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Quad Charts: A Visual Approach to Strategic Planning

Simplify your strategic planning and decision making process using Quad Charts with a clear visual representation.

What is a Quad Chart?
How does a Quad Chart work?
What are the benefits of a Quad Chart?
What is the purpose of a Quad Chart?
How can Quad chart help in strategic planning?
Explaining Quad Chart with an example in Balanced Scorecard
In what order do you read a Quad Chart?
How is information organised in a digital Quad Chart?
How do you make a good quad chart?
What is a Quad Chart template?
What makes a digital Quad Chart software right for your organisation?
Examples of Quad Chart frameworks in strategic planning
Is there a standard format for creating a Quad Chart?
What software tools can you use to create a Quad Chart?
How often should Quad Charts be updated?
How Quad Charts enhance your project management operations?
What are some common mistakes to avoid when creating Quad Charts?
What industries benefit the most from Quad Chart analysis?
Tips for designing an effective Quad Chart
Quad Charts vs SWOT Analysis
Visualising Key Performance Indicators (KPIs) using Quad Charts
Using Quad Charts for Performance Evaluation in Organisations
Quad Charts in Balanced Scorecard framework
Integrating Artificial Intelligence for Advanced Quad Chart Analysis

A Quad Chart is a visual tool used in strategic planning, organising information into four quadrants for a concise overview. Each quadrant highlights specific aspects, allowing stakeholders to quickly assess a project's or organisation's current status at a glance. Quad Charts are widely utilised in various industries for effective project management, offering a structured approach to analysing complex information, enhancing communication, and making informed strategic decisions. Quad Charts streamline complex data for effective strategic planning, enhancing decision-making through clear visual representation.

A Quad Chart works by organising complex information into four distinct quadrants, allowing for a clear and concise visual representation of key aspects. For example, a Quad Chart in project management can divide information into Goals and Objectives, Tasks and Milestones, Resources and Budget, and Risks and Issues. Each quadrant highlights specific project elements, enabling stakeholders to quickly grasp essential details without delving into lengthy reports. This structured format enhances communication, supports efficient decision-making, and aids in strategic planning by presenting critical information in a visually engaging manner.

Enables clear Visualisation: Quad Charts provide a clear and structured visualisation of complex data by dividing information into four distinct categories, making it easier to understand and interpret.
Helps in Efficient Communication: The organised format of Quad Charts enhances communication within teams and organisations. It lets stakeholders quickly grasp essential information without delving into lengthy reports, facilitating efficient decision-making.
Utilised for Strategic Analysis: Quad Charts facilitate strategic analysis by highlighting key aspects of a situation. Whether used for business planning, project management, or risk assessment, Quad Charts help identify critical factors and devise strategies to address them.
Provides Real-time Updates: Dynamic Quad Charts provide real-time insights into changing data, allowing businesses to adapt swiftly to evolving situations and make prompt decisions based on the latest information.
Simplified Comparison: Quad Charts enable easy comparison between different categories by placing data side by side. Decision-makers can quickly compare strengths against weaknesses or opportunities against threats, aiding in prioritisation and resource allocation.
Makes Effective Presentations: Quad Charts are useful for creating impactful presentations. The visual appeal and organised layout make them engaging and easy to follow during meetings or presentations, ensuring the audience understands the key points.
Promotes Collaboration: When teams collaborate on creating Quad Charts, it encourages discussions and brainstorming sessions. Team members can contribute their insights, ensuring a comprehensive analysis of the situation and fostering a collaborative work environment.
Aids in Scenario Planning: Scenario planning with Quad Charts enhances organisational flexibility. Businesses can quickly adapt to changing conditions by having pre-considered and analysed responses to various scenarios, reducing the time needed to implement necessary changes.

The purpose of a Quad Chart is to provide a structured and visually engaging format for presenting complex information, enabling clear communication, concise data representation, and informed decision-making in various contexts, such as strategic planning, project management, and communication of critical insights.

A Quad Chart is used in strategic planning as it offers a structured and visual format to analyse critical aspects of a situation. This concise representation allows decision-makers to quickly assess complex data, identify key factors affecting the organisation, and formulate effective strategies. The organised layout enhances communication, enabling stakeholders to grasp essential information efficiently. By providing a clear overview of internal strengths and weaknesses alongside external opportunities and threats, Quad Charts aid in informed decision-making, enabling businesses to align their strategies with current market conditions and make proactive, well-informed choices for future success.

A Quad chart does not have predefined quadrants, allowing organisations to adapt them based on their specific requirements, processes, or chosen categories.

Let's discuss it with a quad chart example.

A quad chart used for KPI performance tracking within the shop floor can include quadrants like Trend Graph, Failure Reasons, Current Actions (JDI) and Actions for Improvement ( CI and Kaizen) as quadrant categories. All these quadrants give a comprehensive overview of current processes and can help enhance organisational performance.

First Quadrant: In the Trend Graph quadrant, organisations can analyse the current trends of processes in a graphical format. The graph can be suitably changed into a pie, bar, or line chart. By analysing current performances, strategic planners can immediately identify bottlenecks and inefficiencies, enabling corrective actions. Trend graphs also identify and bridge the gaps between current strategies within the shop floor.
Second Quadrant: In the Failure Reasons quadrant, the focus is to identify and prioritise various failure reasons with the help of a Pareto Chart. The primary objective here is to gain profound insights into shop floor failures by analysing Key Performance Indicators (KPIs) through the Pareto analysis. The Pareto Chart visualises the most significant factors contributing to failures, emphasising the '80/20' rule, where approximately 80% of the problems stem from 20% of the causes. This approach aids in focusing efforts on addressing the most critical issues first, leading to a more targeted and efficient resolution of shop floor challenges.
Third Quadrant: The quadrant Current Actions (JDI) can focus on short-term action plans developed as corrective measures to tackle immediate challenges. JDI stands for "Just Do It," indicating that these actions are swift, practical, and can be implemented promptly to resolve issues. They do not require extensive planning, lengthy discussions, or complex approvals. Instead, they emphasise immediate execution to address the identified problems promptly. JDI actions can often be carried out by a small team or even a single person.
Fourth Quadrant: Actions for Improvement ( CI and Kaizen) quadrant, is focused on action plans for Continuous Improvement (CI) or Kaizen, which plays a crucial role in long-term strategic planning within organisations. This quadrant helps implement sustainable practices for continuous improvement, specifically emphasising Kaizen principles. Long-term action plans require careful planning and execution due to their far-reaching impact on organisational performance.

There isn't a strict order to follow when reading a Quad Chart. It's typically designed for flexibility in information consumption. Individuals can approach it based on their specific needs and interests. Some may start from the upper left quadrant, covering key objectives, then move to the upper right to assess milestones and progress. Others might be more interested in the lower left quadrant, focusing on potential risks and challenges, before exploring available resources and support in the lower right quadrant. The lack of a rigid sequence allows users to tailor their approach, extracting the most relevant and essential information according to their priorities, making the Quad Chart a versatile tool for diverse purposes in industries and organisational sectors.

Information in a digital Quad Chart is organised into four distinct quadrants, each dedicated to a specific category similar to the quadrants in a SWOT analysis framework, which consists of Strengths, Weaknesses, Opportunities and Threats. Relevant data, statistics, and key points related to each category are briefly presented within their respective quadrants. This structured layout enables a clear visual representation, allowing stakeholders to quickly grasp essential information without extensive reading. The categorisation helps in strategic planning, decision-making, and effective communication by presenting a comprehensive overview of critical factors in a concise and organised manner.

Creating an effective Quad Chart involves several key steps to ensure clarity, relevance, and impact. Here are the steps to make a good Quad Chart:

Define your Purpose and Set specific Categories: Determine the actual objective of the Quad Chart. Decide whether it's for a project overview, strategic analysis, or presentation. Identify and define the specific categories within your Quad Chart, ensuring they align with the purpose.
Gather Relevant Information: Gather appropriate data, statistics, and insights related to each category. Ensure the information is accurate, up-to-date, and directly contributes to the Quad Chart's purpose.
Design a Clear Layout: Divide the chart into four distinct quadrants, dedicating each quadrant to one category. Use clear headings for easy identification. Incorporate visuals, such as charts, graphs, and icons to enhance understanding. Maintain a consistent colour scheme and font style for a professional look.
Craft Concise Content: Write concise, clear statements for each category. Avoid jargon and use simple language to ensure easy comprehension. Highlight key points within each quadrant. Bullet points or short sentences can effectively convey information.
Ensure Relevance and Impact: Double-check the information to ensure it directly aligns with the chosen categories and the overall purpose of the Quad Chart. Use impactful language to convey strengths, acknowledge weaknesses, emphasise opportunities, and address threats.
Review and Refinement: Review the Quad Chart for spelling, grammar, and factual accuracy. Eliminate errors to maintain professionalism. Seek feedback from colleagues or team members to gain different perspectives. Make necessary adjustments based on their input if required. Additionally, consider formulating countermeasures and action plans to address any potential issues that may arise.
Practise Effective Presentation: When presenting the Quad Chart, clearly explain each quadrant, emphasising key points and insights. It's important to be ready to respond to queries and offer more information if required. Please ensure that your answers are comprehensive and meaningful. Encourage meetings by asking questions, initiating discussions, and addressing concerns. Encouraging an interactive environment while conducting group discussions using the Quad Charts is essential.

