Once you’re aligned, you can then begin to work on the solutions that will have the greatest impact through effective problem solving steps.
For the more significant or difficult problems to solve, it’s often advisable to break the solution up into smaller actions or improvements.
Trial these improvements in short iterations, and then continue the conversations to review and improve the solution. Implementing all of these steps will help you root out the problems and find useful solutions each time.
[1] | ^ | UX Planet: |
[2] | ^ | Focus: |
[3] | ^ | Expert Program Management: |
Explore the time flow system.
The best teams see solutions where others see problems. A great company culture is built around a collaborative spirit and the type of unity it takes to find answers to the big business questions.
So how can you get team members working together?
How can you develop a mentality that will help them overcome obstacles they have yet to encounter?
One of the best ways to improve your teams’ problem solving skills is through team building problem solving activities .
“86% of employees and executives cite lack of collaboration or ineffective communication for workplace failures.” — Bit.AI
These activities can simulate true-to-life scenarios they’ll find themselves in, or the scenarios can call on your employees or coworkers to dig deep and get creative in a more general sense.
The truth is, on a day-to-day basis, you have to prepare for the unexpected. It just happens that team building activities help with that, but are so fun that they don’t have to feel like work ( consider how you don’t even feel like you’re working out when you’re playing your favorite sport or doing an exercise you actually enjoy! )
The benefits of group problem-solving activities for team building include:
Without further ado, check out this list of the 14 best team-building problem-solving group activities for 2024!
Page Contents (Click To Jump)
1. virtual team challenge.
Virtual Team Challenges are popular problem-solving activities that involve a group of people working together to solve an issue. The challenge generally involves members of the team brainstorming, discussing, and creating solutions for a given problem.
Participants work both individually and collaboratively to come up with ideas and strategies that will help them reach their goals.
Why this is a fun problem-solving activity: Participants can interact and communicate with each other in a virtual environment while simultaneously engaging with the problem-solving activities. This makes it an enjoyable experience that allows people to use their creative thinking skills, build team spirit, and gain valuable insights into the issue at hand.
🙋🏻♀️ Survey says, your team will love this | ||
🔐 A virtual escape room experience | ||
🔪 Can you solve the crime before it’s too late | ||
🕹 The ultimate team challenge | ||
❓ Time to wager your trivia knowledge |
Problem-solving activities such as Virtual Team Challenges offer a great way for teams to come together, collaborate, and develop creative solutions to complex problems.
Problem-Solving Templates are popular problem-solving activities that involve a group of people working together to solve an issue. The challenge generally involves members of the team utilizing pre-made templates and creating solutions for a given problem with the help of visual aids.
This activity is great for teams that need assistance in getting started on their problem-solving journey.
Why this is a fun problem-solving activity: Problem-Solving Templates offer teams an easy and stress-free way to get the creative juices flowing. The visual aids that come with the templates help team members better understand the issue at hand and easily come up with solutions together.
🎯 Help your team incorporate mindfulness into the workday |
| |
🪐 Use the force to collect valuable feedback | ||
🦈 Pitch your million dollar idea | ||
🌮 Sync with your team on Tuesday! | ||
🗣 Ignite engaging conversations to kick off your next meeting |
This activity is great for teams that need assistance in getting started on their problem-solving journey, as it provides an easy and stress-free way to get the creative juices flowing.
3. coworker feud, “it’s all fun and games”.
Coworker Feud is a twist on the classic Family Feud game show! This multiple rapid round game keeps the action flowing and the questions going. You can choose from a variety of customizations, including picking the teams yourself, randomized teams, custom themes, and custom rounds.
Best for: Hybrid teams
Why this is an effective problem solving group activity: Coworker Feud comes with digital game materials, a digital buzzer, an expert host, and a zoom link to get the participants ready for action! Teams compete with each other to correctly answer the survey questions. At the end of the game, the team with the most competitive answers is declared the winner of the Feud.
How to get started:
Learn more here: Coworker Feud
“who’s a bad mamma jamma”.
Crack The Case is a classic WhoDoneIt game that forces employees to depend on their collective wit to stop a deadly murderer dead in his tracks! Remote employees and office commuters can join forces to end this crime spree.
Best for: Remote teams
Why this is an effective problem solving group activity: The Virtual Clue Murder Mystery is an online problem solving activity that uses a proprietary videoconferencing platform to offer the chance for employees and coworkers to study case files, analyze clues, and race to find the motive, the method, and the individual behind the murder of Neil Davidson.
Learn more here: Crack The Case
“can’t touch this”.
Purposefully created to enhance leadership skills and team bonding , Catch Meme If You Can is a hybrid between a scavenger hunt and an escape room . Teammates join together to search for clues, solve riddles, and get out — just in time!
Best for: Small teams
Why this is an effective problem solving group activity: Catch Meme If You Can is an adventure with a backstory. Each team has to submit their answer to the puzzle in order to continue to the next part of the sequence. May the best team escape!
Learn more here: Catch Meme If You Can
“just something to puzzle over”.
Puzzle Games is the fresh trivia game to test your employees and blow their minds with puzzles, jokes , and fun facts!
Best for: In-person teams
Why this is an effective problem solving group activity: Eight mini brain teaser and trivia style games include word puzzles, name that nonsense, name that tune, and much more. Plus, the points each team earns will go towards planting trees in the precious ecosystems and forests of Uganda
Learn more here: Puzzle Games
“for virtual teams”.
Virtual Code Break is a virtual team building activity designed for remote participants around the globe. Using a smart video conferencing solution, virtual teams compete against each other to complete challenges, answer trivia questions, and solve brain-busters!
Why this is an effective problem solving group activity: Virtual Code Break can be played by groups as small as 4 people all the way up to more than 1,000 people at once. However, every team will improve their communication and problem-solving skills as they race against the clock and depend on each other’s strengths to win!
Learn more here: Virtual Code Break
“survivor: office edition”.
Stranded is the perfect scenario-based problem solving group activity. The doors of the office are locked and obviously your team can’t just knock them down or break the windows.
Why this is an effective problem solving group activity: Your team has less than half an hour to choose 10 items around the office that will help them survive. They then rank the items in order of importance. It’s a bit like the classic game of being lost at sea without a lifeboat.
Learn more here: Stranded
“for conscious healing”.
The Letting Go Game is a game of meditation and mindfulness training for helping teammates thrive under pressure and reduce stress in the process. The tasks of the Letting Go Game boost resiliency, attentiveness, and collaboration.
Why this is an effective problem solving group activity: Expert-guided activities and awareness exercises encourage team members to think altruistically and demonstrate acts of kindness. Between yoga, face painting, and fun photography, your employees or coworkers will have more than enough to keep them laughing and growing together with this mindfulness activity!
Learn more here: Letting Go Game
“city time”.
Wild Goose Chase is the creative problem solving activity that will take teams all around your city and bring them together as a group! This scavenger hunt works for teams as small as 10 up to groups of over 5000 people.
Best for: Large teams
Why this is an effective group problem solving activity: As employees and group members are coming back to the office, there are going to be times that they’re itching to get outside. Wild Goose Chase is the perfect excuse to satisfy the desire to go out-of-office every now and then. Plus, having things to look at and see around the city will get employees talking in ways they never have before.
Learn more here: Wild Goose Chase
“for a knotty good time”.
The Human Knot is one of the best icebreaker team building activities! In fact, there’s a decent chance you played it in grade school. It’s fun, silly, and best of all — free!
Why this is an effective group problem solving activity: Participants start in a circle and connect hands with two other people in the group to form a human knot. The team then has to work together and focus on clear communication to unravel the human knot by maneuvering their way out of this hands-on conundrum. But there’s a catch — they can’t let go of each other’s hands in this team building exercise.
Learn more here: Human Knot
“because it’s fun to imagine”.
What Would You Do? Is the hypothetical question game that gets your team talking and brainstorming about what they’d do in a variety of fun, intriguing, and sometimes, whacky scenarios.
Best for: Distributed teams
Why this is an effective group problem solving activity: After employees or coworkers start talking about their What Would You Do? responses, they won’t be able to stop. That’s what makes this such an incredible team building activity . For example, you could ask questions like “If you could live forever, what would you do with your time?” or “If you never had to sleep, what would you do?”