A Quad Chart template is a pre-designed layout that provides a structured framework for organising information into four distinct quadrants. It serves as a visual guide featuring key categories or other relevant aspects of the strategic plan. These templates often include designated spaces for concise text, bullet points, charts, and graphics within each quadrant. Quad Chart templates help users create professional and visually appealing presentations or documents by ensuring consistency in design, making it easier to convey complex information clearly and concisely.

Download Gemba Walk Template Here

A digital Quad Chart is ideal for any organisation aiming to enhance communication, streamline data presentation, and facilitate strategic decision-making. Its structured layout and clear categorisations of information into quadrants make it an effective tool for presenting complex data concisely. Digital Quad Charts enable a quick understanding of critical factors by highlighting key aspects, fostering informed discussions and aiding in strategic planning. Their versatility and simplicity make Quad Charts suitable for diverse industries, ensuring that organisations can effectively convey essential insights and align stakeholders with their strategic goals.

SWOT Analysis: SWOT analysis divides information into Strengths, Weaknesses, Opportunities, and Threats. Each quadrant assesses internal strengths and weaknesses alongside external opportunities and threats, providing a comprehensive overview of an organisation's strategic position.
PEST Analysis: PEST analysis evaluates Political, Economic, Social, and Technological factors influencing a business. By using a Quad Chart format for PEST analysis, organisations can systematically analyse the impact of these external factors, aiding strategic planning and risk management.
Ansoff Matrix: The Ansoff Matrix explores strategic growth options, including Market Penetration, Market Development, Product Development, and Diversification. A Quad Chart format of Ansoff Matrix helps organisations assess these strategies individually, providing insights into market expansion and diversification opportunities.
Quad Chart for Business Proposals and Product Development: Quad Charts enhance the professionalism and clarity of business proposals, aiding in securing contracts and partnerships. In product development, they streamline the presentation of product features, market analysis, competitive advantages, and potential challenges, facilitating efficient decision-making and stakeholder alignment. Quad Charts are pivotal in winning new opportunities and guiding product development by offering a structured and visually appealing framework.

While there isn't a strict standard quadrant within a Quad Chart, common principles make it effective. A Quad Chart typically consists of four quadrants, each dedicated to a specific category, such as Strengths, Weaknesses, Opportunities, and Threats. It incorporates concise text, bullet points, charts, and graphics within each quadrant. Maintaining a consistent colour scheme, font style, and clear headings is essential for a professional and organised appearance. The goal is to provide a structured framework that allows for the clear and concise presentation of information relevant to the intended purpose, whether it's for strategic planning, project management, or communication.

Several software tools are suitable for creating Quad Charts, including Microsoft PowerPoint, Microsoft Word, and Microsoft Excel. These widely used office productivity software offer built-in templates and tools for creating visually appealing Quad Charts. Specialised data visualisation tools like Data Point ,Tableau, Lucidchart, and Canva also provide advanced features and customisation options for designing dynamic and interactive Quad Charts. Users can consider factors such as the complexity of their Quad Chart, desired collaboration features, and ease of use when choosing software.

The Data Point Balanced scorecard software can also be utilised to create digital Quad Charts, as it integrates Quad Chart functionality within the framework. This integration enhances project management and strategic planning efficiency, allowing users to seamlessly align project objectives and resources within the Balanced Scorecard framework, encouraging a comprehensive approach to measuring performance and making informed decisions.

Quad Charts should be updated regularly to ensure the information remains accurate and relevant. The frequency of updates depends on the context and the nature of the data being represented. For dynamic projects or rapidly changing environments, Quad Charts may need to be updated weekly or daily to reflect real-time data. In more stable situations, monthly or quarterly updates are sufficient. It's crucial to align the updating frequency with the pace of organisational changes, allowing stakeholders to rely on current and precise information for strategic decision-making. Regular updates also ensure that Quad Charts continue to serve as reliable tools for communication and planning within the organisation.

Quad Charts are highly effective tools for project management purposes. They provide a structured layout for organising project information into key categories such as Goals, Tasks, Resources, and Risks. Quad Charts enhance communication among team members, stakeholders, and project managers by visually representing project elements. This clear presentation aids in project planning, monitoring progress, identifying challenges, and making data-driven decisions. Quad Charts serve as dynamic snapshots of project status, ensuring everyone involved understands the project's key components and stays aligned with project goals, timelines, and potential risks.

Overcrowding Information: Avoid cluttering quadrants with excessive data; focus on key points to maintain clarity and readability.
Lack of Consistency: Ensure consistent formatting, colour schemes, and font styles across all quadrants for a professional appearance.
Neglecting Updates: Regularly update Quad Charts to reflect current information, ensuring accuracy and relevance.
Insufficient Visuals: Incorporate charts, graphs, and icons where necessary to enhance visual appeal and comprehension.
Lack of Focus: Stick to the main points; avoid unnecessary details that can overwhelm the audience and dilute the message.
Complex Language: Use clear and straightforward language, avoiding technical or complex jargon that leads to confusion.
Inadequate Proofreading: Thoroughly proofread the Quad Chart to eliminate errors, ensuring a polished and professional final product.

Quad Chart analysis is valuable across various industries, particularly in sectors where clear and concise communication of complex data is crucial. Automobile industries rely on Quad Chart software to showcase product features and competitive advantages. In healthcare, digital Quad Charts aid in visualising patient data and treatment plans for medical professionals. Aerospace and defence sectors use Quad Chart software to outline project goals and risk assessments. In business consulting, Quad Charts help analyse market trends and client strategies. Government agencies utilise Quad Charts for policy analysis and program evaluation. This versatile tool ensures effective communication and informed decision-making in various professional fields.

Clarity: Ensure clear and concise language, avoiding jargon or technical terms for broader understanding.
Prioritise Key Points: Focus on essential information to prevent overcrowding and maintain focus.
Consistency: Use consistent fonts, colours, and formatting for a professional and cohesive look.
Visual Elements: Incorporate charts, graphs, and icons to enhance visual appeal and convey data effectively.
Regular Updates: Keep Quad Charts current to reflect the latest information for accurate decision-making.
Balanced approach: Maintain a balanced approach across quadrants, addressing each aspect equally for a comprehensive overview.
Proofreading: Thoroughly proofread to eliminate errors and ensure a professional presentation.

Quad Charts and SWOT Analysis serve as strategic tools but differ in format and application. SWOT Analysis divides information into Strengths, Weaknesses, Opportunities, and Threats, providing a comprehensive internal and external assessment. On the other hand, Quad Charts organise these categories into visually appealing quadrants, enhancing the presentation's clarity and impact. While SWOT Analysis offers an in-depth analysis, virtual Quad Charts focus on visual communication, making complex data more accessible to diverse audiences. Organisations often choose between the two based on their communication needs, with Quad Charts offering a visually engaging way to present SWOT data.

Visualising Key Performance Indicators (KPIs) using digital Quad Charts is an effective strategy in performance management. Organising KPIs into distinct quadrants allows businesses to provide a clear and concise overview of their critical metrics, such as revenue growth, customer satisfaction, or operational efficiency. Each quadrant can represent specific KPI categories, allowing for a visual comparison of performance data. This method improves data interpretation, enabling quick trend identification. Quad Charts transform complex numerical data into accessible visual representations, aiding stakeholders in making informed decisions and fostering a data-driven organisational culture.

Utilising Quad Charts for organisational performance evaluation offers a streamlined approach to assessing key metrics and achievements. Virtual Quad Charts enable a comprehensive view of organisational performance through different categories. These visual tools enhance the evaluation process by allowing direct comparisons of internal performance indicators, aiding in identifying areas for growth and addressing weaknesses. Virtual Quad Charts compare organisational metrics to industry benchmarks or competitors' data for competitive analysis. This visual representation simplifies complex data and promotes data-driven decision-making, enabling organisations to stay agile, responsive, and competitive in their respective markets.

The Balanced Scorecard is a comprehensive strategic planning and management framework which integrates tools like quad charts , fishbone diagrams , huddle boards , A3 problem-solving and more tools to align strategic planning to the organisational goals in business operations. Quad Charts allow organisations to assess their strategy from various angles. The quad chart format divides the display into four quadrants, each dedicated to a specific category. Quad charts are valuable for communication and decision-making processes, helping stakeholders understand the organisation's progress, align objectives, and make data-driven decisions to improve overall performance and achieve strategic goals.

Integrating Artificial Intelligence (AI) into digital Quad Chart software enhances strategic decision-making processes. AI algorithms can process vast datasets, identify patterns, and provide predictive insights, enabling advanced analysis of Quad Charts. By leveraging AI, organisations can better understand their Quad Chart data, extracting actionable intelligence for informed strategies. Machine learning algorithms can uncover hidden correlations within the categories, enabling more accurate forecasting and proactive decision-making. This integration improves Quad Chart analysis and empowers organisations with AI-driven strategic planning and insights.