“quite the conundrum”.
Crossing The River is a river-crossing challenge with one correct answer. Your team gets five essential elements — a chicken, a fox, a rowboat, a woman, and a bag of corn. You see, the woman has a bit of a problem, you tell them. She has to get the fox, the bag of corn, and the chicken to the other side of the river as efficiently as possible.
Why this is an effective group problem solving activity: She has a rowboat, but it can only carry her and one other item at a time. She cannot leave the chicken and the fox alone — for obvious reasons. And she can’t leave the chicken with the corn because it will gobble it right up. So the question for your team is how does the woman get all five elements to the other side of the river safely in this fun activity?
“philanthropic fun”.
Does anything bond people quite like acts of kindness and compassion? The End-Hunger Games will get your team to rally around solving the serious problem of hunger.
Best for: Medium-sized teams
Why this is an effective problem solving group activity: Teams join forces to complete challenges based around non-perishable food items in the End-Hunger Games. Groups can range in size from 25 to more than 2000 people, who will all work together to collect food for the local food bank.
Learn more here: End-Hunger Games
Q: what are some problem solving group activities.
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by Dianne Crampton | Aug 3, 2017 | 6 Principles That Build High Performance Teams , problem solving , project management | 0 comments
iStock Group Problem Solving
The idea of group problem solving makes sense. If everyone helps and is committed to the outcome, you get more done in a shorter time frame.
Working on your own, on the other hand, has limits. Diverse strengths, skills and complex decision making are limited by the skills, talent and perspective one person. This is why teams are so important in business success. Unfortunately group problem solving strategies that contribute to success frequently fail.
Why is this?
It takes a lot of players with many moving parts to make an organization successful. Each team member is valuable to the whole. Team members are also human. Problems and confusion can quickly arise when disagreements occur or egos are challenged. For example, tasks go incomplete or people miss deadlines.
To avoid these issues, Managers benefit from learning group facilitation methods that contribute to high levels of group member commitment and accountability. Therefore, it is wise to invest in proven programs. These programs lead Managers to facilitate group problem solving success.
Of the six TIGERS® Principles, genuineness, interdependence and risk keep teams out of predictable group problem solving problems when supporting behaviors are appropriately understood. When Managers are trained to facilitate group problem solving where group behavior is co-created and agreed to by everyone, group problem solving is successful.
The TIGERS Team Wheel™ exercise is a facilitation that teaches teams the behaviors that build strong teams and behaviors that cause predictable problems. The subsequent team discussion is designed to help the team sign off on co-created group norms of behavior and ground rules that keep teams functional when problems arise. This exercise creates the foundation for team members to successfully cooperate to achieve goals with high levels of commitment and accountability.
Identify the necessary time span.
Sometimes teams are created and remain “as-is” indefinitely. Yet, their initiatives have timelines.
Other groups are created solely to achieve a certain goal or complete a specified project. Known as pop-up teams, these teams are typically composed of employees or contracted freelancers who specialize in specific areas of work. They are brought together to complete a specific project.
The employees filling teams like these must have:
A team leader must also be in place to ensure responsibility for the quality and the relevancy of the work. The team leader is also the person responsible for reporting to senior leaders who are tracking the group’s progress and funding.
Pop-up teams, while seemingly innovative, are not new and have proven to be effective in past endeavors. For example, TIGERS Success Series facilitated the reorganization of a Native American furniture factory. After applying to the American Native Association to obtain a $1.5 million loan to float the Enterprise payroll, TIGERS pulled together a pop-up team composed of the following five experts:
The net result was a quick turnaround in profit for the company and complete loan payback.
The TIGERS pop-up team accomplished this task by members signing an agreement that clearly defined:
The team members used the TIGERS Team Wheel™ exercise to build their group norms and to identify behaviors that would build collaboration rather than tumbling into the storming stage of group dynamics. This is the stage that often causes group problem solving teams to fail. It is fret with group member conflict and misunderstandings. As a result of their careful planning, only one team member needed to be reminded of their signed accountability statement and financial penalties.