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Quadrant Analysis For Strategic Decision Making

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The Quadrant, often referred to as a 2×2 matrix, is one of the most flexible and powerful tools for driving innovative solutions and guide strategic decision making in meetings.

MeetingSift powers collaboration with customized quadrant analysis for strategic meetings, helping groups efficiently and effectively assess complex situations to make better decisions. Meeting participants’ provide individual assessments of each item or option, which is aggregated and presented visually in real-time. By mapping items directly into business driver quadrants, the graphed results focus team discussions on the most relevant issues and options.

Examples of Effective Quadrant Designs

Quadrants are very versatile as they can be designed with different goals and situations in mind. They consist of two axis, representing a set of conflicting interests or aspects, forming a table with four cells. The labels of the axis and the cells depends on the purpose of the quadrant analysis.

The following are a couple of examples of tried and tested Quadrant designs: the Urgent vs Important Quadrant and the Effort vs Impact Quadrant.

Urgent vs Important Quadrant

Former US President Eisenhower is known to have said: “What is important is seldom urgent and what is urgent is seldom important.” This is reflected in a popular quadrant design, often referred to as “The Eisenhower Matrix”, used to effectively prioritize tasks according to their urgency and importance.

The Urgent vs Important Quadrant will let your group take a list of tasks and quickly identify which ones they collectively deem as both urgent and important. These are the tasks that should be prioritized the highest, and get done right away.

Tasks that are deemed to be important, but not urgent, are strategic tasks you should schedule enough time to plan for and execute later. Tasks that are urgent, but not important should be re-assessed, and if still deemed urgent, they can be delegated to others. Tasks that are neither urgent nor important are not very productive or useful tasks, and should either be deleted or be addressed at a later time.

Effort vs Impact Quadrant

Another very useful quadrant type is the Effort vs Impact Quadrant, which helps you prioritize projects and initiatives based on their predicted effort and impact.

Group members assess a list of projects and initiatives according to how much effort they think they will require, and how much impact they will have on the overall organization or product.

Projects that are deemed to require low effort, but have high impact, are identified as “Quick Wins” that should be pursued.

Other projects that will have high impact, but are deemed to also require high effort, are labelled “Major Projects”. These need significant focus and resources, so it is recommended to only focus on one or a couple major projects at the time.

Projects that requires low effort, and results in low impact, are labelled “Fill in Jobs”, and should be done mainly if they have some tactical impact over time.

Finally, projects that requires high effort but have low impact are labelled “Thankless Tasks” and are often not worth the effort it takes to do them.

Quadrant Analysis Example

To demonstrate how Quadrants are used, here’s a simple and fun Quadrant analysis example for making a group decision on which fruit to buy.

Use Different Quadrants to Examine the Problem Further

If looking at our fruit options’ sweetness and how easy they are to eat isn’t enough to help us make our fruit decision, we can use additional aspects to examine the options further. This time we design a Quadrant with the axis addressing size and costs, so we can see the situation from a different angle.

Depending on the complexity of the situation or problem at hand, and which interests and aspects are important to our decision making process, we can design and use as few or as many Quadrants we need.

MeetingSift’s Flexible Quadrant Activity

Design your own quadrants.

In addition to offering templates for tried and tested Quadrant types, like the examples above, MeetingSift lets you design your own custom Quadrants to fit your goals and needs.

Designing good and meaningful Quadrants can be a little challenging, so we recommend starting out using some of MeetingSift’s predefined Quadrant types before you endeavor to build your own. When designing a custom Quadrant it is important to remember that Quadrants are formed by two axis representing a set of potentially conflicting interests or aspects. You might want to brainstorm ahead of time with your team to identify what interests are applicable for the given problem you want to address.

Link Brainstorms and Quadrants

MeetingSift’s linked activities lets you link Brainstorms to Quadrants, so that your meeting participants can brainstorm the issues you want to place in your quadrant. For example, you can use a Brainstorm activity to have your group brainstorm tasks to address over the next week, then link this to a Urgency vs Importance Quadrant activity where they can collectively identify which of the tasks to prioritize highest.

Since you can design the focus of both the Brainstorm and the Quadrant activity, you can use MeetingSift to guide your meeting participants through innovation and strategic decision making processes on any topic.

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Send meeting invitations with meetingsift, capture meeting minutes & task assignments, create or import slides to go with your activities, linked activities – take your group from ideas to decision, brainstorm – capture & visualize ideas as word clouds, evaluate & compare – collaboratively evaluate competing options, how to run team building meetings, how to run innovation meetings, how to run status update meetings, how to run successful meetings, how to run information sharing meetings, how to run decision making meetings, how to run problem solving meetings, how to have more productive meetings, how to deal with individuals dominating meetings, how great leaders inspire action, how to get honest feedback at meetings, how meeting minutes can up your meeting game, how to choose the perfect icebreaker activity, how to get a tough crowd to support a new idea, how to create an effective meeting agenda, how to crowdsource your meeting, dika: data, information, knowledge, action, how to facilitate better brainstorming sessions, how to run lean meetings, end your meetings with a closing round, meeting warm up, keep your meetings short, have clear meeting goals, formulating questions for group discussions, got a one-on-one meeting make it a walking meeting.

MeetingSift's easy to use collaboration platform for meetings helps you run more productive meetings, with higher engagement, better decision making, and more consistent follow up.

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Simplifying Complexity: How the Four Fields Matrix Reshapes Thinking

3 MINUTES READ

Also known as Four Quadrant Matrix, Four Celled Matrix and Two-by-Two Matrix.

The Four-Field Matrix is an effective model for planning, organizing and making decisions. It is a two-dimensional chart that consists of four equal-sized quadrants, each describes a different aspect of information. This model serves as a valuable tool for structuring ideas and information in a logical and systematic manner, providing a structured and visual framework for analysis, prioritization , and decision-making.

Complex problems can be broken down into easier to handle groups by considering the most two important characteristics or criteria. These two criteria are then translated into the coordinates of the X and Y axes, creating a clear and structured framework of four quadrants. These quadrants serve as an effective tool for organizing information at a later stage.

As an illustration, teams may select the most appropriate improvement projects based on two important criteria: project impact and the level of effort required. In their context, these two criteria are more important than other criteria such as cost and time. Subsequently, they will proceed to utilize the matrix and identify which projects deliver greater results relative to the effort required.

Other Scenarios

A four-field matrix can be used in many other scenarios, including but not limited to the following:

To prioritize work and personal activities based on the Eisenhower method .

To evaluate the strategic position of an organization.

To classify stakeholders according to the power they hold and how likely they are to be interested in a project.

To select the appropriate approach or methodology for problem solving and process improvement.

A four-field matrix is commonly used in various scenarios. It helps manage priorities by comparing value to effort, impact to difficulty, or enjoyment to purpose. In marketing, it is often used in product portfolio management to analyze market share and potential growth. It is also used in evaluating marketing campaigns by assessing their impact in relation to timing.

Example – Digital Marketing Ideas

In this example, a team worked together to generate ideas for enhancing digital marketing strategies within a company based on two criteria: cost and relevancy.

Wrapping Up

This article explores the effectiveness of the four-field matrix, also known as the four quadrant matrix. This two-dimensional model helps structuring ideas, simplifying complex problems, and aligning teams and stakeholders around common objectives and evaluation criteria.

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35 problem-solving techniques and methods for solving complex problems

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How do you identify problems?

How do you identify the right solution.

Tips for more effective problem-solving

Complete problem-solving methods

Problem-solving techniques to identify and analyze problems
Problem-solving techniques for developing solutions

Problem-solving warm-up activities

Closing activities for a problem-solving process.

Before you can move towards finding the right solution for a given problem, you first need to identify and define the problem you wish to solve.

Here, you want to clearly articulate what the problem is and allow your group to do the same. Remember that everyone in a group is likely to have differing perspectives and alignment is necessary in order to help the group move forward.

Identifying a problem accurately also requires that all members of a group are able to contribute their views in an open and safe manner. It can be scary for people to stand up and contribute, especially if the problems or challenges are emotive or personal in nature. Be sure to try and create a psychologically safe space for these kinds of discussions.

Remember that problem analysis and further discussion are also important. Not taking the time to fully analyze and discuss a challenge can result in the development of solutions that are not fit for purpose or do not address the underlying issue.

Successfully identifying and then analyzing a problem means facilitating a group through activities designed to help them clearly and honestly articulate their thoughts and produce usable insight.

With this data, you might then produce a problem statement that clearly describes the problem you wish to be addressed and also state the goal of any process you undertake to tackle this issue.

Finding solutions is the end goal of any process. Complex organizational challenges can only be solved with an appropriate solution but discovering them requires using the right problem-solving tool.