The bottom line is that Managers who facilitate these co-created team agreements are freed from conflict monitoring. Reminders maybe required when a team member slacks off. Ultimately, however, management freedom means that the Manager is able to accomplish their work. They escape the drama that failing group problem solving teams frequently face.
A recent study from the University of Pennsylvania found that the wisdom of the crowd comes from the equality of the network. Traditionally, the wisdom of the crowd was believed to be dictated by how little the team members communicated with one another. The purpose was to ensure that team members were not swaying each other’s opinions. But the research suggests that the group can make each other smarter when they share information and enhance understanding.
To achieve this, the network must be egalitarian and influence must be spread equally among team members. With proper management facilitation skills (TIGERS tier one management facilitation training and TIGERS tier two training), the results not only improve group intelligence, but also improve accountability for planning roll out and implementation. This strategy also helps group members avoid group-think.
Groupthink is a group problem solving dysfunction. It is caused by strong leaders or group members who discourage other members from thinking creatively or offering dissenting positions or questioning group direction. Group members are shamed or ridiculed for thinking differently or challenging the status quo. Sometimes members are shunned.
The most recent and highly publicized example of groupthink were tweets by the President of the United States against Senator Lisa Murkowski of Alaska . Her vote against the Senate’s version of the Health Care Bill based on her opinion that it would hurt Alaskan citizens was met with social media insult and ridicule. The tweets were an attempt to shame her into voting along strict party lines.
Groupthink is one of three group problem solving dysfunctions. The other two are Risky Shift and Abilene Complex.
Risky shift is thinking that the group made the decision so the individual has no accountability. Abilene is a niceness problem. Someone you like wants to do something and you go along with it just to be nice. If it turns out bad, it’s their fault.
All three scenarios occur when groups lack genuineness, a warped sense of interdependence and risk ignorance. This is mitigated by forming co-created group norms, ground rules and expert management facilitation.
The TIGERS Team Wheel exercise is the ideal place to start when building group problem teams. It quickly cuts through behavior confusion. It opens lines of communication among team members. It also cuts short team “storming”. This is the phase of group formation that group problem solving teams face shortly after they form.
Instead of being plagued by confusion, misunderstandings and conflict, team members are better able to achieve:
TIGERS Success Series trains executives to use this tool to build high performance behavioral norms and group ground rules. Frequently, prolonged conflict is addressed and resolved for in-place teams.
The exercise and subsequent facilitation is one of three management facilitation training. Facilitators who graduated from the program include six sigma consultants, disc specialists and people grounded in the scientific community. With the TIGERS Team Wheel exercise, leaders and team members are able to cut to the root behavior issues facing their teams and create a culture of respect that builds loyalty, commitment, collaboration and employment stability.
Teams are a valuable group problem solving resource for any organization. The key is addressing why conflict arises before it rears its ugly head.
What matters is how leaders handle the group norm and ground rule infractions when they arise. With proper training and the six TIGERS principles for success, leaders can avoid groupthink, risky shift and Abilene while leading their teams to success.
Some additional group problem solving strategies for successful teams include:
With these group problem solving strategies, teams can be successful and reach their goals without failure.
The following resources dig deeper in to group problem solving and the TIGERS 6 Principles™.
Copyright TIGERS Success Series, Inc. by Dianne Crampton
TIGERS ® Success Series is a Bend, Oregon Leadership and Team Improvement Consultant that helps committed leaders build more cooperation among employees and collaboration between departments for improved success.
We do this by deploying the TIGERS ® team facilitation process that improves workforce behaviors that are anchored by trust, interdependence, genuineness, empathy, risk resolution and success. Providing diagnostics and customized team interventions, you can improve both work culture and transform your adequate teams into exceptional ones.
We also license and train HRD Executives, Project Managers, Managers, and Trainers in the use of our award winning resources . Invite us to present at your next business retreat or association gathering.
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Are you searching for the best team building activities in Edinburgh? Scotland’s capital is a fantastic city to explore and the base for hundreds of excellent team building opportunities.
Our selection of the best 35 team building activities in Edinburgh has something for every staff group, from ghost walks along cobbled streets to deliciously fascinating whisky tastings. Whether you want a venue for a Christmas party or an activity that will bring your staff closer together, these ideas will provide lots of inspiration.
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Does your team need team building, how team building activities in edinburgh help businesses thrive, benefits of team building for employees, 1. culinary team building activities.
Everybody loves good food and culinary team building activities in Edinburgh make a perfect option for any workforce, large or small. From chef-led cooking competitions to pampering private chef meals that will make your team feel like superstars, these activities are the perfect recipe to improve communication, build relationships and make a happy team.
One of the most effective ways to build bonds as a team is to learn new skills together. It creates shared memories and gives colleagues a space to talk about something other than work. Cooking classes in Edinburgh are a great example. They’re overseen by friendly and experienced chefs and can cater for every sort of palate and experience level.
Many teams now spend at least a portion of their time working remotely but that’s no reason to miss out on the team building fun. There are lots of online team building activities that are ideal for staff working off-base. For a really smooth team building activity that’s equal parts enjoyment and good times with a twist of laughter you can’t beat online mixology classes . Or how about online cooking classes for your next team day? Led by expert chefs, these classes are an excellent way to discover fresh flavours and have social time with your coworkers.
Edinburgh is home to an exciting range of restaurants, cafés and eateries that embrace ingredients from all four corners of the world and Edinburgh food tours are a brilliant way to discover the best bits. Led by an expert on the city’s culinary scene, your team will savour Edinburgh food gems and have a chance to spend quality time together.
Blow out the cobwebs with a vigorous team walk up Arthur’s Seat. One of the most popular team building activities in Edinburgh, Arthur’s Seat is an extinct volcano that sits 251 metres above sea level. The walk to the top is (relatively) easy and offers unmatched views of the city that are made all the better by the sweet sense of accomplishment.
Get out of the office and head to one of Auld Reekie’s many parks and green spaces for a picnic in the sunshine (hopefully). A perfect summer team building activity in Edinburgh, your team will get to relax as a group and strengthen their relationships, especially if you throw in some simple games or a lighthearted quiz.
Escape rooms are another very popular team building activity in Edinburgh. Not only do they challenge problem-solving skills, they allow groups to share a sense of achievement together. With just 60 minutes on the clock, you and your team will have to work hard to solve puzzles and escape.
Sharpen up your team building activities in Edinburgh and have a go at axe throwing at Game of Throwing . You’ll be shown the basics before getting stuck in with some friendly competition.
One of the top-rated team building activities in Edinburgh on our list, a group visit to the zoo is a fantastic way to make memories and have some social time together. Edinburgh Zoo is home to over 2,500 animals including pygmy hippos, penguins and porcupines and offers corporate team building activities in Edinburgh that encourage problem solving, communication and planning.
In a city that’s world famous for its whisky, what could be a better choice of team building events in Edinburgh than a group whisky tasting? Run by The Scotch Whisky Experience from its base near Edinburgh Castle, each session can be catered to your group and takes you on a complete journey through the magical history and process of making whisky.
Classic for a reason, treasure hunts are one of the top team building activities in Edinburgh. Working together, you’ll crack cryptic clues set by Treasure Hunt Edinburgh and race across the city to find the booty. If you really want to get into the spirit your crew can even dress up in pirate gear.
If you’re looking for fun team building activities in Edinburgh then you can’t beat The Department of Magic escape rooms. Unlike traditional escape rooms, there are no locks and keys; instead, the immersive story is shaped by decoding cryptic clues. Perfect for building up communication skills and practicing problem-solving as a group, this will be a truly magical experience.
One of the more unusual team building activities in Edinburgh, a ghost tour is nevertheless an exciting way to socialise outside of the work space. Mercat Tours offers several group walks in Edinburgh with stories ranging from dastardly deeds to ghostly goings on. The guides can also create a completely private tour for your group.
See Edinburgh from a fresh perspective with a guided kayak tour along the river, a unique team building activity in Edinburgh. Your group will be guided by an expert instructor from Driftwood Adventure , who’ll give you a safety briefing and get you kitted out before you embark on a scenic cruise along the Forth.
One of the most surprising team building activities in Edinburgh on our list, canal cycling is a super way to share a distinctive experience with your coworkers. Riding on specially adapted water bikes from Bridge 8 Hub , you’ll take a ride along the city’s waterways — definitely something to talk about on Monday.