After you’ve explored a problem and discussed ideas, you need to help a team discuss and choose the right solution. Consensus tools and methods such as those below help a group explore possible solutions before then voting for the best. They’re a great way to tap into the collective intelligence of the group for great results!

Remember that the process is often iterative. Great problem solvers often roadtest a viable solution in a measured way to see what works too. While you might not get the right solution on your first try, the methods below help teams land on the most likely to succeed solution while also holding space for improvement.

Every effective problem solving process begins with an agenda . A well-structured workshop is one of the best methods for successfully guiding a group from exploring a problem to implementing a solution.

In SessionLab, it’s easy to go from an idea to a complete agenda . Start by dragging and dropping your core problem solving activities into place . Add timings, breaks and necessary materials before sharing your agenda with your colleagues.

The resulting agenda will be your guide to an effective and productive problem solving session that will also help you stay organized on the day!

Tips for more effective problem solving

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

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

Clearly define the problem

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

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

Don’t jump to conclusions

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

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

Try different approaches

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

Don’t take it personally

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

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

Get the right people in the room

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

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

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

Document everything

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

Bring a facilitator

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

Develop your problem-solving skills

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

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

Design a great agenda

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

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

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

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

Six Thinking Hats
Lightning Decision Jam
Problem Definition Process
Discovery & Action Dialogue

Design Sprint 2.0

Open Space Technology

1. Six Thinking Hats

Individual approaches to solving a problem can be very different based on what team or role an individual holds. It can be easy for existing biases or perspectives to find their way into the mix, or for internal politics to direct a conversation.

Six Thinking Hats is a classic method for identifying the problems that need to be solved and enables your team to consider them from different angles, whether that is by focusing on facts and data, creative solutions, or by considering why a particular solution might not work.

Like all problem-solving frameworks, Six Thinking Hats is effective at helping teams remove roadblocks from a conversation or discussion and come to terms with all the aspects necessary to solve complex problems.

2. Lightning Decision Jam

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

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

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

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

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

Lightning Decision Jam (LDJ) #action #decision making #problem solving #issue analysis #innovation #design #remote-friendly The problem with anything that requires creative thinking is that it’s easy to get lost—lose focus and fall into the trap of having useless, open-ended, unstructured discussions. Here’s the most effective solution I’ve found: Replace all open, unstructured discussion with a clear process. What to use this exercise for: Anything which requires a group of people to make decisions, solve problems or discuss challenges. It’s always good to frame an LDJ session with a broad topic, here are some examples: The conversion flow of our checkout Our internal design process How we organise events Keeping up with our competition Improving sales flow

3. Problem Definition Process

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

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

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

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

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

4. The 5 Whys

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

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

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

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

5. World Cafe

World Cafe is a simple but powerful facilitation technique to help bigger groups to focus their energy and attention on solving complex problems.

World Cafe enables this approach by creating a relaxed atmosphere where participants are able to self-organize and explore topics relevant and important to them which are themed around a central problem-solving purpose. Create the right atmosphere by modeling your space after a cafe and after guiding the group through the method, let them take the lead!

Making problem-solving a part of your organization’s culture in the long term can be a difficult undertaking. More approachable formats like World Cafe can be especially effective in bringing people unfamiliar with workshops into the fold.

World Cafe #hyperisland #innovation #issue analysis World Café is a simple yet powerful method, originated by Juanita Brown, for enabling meaningful conversations driven completely by participants and the topics that are relevant and important to them. Facilitators create a cafe-style space and provide simple guidelines. Participants then self-organize and explore a set of relevant topics or questions for conversation.

6. Discovery & Action Dialogue (DAD)

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

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

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

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

7. Design Sprint 2.0

Want to see how a team can solve big problems and move forward with prototyping and testing solutions in a few days? The Design Sprint 2.0 template from Jake Knapp, author of Sprint, is a complete agenda for a with proven results.

Developing the right agenda can involve difficult but necessary planning. Ensuring all the correct steps are followed can also be stressful or time-consuming depending on your level of experience.

Use this complete 4-day workshop template if you are finding there is no obvious solution to your challenge and want to focus your team around a specific problem that might require a shortcut to launching a minimum viable product or waiting for the organization-wide implementation of a solution.

8. Open space technology

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

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

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

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

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

Techniques to identify and analyze problems

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

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

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

Let’s take a look!

The Creativity Dice
Fishbone Analysis
Problem Tree
SWOT Analysis
Agreement-Certainty Matrix
The Journalistic Six
LEGO Challenge
What, So What, Now What?
Journalists

Individual and group perspectives are incredibly important, but what happens if people are set in their minds and need a change of perspective in order to approach a problem more effectively?

Flip It is a method we love because it is both simple to understand and run, and allows groups to understand how their perspectives and biases are formed.

Participants in Flip It are first invited to consider concerns, issues, or problems from a perspective of fear and write them on a flip chart. Then, the group is asked to consider those same issues from a perspective of hope and flip their understanding.

No problem and solution is free from existing bias and by changing perspectives with Flip It, you can then develop a problem solving model quickly and effectively.

Flip It! #gamestorming #problem solving #action Often, a change in a problem or situation comes simply from a change in our perspectives. Flip It! is a quick game designed to show players that perspectives are made, not born.

10. The Creativity Dice

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

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

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

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

11. Fishbone Analysis

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

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

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

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

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

12. Problem Tree

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

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

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

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

13. SWOT Analysis

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

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

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

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

14. Agreement-Certainty Matrix

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

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

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

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

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

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

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

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

16. Speed Boat

To continue with our nautical theme, Speed Boat is a short and sweet activity that can help a team quickly identify what employees, clients or service users might have a problem with and analyze what might be standing in the way of achieving a solution.

Methods that allow for a group to make observations, have insights and obtain those eureka moments quickly are invaluable when trying to solve complex problems.

In Speed Boat, the approach is to first consider what anchors and challenges might be holding an organization (or boat) back. Bonus points if you are able to identify any sharks in the water and develop ideas that can also deal with competitors!

Speed Boat #gamestorming #problem solving #action Speedboat is a short and sweet way to identify what your employees or clients don’t like about your product/service or what’s standing in the way of a desired goal.

17. The Journalistic Six

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

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

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

18. LEGO Challenge

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

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

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

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

19. What, So What, Now What?

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

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

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

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

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

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

20. Journalists

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

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

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

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

Problem-solving techniques for developing solutions

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

Use these problem-solving techniques when you want to help your team find consensus, compare possible solutions, and move towards taking action on a particular problem.

Improved Solutions
Four-Step Sketch
15% Solutions
How-Now-Wow matrix
Impact Effort Matrix

21. Mindspin

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

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

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

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

22. Improved Solutions

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

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

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

23. Four Step Sketch

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

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

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

24. 15% Solutions

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

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

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

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

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

25. How-Now-Wow Matrix

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

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

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

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

26. Impact and Effort Matrix

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

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

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

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

27. Dotmocracy

If you’ve followed each of the problem-solving steps with your group successfully, you should move towards the end of your process with heaps of possible solutions developed with a specific problem in mind. But how do you help a group go from ideation to putting a solution into action?

Dotmocracy – or Dot Voting -is a tried and tested method of helping a team in the problem-solving process make decisions and put actions in place with a degree of oversight and consensus.

One of the problem-solving techniques that should be in every facilitator’s toolbox, Dot Voting is fast and effective and can help identify the most popular and best solutions and help bring a group to a decision effectively.

Dotmocracy #action #decision making #group prioritization #hyperisland #remote-friendly Dotmocracy is a simple method for group prioritization or decision-making. It is not an activity on its own, but a method to use in processes where prioritization or decision-making is the aim. The method supports a group to quickly see which options are most popular or relevant. The options or ideas are written on post-its and stuck up on a wall for the whole group to see. Each person votes for the options they think are the strongest, and that information is used to inform a decision.

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

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

Check-in/Check-out
Doodling Together
Show and Tell
Constellations
Draw a Tree

28. Check-in / Check-out

Solid processes are planned from beginning to end, and the best facilitators know that setting the tone and establishing a safe, open environment can be integral to a successful problem-solving process.

Check-in / Check-out is a great way to begin and/or bookend a problem-solving workshop. Checking in to a session emphasizes that everyone will be seen, heard, and expected to contribute.

If you are running a series of meetings, setting a consistent pattern of checking in and checking out can really help your team get into a groove. We recommend this opening-closing activity for small to medium-sized groups though it can work with large groups if they’re disciplined!

Check-in / Check-out #team #opening #closing #hyperisland #remote-friendly Either checking-in or checking-out is a simple way for a team to open or close a process, symbolically and in a collaborative way. Checking-in/out invites each member in a group to be present, seen and heard, and to express a reflection or a feeling. Checking-in emphasizes presence, focus and group commitment; checking-out emphasizes reflection and symbolic closure.

29. Doodling Together

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

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

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

30. Show and Tell

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

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

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

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

31. Constellations

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

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

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

32. Draw a Tree

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

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

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

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

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

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

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

One Breath Feedback
Who What When Matrix
Response Cards

How do I conclude a problem-solving process?

All good things must come to an end. With the bulk of the work done, it can be tempting to conclude your workshop swiftly and without a moment to debrief and align. This can be problematic in that it doesn’t allow your team to fully process the results or reflect on the process.

At the end of an effective session, your team will have gone through a process that, while productive, can be exhausting. It’s important to give your group a moment to take a breath, ensure that they are clear on future actions, and provide short feedback before leaving the space.

The primary purpose of any problem-solving method is to generate solutions and then implement them. Be sure to take the opportunity to ensure everyone is aligned and ready to effectively implement the solutions you produced in the workshop.

Remember that every process can be improved and by giving a short moment to collect feedback in the session, you can further refine your problem-solving methods and see further success in the future too.

33. One Breath Feedback

Maintaining attention and focus during the closing stages of a problem-solving workshop can be tricky and so being concise when giving feedback can be important. It’s easy to incur “death by feedback” should some team members go on for too long sharing their perspectives in a quick feedback round.

One Breath Feedback is a great closing activity for workshops. You give everyone an opportunity to provide feedback on what they’ve done but only in the space of a single breath. This keeps feedback short and to the point and means that everyone is encouraged to provide the most important piece of feedback to them.

One breath feedback #closing #feedback #action This is a feedback round in just one breath that excels in maintaining attention: each participants is able to speak during just one breath … for most people that’s around 20 to 25 seconds … unless of course you’ve been a deep sea diver in which case you’ll be able to do it for longer.

34. Who What When Matrix

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

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

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

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

35. Response cards

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

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

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

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

Save time and effort discovering the right solutions

A structured problem solving process is a surefire way of solving tough problems, discovering creative solutions and driving organizational change. But how can you design for successful outcomes?

With SessionLab, it’s easy to design engaging workshops that deliver results. Drag, drop and reorder blocks to build your agenda. When you make changes or update your agenda, your session timing adjusts automatically , saving you time on manual adjustments.

Collaborating with stakeholders or clients? Share your agenda with a single click and collaborate in real-time. No more sending documents back and forth over email.

Explore how to use SessionLab to design effective problem solving workshops or watch this five minute video to see the planner in action!

Over to you

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

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

thank you very much for these excellent techniques

Certainly wonderful article, very detailed. Shared!

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

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Useful resources

Get Ready to Negotiate: the Four Quadrants (tool #1)

It is often said that a good negotiator is the one who is capable of turning a win-lose situation into a win-win situation. The only way to do so is generating fresh ideas and options which could at least partially satisfy the interests of the parties. However, reaching this goal is extremely difficult, for negotiations are usually characterized by objective (e.g., time constraints, difficult procedures) and subjective (e.g., strong feelings and emotions, misperceptions) obstacles. In order to overcome these obstacles, it is of the utmost importance to get ready for the negotiation. In this post, and in another one that will be online next week/tomorrow, two tools are introduced. They are taken from a great book, Beyond Machiavelli , written by Roger Fisher (founder of the Harvard Negotiation Project and co-author of Getting to Yes ), Elizabeth Kopelman, and Andrea Kupfer Schneider. Check it out on Amazon to have more information on the negotiation tools, on how to use them, and on many other interesting ideas they put forth.

The first tool is the Four Quadrants. Before sitting at the negotiating table, try and think analytically and go through with the four categories shown in the chart below. According to the authors of Beyond Machiavelli , “a Four-Quadrant Analysis encourages systematic yet creative problem-solving.”

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Picking the Best Approach for the Problem at Hand

Published: February 26, 2010 by Jason Oates

As more organizations expand their efforts into multiple process improvement methodologies, choosing the methodology to solve a particular problem can be as difficult as solving the actual problem. While simply using a problem solving methodology significantly increases the success rate of a project, choosing the correct methodology optimizes the solution process to achieve the best result.

A simple tool, adapted from a marketing concept called a positioning map, can help practitioners choose the best methodology.

A Lesson from Marketing

In marketing, after segmenting a market and then targeting a consumer, the next step is to position a product within that market. When choosing a process improvement methodology, the process is much the same. First, practitioners scope the project. Then, they target the specific problem to address. The final step is choosing the best methodology to solve the problem.

When using a positioning map, marketers plot products or services in one of four quadrants so they can compare and contrast them. The map helps them evaluate the perceived attributes of their product or service, and address the reasoning for their placement of the product or service in the marketplace. This same process also is useful in choosing a problem solving methodology, as well as in allocating the appropriate resources to achieve a balance within an organization. Projects can be plotted in one of four quadrants in a positioning map, which correspond to four process improvement methodologies or roadmaps.

Using a Positioning Map

The practice of using a positioning map begins with drawing a Cartesian coordinate system and labeling each axis with the two attributes for comparison. For the process improvement methodology selection process, the two axis labels used are “Essential to the Process” and “Customer Value” (Figure 1).

The first step in using the positioning map is completing an internal-focused assessment, where practitioners determine if a potential project is essential to the process. This may mean challenging the design and methods of executing the current process steps.

When conducting this analysis exercise, it is useful to involve the process experts and others in the organization who know the history of the process. These individuals can greatly assist with answering “Why?” questions about the process. They also can assist in giving background information and documentation.

The ranking of projects in relation to the vertical axis, Customer Value, focuses on how the process output corresponds with the demands and desires of the customer. This is an external-focused assessment that makes an effort to position projects in relation to the customers’ requirements. Because this assessment focuses on the customer, using members of the marketing and sales groups within the organization is highly recommended.

The next phase in using the positioning map is to place the potential projects on the map in the area that corresponds to their relationship with the two axes (Figure 2). Process steps that are both value added to the customer and essential to the process are candidates for improvement or optimiatzation, while those that are value added but not essential to the process should be considered for redesign, and those that are non value added but essential to the process should be minimized or opted-out. Steps that are not value added and not essential to the process should be eliminated. Practitioners should evaluate their initial placement and ensure the intent of the improvement opportunity is met.

Meaning Behind the Quadrants

After practitioners agree to the placement of the projects on the positioning map, they can assign process improvement methodologies to each project in relation to the corresponding quadrant of the positioning map. The Lean methodology is used to address projects focused on non-essential and non-value-adding steps. Projects that focus on steps that are non-essential but value-adding to the customer should use a design improvement methodology such as Design for Six Sigma or TRIZ. Projects focused on improving essential and value-adding processes should be run using the traditional Six Sigma DMAIC methodology. Finally, projects focused on essential but non-value-adding processes should be completed using a combination of the Lean and DMAIC methodologies. In these projects the Lean tools help to eliminate the waste and the DMAIC tools help to optimize the performance of the process (Figure 3).

Agree on the Next Move

One key point to remember is that a positioning map is based on the perception of the group using the tool. Because perceptions are different from person to person and group to group, opinions on choosing an improvement methodology will also differ. But there should be similarities and eventual agreement.

Choosing the correct process improvement methodology is not a difficult task for full-time Six Sigma practitioners, but for other members of project prioritization teams, it is often an obstacle that takes up valuable time and energy. The positioning map is one tool that helps address this issue.

About the Author

Jason Oates

Benefits of Whole Brain® Thinking
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The Whole Brain® Thinking Methodology

The most advanced system ever developed to measure and define cognitive diversity.

The Whole Brain® Thinking methodology is a powerful, science-backed operating system for decoding and harnessing the cognitive diversity of individuals, teams, and organizations. This methodology is the basis of the HBDI® assessment and the tools that leverage the language and insight for scalable applications of all learning.

We all have access to our Whole Brain® and are constantly activating many different areas simultaneously. During our lives, our brains naturally develop patterns as we learn and engage with the world. Our thinking patterns ultimately emerge as preferences — and the Whole Brain® Model decodes what that means for you and your team.

The Whole Brain® Model is a metaphor for how we think. But it’s also a practical approach to observing and describing our thinking preferences — and the preferences of those around us. Equipped with this knowledge and language, you, your team, and your organization can unlock better thinking, performance, and results.

The Whole Brain® Model benefits workplaces at three levels:

You understand your thinking preferences and how to apply that knowledge to improve your problem-solving, decision-making, communication, productivity, and well-being.
Teams build a common language to frame their approach to cognitive diversity, which improves communication, team effectiveness, engagement, trust, and psychological safety.
Organizations leverage thinking preferences via the common language and tools to increase organizational effectiveness, develop and retain top talent, increase revenue, and spur collaboration and innovation.

What Is Whole Brain® Thinking?

Each of us has preferred methods and modes for navigating the world — from which hand is dominant to how we make sense of the world around us. Our thinking preferences affect where our attention and energy is directed and how we process information. The Whole Brain® Thinking model provides a road map for understanding your thinking preferences and other people’s. That self-awareness allows you to move beyond your preferred thinking when the situation requires — giving you specific tools and stretching you into the practice of Whole Brain® Thinking. Everyone has access to every thinking preference, even those they don’t prefer or gravitate toward. ‌The Whole Brain® model helps us understand what we prefer and prioritize in our thinking, which informs our behavior. But to fully comprehend how this framework can benefit you, your team, and your organization, it is necessary to have a deeper understanding of the components that make up the model.