Put your team building activities in Edinburgh into top gear with indoor go-karting, an Xtreme Karting and Combat Edinburgh experience. You can play as individuals or as groups and take part in races and challenges. There’ll be medals for the top drivers, not to mention serious bragging rights on Monday!
Treat your workforce to a deliciously sweet chocolate-making team building activity in Edinburgh at the Chocolatrium . Enjoy a tour through the history of chocolate and learn how it’s made. Then, once you’ve mastered the basics, you can unleash your inner Willy Wonkas by dreaming up a signature team flavour.
Put a killer spin on your team building events in Edinburgh by setting up your team with their very own murder mystery . A group of professional actors will present a live traditional murder mystery and your team will have to work together to complete tasks and reveal the identity of the murderer. Be prepared for twists, turns and lots of laughs. It makes an effective corporate team building activity in Edinburgh, too.
Head to Portal Mini Golf in the city centre for a thrilling team building activity in Edinburgh that can suit any size of team. Each hole has a quirky theme, taking players through history or to fantasy worlds, and lets your team engage in a friendly contest. There are lots of party packages including catering options available.
Take your staff on an adrenaline-boosting team building activity in Edinburgh at Combat Archery. Here, you’ll divide into groups to play "archery tag" with special foam tipped arrows. Each group’s objective is to outmanoeuvre their competitors so it’s perfect to increase your team’s ability to work together in high-pressure situations.
If you’re searching for a low-cost team building activity in Edinburgh, look no further than a pub quiz. Perfect for getting people working together, pub quizzes are ideal team building activities in Edinburgh. Head to the Three Sisters for the Bad Boy Quiz every Tuesday and see if your team can emerge victorious.
Found in the New Town area, Roxy Lanes is the perfect destination for team building activities in Edinburgh. As well as the ten-pin bowling alley, there’s karaoke, ice-free curling, shuffleboard and a batting cage. There are options for groups of all sizes including food and drink packages, so it’s a terrific venue for a Christmas party or summer meetup.
Treat your beer-loving crew to a team building activity in Edinburgh that’s a pint full of fun. Bellfield Brewery & Taproom is an independent beer maker in the city that offers brewery tours and tastings for groups of all sizes. Learn how the beer is brewed before tasting the range of crisp IPAs, lagers and ales.
Team building activities in Edinburgh don’t get much better than Fayre Play , an adult fairground game venue close to the city centre. There is a range of package deals that lets you play all the throwing, shooting and hitting games like hook-a-duck and whack-a-mole. It even comes with food and drinks.
Escape the traditional team building activities in Edinburgh by taking part in a woodland escape. Serene Woodland Escapes offers private group nature walks that are a fabulous way to escape the hustle and bustle of the office. Your team will be guided by an expert to learn skills such as foraging and will have lots of time to enjoy each other’s company in peaceful surroundings.
One of the best team building activities in Edinburgh, a karaoke night is guaranteed to make your crew smile. At SuperCube , a modern karaoke venue on George Street, you’ll find private rooms to suit your group. There are thousands of songs to choose from and drinks and snacks can be provided.
Sometimes, there’s no better team building activity in Edinburgh than an after-work drink. At Chaophraya rooftop bar the experience is seriously elevated and offers panoramic views over the city. Decompress after a busy day by enjoying some of Chaophraya’s signature cocktails and a bite or two from the Thai-inspired menu.
There’s nothing better than a bit of relaxed rivalry for building up bonds and kicking back and that’s exactly what you’ll find at Boom Battle Bar. This sports bar is an ideal venue for team building activities in Edinburgh. Your team will get to know each other better as they play shuffleboard, Prosecco pong, pool, crazy golf and more. Plus, there are shareable eats and a full drinks menu.
If you're looking to treat your team or say thank you for a job well done, then a trip to a private cinema showing can't be topped, especially for Christmas parties and summer get-togethers. The Dominion , an elegant Art Deco-inspired cinema that has been showing films for more than 80 years, offers private screenings, making it a perfect team building activity in Edinburgh. These screenings include food and drinks and a choice between a blockbuster release or a classic movie.