The 4 Quadrants of the Whole Brain® Model

The Whole Brain® Thinking model is based on four thinking preferences and each is assigned a quadrant. Each quadrant is different but equally important — no one thinking preference is “right” or better than another.

The best part? Everyone has aptitude and potential in each thinking preference quadrant, and no quadrant is considered better than any other. You simply require the tools and resources to unlock all four quadrants in your thinking.

Upper Left Blue A Quadrant: Analytical

Thinks things through logically and methodically; good at problem-solving and making decisions.
Color significance: Blue — clear and to the point.
The upper left A quadrant typifies logical processing. The color chosen to represent this quadrant is cerulean blue — clear and to the point.

Lower Left Green B Quadrant: Practical

Applies knowledge to real-world situations; adept at organizing, planning, taking action, and managing.
Color significance: Green — grounded and pragmatic.
The lower left B quadrant typifies structured and organized thinking. The color chosen to represent this quadrant is green, suggesting groundedness.

Lower Right Red C Quadrant: Relational

Very expressive, Interacts well with others, and fosters relationships; effective at communicating and collaborating.
Color significance: Red — emotional and warm.
The lower right C quadrant typifies emotional, feeling, and interpersonal orientations. The color chosen to represent this quadrant is red because of the emotional passion implied.

Upper Right Yellow D Quadrant: Innovative

Thinks creatively and is open to trying new things; loves concepts, generates new ideas, and envisions the big picture.
Color significance: Yellow — vibrancy and energy.
The upper right D quadrant typifies imaginative qualities. The color chosen to represent this quadrant is yellow because of that color’s vibrancy.

We use all four quadrants of our Whole Brain® in our daily lives, although most of us feel more comfortable with certain thinking than others. Measuring the degree of those preferences is the foundation of the Herrmann Brain Dominance Instrument® (HBDI®).

Left Brain/Right Brain vs. Whole Brain® Thinking

Whole Brain® Thinking isn't the same as the left brain/right brain model you might be familiar with. The concept of the left brain/right brain is inaccurate in depicting how the brain works. The left and right hemispheres are interconnected — in other words, we're “hardwired” to be whole-brained. The Whole Brain® Model doesn't categorize people as right- or left-brained thinkers. Instead, it plots thinking preferences on four scales — analytical, practical, relational, and experimental. These scales are derived from combinations along two underlying axes: rational versus intuitive thinking and intellectual versus instinctive thinking.

What Is the HBDI®?

The HBDI® assessment is a popular tool for understanding individual thinking preferences, used by over 4 million people in more than 60 countries worldwide. It is considered one of the most comprehensive and practical assessments available. Fortune 100 organizations have utilized the HBDI® assessment, which has also been translated into more than 25 different languages. The HBDI® is a thinking-preferences assessment based on the Whole Brain® Thinking model that reveals your natural problem-solving, communication, and decision-making preferences. The HBDI® measures an individual’s degree of preference across the four quadrants of Whole Brain® Thinking and uncovers clusters of preferences. Your HBDI® profile provides an accessible way to understand your thinking preferences and decode your preferred thinking clusters. With this knowledge, you can examine how those preferences affect your choices and effectiveness — and how they differ from those of the people you live, work, and interact with.

How Were Whole Brain® Thinking and the HBDI® Developed?

Whole Brain® Thinking was developed in the workplace, for the workplace. During his time as management education leader at General Electric, Ned Herrmann became interested in the effects of thinking styles and preferences on management and leadership development. Based on extensive research, Herrmann concluded that the brain can be divided (metaphorically) into four quadrants. Each is associated with different thinking, decision-making, and problem-solving preferences. Based on his Whole Brain® Thinking model, Herrmann developed a series of questions to identify a person's dominant thinking style and degrees of preference across quadrants. These questions became the basis for the HBDI®. At Herrmann, we’ve always believed that cognitive diversity has a significant impact on how people manage and lead — and our research has borne out that truth time and time again. Today, more than four decades of research and innovation stand behind the validity of the Whole Brain® Thinking model and the HBDI®. What started as a traditional pencil-and-paper assessment has become a comprehensive talent intelligence platform. The Herrmann platform provides lasting value through cutting-edge insights into your team’s thinking preferences and guidance for making the most of cognitive differences. When everyone on your team actively applies Whole Brain® Thinking with the help of Certified Practitioners and Whole Brain® Champions , you create a community of self-aware, self-reflective thinkers. From greater productivity to improved retention, applying Whole Brain® Thinking through Herrmann’s complete platform gives you the power to transform your workplace and drive business results.

Is There an Ideal HBDI®?

No. The HBDI® is an assessment — not a test — and preferences are just that, a preference we measure in degree: low, medium, and high. There are no right or wrong answers. There's no such thing as a good, bad, right, or wrong profile. The HBDI® reveals your thinking preferences and what gives you energy, and what does not. A higher score in a quadrant indicates you’re more likely to prefer tasks requiring that thinking. For example, if you score high in the analytical thinking quadrant, you likely prefer tasks that require logical reasoning and problem-solving. The HBDI® profile is a tool to help you ‌understand your strengths, challenges, preferences, and areas you might avoid. The HBDI® also helps you understand where your colleagues stand. From there, you can develop strategies and habits to exercise your skills in lower-preference areas. With the HBDI® as a jumping-off point, Herrmann’s platform applies the Whole Brain® Thinking methodology with many supporting tools to help you create a common language within your organization. Better understand your thinking, create new habits, and widen your lens so you and your team can learn to bring your Whole Brain® to work.

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A problem-solving model that actually solves problems

by Lindsy Carpenter | Aug 15, 2017 | Insights | 0 comments

Editor’s note: Those who have participated in our Certified Manager of Housing or Certified Manager of Senior Housing programs are familiar with NCHM’s Four Quadrant Model — a simple yet effective tool for identifying and solving operational problems. When a recent participant asked us for permission to translate the model into Cantonese for her Chinese-American staff, we were intrigued. Below, Lindsy Carpenter, Chief Operating Officer for the YWCA San Francisco & Marin, tells her story.

I’m here to tell you a story about something that worked – and in a time when there’s more to be done than time to do it, finding things that work is like finding a golden ticket. I was a skeptic, and then a convert, and that’s why I’m sharing my story with you now.

When I was first presented with NCHM’s Four Quadrant Model at the Certified Manager of Senior Housing training, my gut cried out, “Another non-profit model! More navel-gazing!” Having been in the nonprofit world for a while, I know how consultants love their models and how hard it is to get those models to translate into something a team would actually find useful. They make for a great presentation to your Board of Directors, but it can be a different story when you try to use it “on the ground.” To top it off, the staff on my team come from different cultural backgrounds and have varying linguistic capabilities, which led me to wonder if NCHM’s model could cut across culture and language. Was this model for real?

I had a healthy amount of skepticism when we started our classroom exercise at CMSH, but man was I wrong. It was a great experience practicing the model with my classmates and discovering how much potential this tool had. I brought it to my onsite apartments team a few months later. We were trying to improve our annual unit inspection process, which involved everyone in some way — and which no one liked. I walked the team through the model and got us started on Quadrant One: measuring existing results. Everyone had LOTS to say about what wasn’t working, and it was a mini-bonding experience to just vent collectively. Then, we moved on to Quadrant Two: identifying underlying causes. It was especially helpful to distinguish between causes we brought upon ourselves versus causes that had to do with non-staff; it helped us think about the problem differently. Next, we moved on to Quadrant Three: establishing achievable, measurable goals for the future. It took more time to agree on this, but allowed us to have an honest discussion about what we needed versus what was nice to have, and to find places where we could compromise or help each other think about things in a different way. Finally, in Quadrant Four, we talked about what it would take to get it all done. We turned that into a checklist of next steps, and we were all so proud of ourselves at the end of the exercise because it felt realistic, like something that would actually solve the most important problems.

I am happy to report that we continue to make progress toward our goal of improving the annual unit inspection process. Despite my initial skepticism, the Four Quadrant Model has proven to be that rarest of things: a problem-solving model that actually solves problems!

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Guide: Impact and Effort Matrix

Daniel Croft

Daniel Croft is an experienced continuous improvement manager with a Lean Six Sigma Black Belt and a Bachelor's degree in Business Management. With more than ten years of experience applying his skills across various industries, Daniel specializes in optimizing processes and improving efficiency. His approach combines practical experience with a deep understanding of business fundamentals to drive meaningful change.

Last Updated: June 7, 2023
Learn Lean Sigma

Utilizing the Impact and Effort Matrix, you can evaluate tasks, projects, or ideas according to their impact and effort. You can find high-impact, low-effort activities and make effective decisions by plotting them on a matrix. With the help of this manual, you can efficiently prioritize your tasks and increase productivity by following the step-by-step instructions to create an Impact and Effort Matrix.

The Impact and Effort Matrix, also known as a Prioritization Matrix or Urgent-Important Matrix is a decision-making tool that is in the form of a 4 Box grid or 2×2 Grid.

The matrix has two axes, which represent:

Impact: The potential positive impact or value a task or project could have to the business, process or project.
Effort: The amount of effort in terms of work, resources, or complexity required to complete the task or project.

Components of the Matrix

Quadrant 1: high impact, low effort (quick wins).

These are the low-hanging fruits—tasks that are relatively easy to complete but have a significant positive impact. These should be your immediate focus.

Quadrant 2: High Impact, High Effort (Major Projects)

These tasks offer great returns but are resource-intensive. They often require detailed planning, and maybe even a dedicated team, to execute effectively, these would most likely form their own project.

Quadrant 3: Low Impact, Low Effort (Fill-Ins)

Tasks in this quadrant aren’t urgent or highly impactful, but they’re easy to achieve. These are good fill-in tasks for when teams have extra time or resources.

Quadrant 4: Low Impact, High Effort (Thankless Tasks)

These are tasks or projects that require a lot of resources but offer little in return. It’s generally advisable to either re-evaluate or avoid these tasks altogether.

The concept has similarities to the Pareto principle (80/20 rule) which suggests that 80% of the impact comes from 20% of the effort. In the context of Lean Six Sigma, the impact/effort matrix is regularly used in the “Analyze” and “Improve” phases to decide which problems to solve first and which solutions to implement.

Step-by-Step guide to Impact and Effort Matrix

Creating an Impact and Effort Matrix is a simple process but one that requires thoughtful consideration. Here’s a step by step guide to follow the process:

Step 1: List all tasks or Project You Want to Prioritize

Create a complete list of all the tasks, project or activities that you are wanting to prioritize. You may already have this list or you could work with a cross-functional team to conduct a brainstorming session to compile the list.

Step 2: Rate the Impact and Effort

Now that you have a list of actions, tasks or projects etc. to prioritize the next step is to quantify the “Impact” and “Effort” of each task so that they can be plotted on the matrix. These are usually rated on a numerical scale such as 1-5 or 1-10. We find the 1-10 scale gives more flexability in scoring. However, you could also fine with a choice of too many numbers more discussion between the team of the number and have hesitation such as “is it a 5 or is it a 6?” Where as 1-5 scale is a bit more clear in terms of high, medium, and low.

When scoring the impact ensure to consider the financial benefits, customer satisfaction and alignment to the businesses goals. When scoring the effort make sure you consider the time taken, human resources needed and budget that each task will require.

Step 3: Plot the Matrix

The next step is to visualize the rated list and compare the balance between impact and effort. This can be done by drawing 2×2 Grid or using a template. A method where you can adjust the results is recommended as you may score tasks you want to adjust later in the process. For example if you score something with a high impact early in the process you my find something later on the list actually has a higher impact and may therefore need to downgrade a task. Therefore an editable digital file or sticky notes on paper are useful.

High Impact, Low Effort: Tasks in this quadrant are your “Quick Wins”.
High Impact, High Effort: These are your “Major Projects”.
Low Impact, Low Effort: These are “Fill-Ins”.
Low Impact, High Effort: These are “Thankless Tasks”.

Step 4: Analyze and Prioritize

The next step is to identify which tasks should be prioritized or deprioritized based on their placement on the matrix. Examine the tasks in each quadrant to decide which should be done first, but in general the ones close to the top right which are high impact and low effort should be done first. Conversely, the high effort low impact may not be done at all.

The general rules are:

Start with “Quick Wins” for immediate impact.
Plan for “Major Projects” and allocate resources accordingly.
Use “Fill-Ins” when resources are idle.
Avoid “Thankless Tasks” or consider for elimination.

Step 5: Review and Update

If the activities are ongoing it may be relevant to periodically review and update the matrix over time. Tasks will be completed potential new ones could be added so the matrix would need to be updated to reflect that.

Download Impact and Effort Matrix Template

Feel free to download the premade Impact and effort matrix from our download section to support you with task prioritization.

In conclusion, the Impact and Effort Matrix is an useful tool for making data-driven decisions about task prioritization. By using a simple 2×2 grid, you can visualize and categorize tasks into four quadrants: Quick Wins, Major Projects, Fill-Ins, and Thankless Tasks. This facilitates easy identification of tasks that yield the highest impact with the least effort, thus aligning with principles such as the Pareto 80/20 rule. Regularly updating the matrix ensures it remains a dynamic, relevant tool for effective resource allocation.

Helmke, S., 2022. WHERE DO YOU START WHEN EVERYTHING FEELS URGENT? Use an effort-to-impact matrix. The Learning Professional , 43 (2), pp.72-74.
Ilbahar, E., Kahraman, C. and Cebi, S., 2022. Evaluation of sustainable energy planning scenarios with a new approach based on FCM, WASPAS and impact effort matrix. Environment, Development and Sustainability , pp.1-25.

A: An Impact and Effort Matrix is a visual tool used to assess and prioritize tasks, projects, or ideas based on their potential impact and the effort required to implement them. It helps individuals or teams make informed decisions by evaluating the relationship between impact and effort for each task.

A: An Impact and Effort Matrix works by plotting tasks on a two-dimensional grid. The vertical axis represents the impact, indicating the potential outcome or significance of a task. The horizontal axis represents the effort required, considering factors such as time, resources, expertise, or complexity. By assessing and assigning impact and effort scores, tasks are plotted on the matrix, allowing for visual analysis and prioritization.

A: Using an Impact and Effort Matrix provides several benefits. It helps in identifying high-impact, low-effort tasks that should be prioritized. It promotes objective decision-making based on data-driven evaluations. It facilitates resource allocation by highlighting tasks with the most significant impact. Additionally, it increases efficiency by focusing efforts on tasks that deliver the greatest results.

A: Assessing impact and effort requires careful consideration. To determine impact, define specific criteria aligned with your goals and objectives, such as revenue generation, customer satisfaction, or time savings. Evaluate each task based on these criteria and assign impact scores. For assessing effort, consider factors like time, resources, expertise, and complexity. Assign effort scores based on the relative commitment and resources required for each task.

A: The positions of tasks on the Impact and Effort Matrix indicate their prioritization. Tasks in the top left quadrant (high impact, low effort) should be given the highest priority, as they offer significant impact with minimal effort. Tasks in the bottom right quadrant (low impact, high effort) should be deprioritized or reconsidered. The other two quadrants can be evaluated based on specific circumstances and goals.

A: The Impact and Effort Matrix should be regularly reviewed and updated as new tasks, projects, or information become available. It is recommended to revisit the matrix when there are changes in priorities, goals, or resource availability. By keeping the matrix up-to-date, you ensure that it remains a relevant and effective tool for prioritization and decision-making.

A: The Impact and Effort Matrix can be used for both personal tasks and projects. It is a versatile tool applicable to various scenarios, including personal goal setting, time management, and project planning. Whether you are organizing your daily tasks or managing a complex project, the matrix can help prioritize and allocate your resources efficiently.

Daniel Croft is a seasoned continuous improvement manager with a Black Belt in Lean Six Sigma. With over 10 years of real-world application experience across diverse sectors, Daniel has a passion for optimizing processes and fostering a culture of efficiency. He's not just a practitioner but also an avid learner, constantly seeking to expand his knowledge. Outside of his professional life, Daniel has a keen Investing, statistics and knowledge-sharing, which led him to create the website learnleansigma.com, a platform dedicated to Lean Six Sigma and process improvement insights.

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Article • 6 min read

The TOWS Matrix

Developing strategic options by performing an external-internal analysis.

By the Mind Tools Content Team

TOWS Analysis is an extension of the classic analytics tool, SWOT Analysis.

TOWS and SWOT are acronyms for different arrangements of the words: Strengths, Weaknesses, Opportunities and Threats. But, while SWOT tends to focus on brainstorming all points that fall under these four headings, TOWS takes it to the next step.

You can use both tools in combination to assess and refine your organizational or departmental strategy. You can also use them to think about a process, a marketing campaign, or even your own career.

In this article, we look at the differences between SWOT and TOWS, and how you can use both to assess, refine and improve your current strategy.

What is a TOWS Analysis?

A TOWS analysis is very similar to SWOT. However, there is a key difference between the two, other than a reshuffling of a few letters!

While SWOT analysis, puts the emphasis on the internal environment (your strengths and weaknesses), TOWS forces you to look at your external environment first (your threats and opportunities).

Doing this allows you to gain a better understanding of the strategic choices that you face. (Remember that "strategy" is the art of determining how you'll "win" in business and life.) It helps you ask, and answer, the following questions:

How can we make the most of our strengths?
How do we circumvent our weaknesses?
How can we capitalize on external opportunities?
How should we best manage threats?

Once you've answered these questions, the next step is to match external opportunities and threats with your internal strengths and weaknesses, as illustrated in the matrix below:

TOWS Strategic Alternatives Matrix

How to Use a TOWS Matrix

Step 1: do a swot analysis.