Turn your staff into a winning team with a visit to Murrayfield to watch an Edinburgh rugby match. Hospitality packages include a private table, which can host between two and ten guests and can include food and drink, as well as a ticket to watch the match. A perfect treat to reward your hard-working staff, this is a super team building activity in Edinburgh.
Enjoy a unique experience, spend time together and create shared memories on scenic Forth Boat Tours , one of the most popular team building activities in Edinburgh. The 90-minute cruise takes in the city’s famous three bridges and Inchcolm Island, home to a medieval abbey and lots of marine wildlife.
Portobello Beach is a beautiful sandy spot found just a few miles from the city centre. Perfect for team building activities in Edinburgh that are light on the wallet, you can head there with your crew to enjoy games on the beach and dinner at one of the nearby restaurants.
Grab your team by the hand (really, you might want to hold hands) and take them on a trip through the city’s gruesome and grizzly past at Edinburgh Dungeon . Both spooky and entertaining, a trip around the dungeon makes a thrilling team building activity in Edinburgh.
A lively, family-run cantina that specialises in Mexican sharing plates, Mariachi is great if you’re looking for relaxed team building activities in Edinburgh. Start with some chips and guacamole for the table before ordering tacos, fajitas and burritos to share. If you can bear to split a dessert of Nutella churros with your coworkers then you’ll know you’re a team in total harmony.
Paintball is one of the most popular team building activities in Edinburgh. Not only does it get the heart racing, it helps groups develop their strategic thinking, communication and problem-solving skills. Battlezone Paintball offers a choice of group packages including biodegradable paintballs, full safety equipment and coveralls. Food packages are also available.
A team that works together effectively is the most important element in a successful business. It doesn’t happen overnight but team building activities are an effective way to build the skills needed for good group work. Team building is especially important for teams working remotely who may not get to spend much time together outside of work. Not only do these activities help colleagues get to know each other, they make them feel more comfortable approaching other team members for help and support.
Countless studies have demonstrated that team building activities are vital for a company to succeed. Every member of your staff was hired as an individual, not as part of a group, so team building activities are crucial to building those fundamental working relationships.
Not only does this help new staff to feel settled quicker, it also helps strengthen the bonds between existing members of staff. This helps the team communicate better, feel united against problems and support each other during stressful and busy times. On a practical level, it also gives staff a chance to understand how everybody’s roles contribute to the business as a whole.
Team building activities can have a bit of a bad rep but they’re very beneficial for employees:
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Team building is one of the most important things you can do to make your business prosper. It not only helps your staff to build up important skills including communication, problem solving and resilience, it’s also a brilliant way for colleagues to kick back and relax together. From food tours to go-karting, axe throwing to whisky tasting, there’s a superb selection of team building activities in Edinburgh. Check them out now to bring your team closer and help your business flourish.
For even more team building activities in Edinburgh and beyond, check out other experiences happening on Cozymeal.
Discover the best in culinary experiences and products on Cozymeal: From in-person cooking classes to virtual cooking & mixology classes to private chef meals and top-rated cookware — from world-class chefs, mixologists & more.
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To solve problems in a group, consider following these six steps: 1. Identify the problem. First, explore the different facets of the problem your group is trying to solve. Many group problem-solving sessions begin with an interactive activity, where each group member describes the problem and its effects on their work.
Step 2: Analyze the Problem. During this step a group should analyze the problem and the group's relationship to the problem. Whereas the first step involved exploring the "what" related to the problem, this step focuses on the "why.". At this stage, group members can discuss the potential causes of the difficulty.
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.
Bring a diverse group together. Appoint a devil's advocate. Collect opinions independently. Provide a safe space to speak up. Don't over-rely on experts. And share collective responsibility ...
Step 2: Analyze the Problem. During this step a group should analyze the problem and the group's relationship to the problem. Whereas the first step involved exploring the "what" related to the problem, this step focuses on the "why.". At this stage, group members can discuss the potential causes of the difficulty.
Step 2: Analyze the Problem. During this step, a group should analyze the problem and the group's relationship to the problem. Whereas the first step involved exploring the "what" related to the problem, this step focuses on the "why.". At this stage, group members can discuss the potential causes of the difficulty.