Print off our free SWOT Worksheet and perform a TOWS/SWOT analysis, recording your findings in the space provided. This will help you to understand what your strengths and weaknesses are, as well as identifying the opportunities and threats that you should be looking at.

Step 2: Translate Your Findings Using a TOWS Matrix

Print off our free TOWS Strategic Options Worksheet , and copy the key conclusions from your SWOT Worksheet into the area provided (shaded in blue).

Step 3: Link and Assess Your Strategic Options

For each combination of internal and external environmental factors, consider how you can use them to create good strategic options:

Strengths and Opportunities (SO) – How can you use your strengths to take advantage of these opportunities?
Strengths and Threats (ST) – how can you take advantage of your strengths to avoid real and potential threats?
Weaknesses and Opportunities (WO) – how can you use your opportunities to overcome the weaknesses you are experiencing?
Weaknesses and Threats (WT) – how can you minimize your weaknesses and avoid threats?

The options you identify are your strategic alternatives, and these can be listed in the appropriate quadrant of the TOWS worksheet.

The WT quadrant – weaknesses and threats – is concerned with defensive strategies. Put these into place to protect yourself from loss. However, don't rely on them to create success.

When you have many factors to consider, it may be helpful to construct a matrix to match individual strengths and weaknesses to the individual opportunities and threats you've identified. To do this, you can construct a matrix such as the one below for each quadrant (SO, ST, WO, and WT).

SO Matrix S1S2S3S4O1O2O3O4

This helps you to carry out a detailed analysis of the options that hold the greatest promise. Note any new alternatives you identify on the TOWS Strategic Alternatives worksheet.

Step 4: Evaluate Your Strategic Options

Evaluate the options you've generated, and identify the ones that will have the greatest benefit, and that best achieve the mission and vision of your organization. Add these to the other strategic options that you're considering.

The TOWS Matrix is a relatively simple tool for generating strategic options. It stands for:

O pportunities.
W eaknesses.
S trengths.

It's a variation of SWOT analysis, but differs because SWOT focuses on internal factors (strengths and opportunities), while TOWS focuses on external factors (threats and opportunities).

By using it, you can look intelligently at how you can best take advantage of the opportunities open to you, and minimize any weaknesses that might result in threats. It can also help you to consider how to use the external environment to your strategic advantage and identify some of the strategic options available to you.

Download Worksheet

Weihrich, H. (1982). 'The TOWS matrix – A tool for situational analysis,' Long Range Planning 15(2):54-66. Available here .

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Ieee spectrum, follow ieee spectrum, support ieee spectrum, enjoy more free content and benefits by creating an account, saving articles to read later requires an ieee spectrum account, the institute content is only available for members, downloading full pdf issues is exclusive for ieee members, downloading this e-book is exclusive for ieee members, access to spectrum 's digital edition is exclusive for ieee members, following topics is a feature exclusive for ieee members, adding your response to an article requires an ieee spectrum account, create an account to access more content and features on ieee spectrum , including the ability to save articles to read later, download spectrum collections, and participate in conversations with readers and editors. for more exclusive content and features, consider joining ieee ., join the world’s largest professional organization devoted to engineering and applied sciences and get access to all of spectrum’s articles, archives, pdf downloads, and other benefits. learn more →, join the world’s largest professional organization devoted to engineering and applied sciences and get access to this e-book plus all of ieee spectrum’s articles, archives, pdf downloads, and other benefits. learn more →, access thousands of articles — completely free, create an account and get exclusive content and features: save articles, download collections, and talk to tech insiders — all free for full access and benefits, join ieee as a paying member., ai copilots are changing how coding is taught, professors are shifting away from syntax and emphasizing higher-level skills.

Photo-illustration of a mini AI bot looking at a laptop atop a stock of books, sitting next to human hands on a laptop.

Generative AI is transforming the software development industry. AI-powered coding tools are assisting programmers in their workflows, while jobs in AI continue to increase. But the shift is also evident in academia—one of the major avenues through which the next generation of software engineers learn how to code.

Computer science students are embracing the technology, using generative AI to help them understand complex concepts, summarize complicated research papers, brainstorm ways to solve a problem, come up with new research directions, and, of course, learn how to code.

“Students are early adopters and have been actively testing these tools,” says Johnny Chang , a teaching assistant at Stanford University pursuing a master’s degree in computer science. He also founded the AI x Education conference in 2023, a virtual gathering of students and educators to discuss the impact of AI on education.

So as not to be left behind, educators are also experimenting with generative AI. But they’re grappling with techniques to adopt the technology while still ensuring students learn the foundations of computer science.

“It’s a difficult balancing act,” says Ooi Wei Tsang , an associate professor in the School of Computing at the National University of Singapore . “Given that large language models are evolving rapidly, we are still learning how to do this.”

Less Emphasis on Syntax, More on Problem Solving

The fundamentals and skills themselves are evolving. Most introductory computer science courses focus on code syntax and getting programs to run, and while knowing how to read and write code is still essential, testing and debugging—which aren’t commonly part of the syllabus—now need to be taught more explicitly.

“We’re seeing a little upping of that skill, where students are getting code snippets from generative AI that they need to test for correctness,” says Jeanna Matthews , a professor of computer science at Clarkson University in Potsdam, N.Y.

Another vital expertise is problem decomposition. “This is a skill to know early on because you need to break a large problem into smaller pieces that an LLM can solve,” says Leo Porter , an associate teaching professor of computer science at the University of California, San Diego . “It’s hard to find where in the curriculum that’s taught—maybe in an algorithms or software engineering class, but those are advanced classes. Now, it becomes a priority in introductory classes.”

“Given that large language models are evolving rapidly, we are still learning how to do this.” —Ooi Wei Tsang, National University of Singapore

As a result, educators are modifying their teaching strategies. “I used to have this singular focus on students writing code that they submit, and then I run test cases on the code to determine what their grade is,” says Daniel Zingaro , an associate professor of computer science at the University of Toronto Mississauga . “This is such a narrow view of what it means to be a software engineer, and I just felt that with generative AI, I’ve managed to overcome that restrictive view.”

Zingaro, who coauthored a book on AI-assisted Python programming with Porter, now has his students work in groups and submit a video explaining how their code works. Through these walk-throughs, he gets a sense of how students use AI to generate code, what they struggle with, and how they approach design, testing, and teamwork.

“It’s an opportunity for me to assess their learning process of the whole software development [life cycle]—not just code,” Zingaro says. “And I feel like my courses have opened up more and they’re much broader than they used to be. I can make students work on larger and more advanced projects.”

Ooi echoes that sentiment, noting that generative AI tools “will free up time for us to teach higher-level thinking—for example, how to design software, what is the right problem to solve, and what are the solutions. Students can spend more time on optimization, ethical issues, and the user-friendliness of a system rather than focusing on the syntax of the code.”

Avoiding AI’s Coding Pitfalls

But educators are cautious given an LLM’s tendency to hallucinate . “We need to be teaching students to be skeptical of the results and take ownership of verifying and validating them,” says Matthews.

Matthews adds that generative AI “can short-circuit the learning process of students relying on it too much.” Chang agrees that this overreliance can be a pitfall and advises his fellow students to explore possible solutions to problems by themselves so they don’t lose out on that critical thinking or effective learning process. “We should be making AI a copilot—not the autopilot—for learning,” he says.

“We should be making AI a copilot—not the autopilot—for learning.” —Johnny Chang, Stanford University

Other drawbacks include copyright and bias. “I teach my students about the ethical constraints—that this is a model built off other people’s code and we’d recognize the ownership of that,” Porter says. “We also have to recognize that models are going to represent the bias that’s already in society.”

Adapting to the rise of generative AI involves students and educators working together and learning from each other. For her colleagues, Matthews’s advice is to “try to foster an environment where you encourage students to tell you when and how they’re using these tools. Ultimately, we are preparing our students for the real world, and the real world is shifting, so sticking with what you’ve always done may not be the recipe that best serves students in this transition.”

Porter is optimistic that the changes they’re applying now will serve students well in the future. “There’s this long history of a gap between what we teach in academia and what’s actually needed as skills when students arrive in the industry,” he says. “There’s hope on my part that we might help close the gap if we embrace LLMs.”

How Coders Can Survive—and Thrive—in a ChatGPT World ›
AI Coding Is Going From Copilot to Autopilot ›
OpenAI Codex ›

Rina Diane Caballar is a writer covering tech and its intersections with science, society, and the environment. An IEEE Spectrum Contributing Editor, she's a former software engineer based in Wellington, New Zealand.

Yes! Great summary of how things are evolving with AI. I’m a retired coder (BS comp sci) and understand the fundamentals of developing systems. Learning the lastest systems is now the greatest challenge. I was intrigued by Ansible to help me manage my homelab cluster, but who wants to learn one more scripting language? Turns out ChatGPT4 knows the syntax, semantics, and work flow of Ansible and all I do is tell is to “install log2ram on all my proxmox servers” and I get a playbook that does just that. The same with Docker Compose scripts. Wow.

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