Step 2: Analyze the Problem. During this step, a group should analyze the problem and the group's relationship to the problem. Whereas the first step involved exploring the "what" related to the problem, this step focuses on the "why.". At this stage, group members can discuss the potential causes of the difficulty.
11 Problem-solving techniques for clarity and confidence. ... As a group, decide on a core problem and mark this as the session topic. Divide your group into smaller teams by arranging five or six players at a table. Assign each group a question that pertains to the session topic, or decide on one question for all groups to discuss at once. ...
Planning skills are vital in order to structure, deliver and follow-through on a problem solving workshop and ensure your solutions are intelligently deployed. Planning skills include the ability to organize tasks and a team, plan and design the process and take into account any potential challenges.
In insight problem-solving, the cognitive processes that help you solve a problem happen outside your conscious awareness. 4. Working backward. Working backward is a problem-solving approach often ...
Here are nine easy-to-implement activities that can bring substantial change to your team culture and overall workplace dynamics. #1. Crossword Puzzles. Objective: To enhance problem-solving skills, vocabulary, and cognitive abilities through engaging crossword puzzles. Estimated Time: 15-20 Minutes.
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.".
If your meetings are unproductive, this might be the reason. Summary. There are five stages of problem solving: defining the problem, generating solutions, evaluating solutions, picking a solution ...
Organizational challenges are many times disruptive to productivity. Group problem solving is the process of bringing together stakeholders who through their analytical decision making abilities can influence the outcome of the problem. The use of groups in problem solving is encouraged as groups tend to evaluate diverse solutions and action plans. The core objectives of the group are ...
Problem-solving is a vital skill for coping with various challenges in life. This webpage explains the different strategies and obstacles that can affect how you solve problems, and offers tips on how to improve your problem-solving skills. Learn how to identify, analyze, and overcome problems with Verywell Mind.
Step 2: Analyze the Problem. During this step, groups should analyze the problem and their relationship to the problem. Whereas the first step involved exploring the "what" related to the problem, this step focuses on the "why.". At this stage, group members can discuss the potential causes of the difficulty.
Why problem-solving is important in the workplace. According to a 2021 report by the World Economic Forum (WEF), soft skills have become increasingly crucial in today's world, with problem-solving identified as a top skill in high demand (WEF, 2021).The success of a company or team greatly depends on managers' willingness to support employees in developing their problem-solving abilities.
14 types of problem-solving strategies. Here are some examples of problem-solving strategies you can practice using to see which works best for you in different situations: 1. Define the problem. Taking the time to define a potential challenge can help you identify certain elements to create a plan to resolve them.
4. Implement the Solution. At this stage of problem solving, be prepared for feedback, and plan for this. When you roll out the solution, request feedback on the success of the change made. 5. Review, Iterate, and Improve. Making a change shouldn't be a one time action.
Here are the seven steps of the rational approach: Define the problem. Identify possible causes. Brainstorm options to solve the problem. Select an option. Create an implementation plan. Execute the plan and monitor the results. Evaluate the solution. Read more: Effective Problem Solving Steps in the Workplace.
Jeopardy. Problem-solving activities such as Virtual Team Challenges offer a great way for teams to come together, collaborate, and develop creative solutions to complex problems. 2. Problem-Solving Templates. Problem-Solving Templates are popular problem-solving activities that involve a group of people working together to solve an issue.
Diverse strengths, skills and complex decision making are limited by the skills, talent and perspective one person. This is why teams are so important in business success. Unfortunately group problem solving strategies that contribute to success frequently fail. ... Groupthink is one of three group problem solving dysfunctions. The other two ...
Step 2: Analyze the Problem. During this step a group should analyze the problem and the group's relationship to the problem. Whereas the first step involved exploring the "what" related to the problem, this step focuses on the "why.". At this stage, group members can discuss the potential causes of the difficulty.
Boost your crew's problem-solving and communication skills with our pick of the 35 best team building activities in Edinburgh. 5-Star Company. Message Us or . call 800-369-0157. ... Perfect for building up communication skills and practicing problem-solving as a group, this will be a truly magical experience.