decision making and problem solving topics

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Decision-Making and Problem Solving

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The SkillsYouNeed Guide to Interpersonal Skills

Making decisions and solving problems are two key areas in life, whether you are at home or at work. Whatever you’re doing, and wherever you are, you are faced with countless decisions and problems, both small and large, every day.

Many decisions and problems are so small that we may not even notice them. Even small decisions, however, can be overwhelming to some people. They may come to a halt as they consider their dilemma and try to decide what to do.

Small and Large Decisions

In your day-to-day life you're likely to encounter numerous 'small decisions', including, for example:

Tea or coffee?

What shall I have in my sandwich? Or should I have a salad instead today?

What shall I wear today?

Larger decisions may occur less frequently but may include:

Should we repaint the kitchen? If so, what colour?

Should we relocate?

Should I propose to my partner? Do I really want to spend the rest of my life with him/her?

These decisions, and others like them, may take considerable time and effort to make.

The relationship between decision-making and problem-solving is complex. Decision-making is perhaps best thought of as a key part of problem-solving: one part of the overall process.

Our approach at Skills You Need is to set out a framework to help guide you through the decision-making process. You won’t always need to use the whole framework, or even use it at all, but you may find it useful if you are a bit ‘stuck’ and need something to help you make a difficult decision.

Decision Making

Effective Decision-Making

This page provides information about ways of making a decision, including basing it on logic or emotion (‘gut feeling’). It also explains what can stop you making an effective decision, including too much or too little information, and not really caring about the outcome.

A Decision-Making Framework

This page sets out one possible framework for decision-making.

The framework described is quite extensive, and may seem quite formal. But it is also a helpful process to run through in a briefer form, for smaller problems, as it will help you to make sure that you really do have all the information that you need.

Problem Solving

Introduction to Problem-Solving

This page provides a general introduction to the idea of problem-solving. It explores the idea of goals (things that you want to achieve) and barriers (things that may prevent you from achieving your goals), and explains the problem-solving process at a broad level.

The first stage in solving any problem is to identify it, and then break it down into its component parts. Even the biggest, most intractable-seeming problems, can become much more manageable if they are broken down into smaller parts. This page provides some advice about techniques you can use to do so.

Sometimes, the possible options to address your problem are obvious. At other times, you may need to involve others, or think more laterally to find alternatives. This page explains some principles, and some tools and techniques to help you do so.

Having generated solutions, you need to decide which one to take, which is where decision-making meets problem-solving. But once decided, there is another step: to deliver on your decision, and then see if your chosen solution works. This page helps you through this process.

‘Social’ problems are those that we encounter in everyday life, including money trouble, problems with other people, health problems and crime. These problems, like any others, are best solved using a framework to identify the problem, work out the options for addressing it, and then deciding which option to use.

This page provides more information about the key skills needed for practical problem-solving in real life.

Guiding you through the key skills needed in life

As always at Skills You Need, our approach to these key skills is to provide practical ways to manage the process, and to develop your skills.

Neither problem-solving nor decision-making is an intrinsically difficult process and we hope you will find our pages useful in developing your skills.

Start with: Decision Making Problem Solving

See also: Improving Communication Interpersonal Communication Skills Building Confidence

29 Decision-making techniques for making effective decisions

group of young people looking at a computer

In our groups and organizations, we want to move forward and have an impact. We want to get things done, take action and change things in the world. To do that, we need to align on what we will do together, and how. In other words, we need to decide . But what decision making techniques are the most effective at making good decisions quickly and effectively?

Deciding in a group setting is not always easy! In fact, arguments over whether a decision has been taken (and it’s time to implement it) or not yet (so we are still discussing) are one of the most common sources of conflicts in a team.

In this post, we have put together a collection of 27 decision-making techniques you can facilitate to help your team make a decision together!

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What is decision-making?

Any group process follows a flow, like a story unfolding. We start with a question, a challenge, or a problem to solve. Next, we ideate and brainstorm (aka “diverge”), gathering different ideas on what to do and how to move forward. After a divergent phase comes convergence when we refine and select among different possibilities and choose a direction or solution. At some point, we need to agree that the process is over: we have a decision!* Deciding collectively is not always necessary (see this blog piece for more on decision-making rules and possibilities), but it can be a key to obtaining high levels of buy-in and enthusiasm from all. For high-stake decisions that require many people to participate in implementation, it’s important to know how to involve everyone in the process of deciding together. To be honest, the facilitation community has so far dedicated more attention to the diverging and ideation phase of this process than to the last steps, converging and deciding. That said, there are still a lot of decision making tools you can pick from to support making decisions in a group.

* A decision is not really the end point of the story, of course. Instead of “happily ever after”, we now get the job of implementing and monitoring the decision, coming back to it in a few days, months or years to see how it’s going, revise, confirm or change it.

What are the benefits of using decision-making techniques?

Trying to imagine how to reach a decision in a group without the support of facilitated activities or processes is hard indeed! By using agreed-upon tools and methods we can streamline the process, make it efficient, and distribute power in a way that makes sense for the type of decision and organisation we are in. By introducing activities and methods to support a group in weighing up the pros and cons before taking a final decision we can reap a lot of benefits.

Make sure all voices are heard

Many of these activities aim to enable the group to listen to itself, in all its components. At the 2022 Facilitation Impact Awards , co-host Shalaka Gundi reminded the assembly to “encourage the expression of all perspectives, including unconventional ones”. Complex challenges require a diversity of viewpoints and approaches; if we have ways for all voices to be heard, we have a higher chance of finding novel solutions to the challenges we face.

Pave the way for easy implementation

When people are given an opportunity to express their opinions and take part in shaping a decision, they will be more likely to support its implementation. This is a matter of “buy-in”. Offering activities for participatory decision making will reduce the effort needed later to ensure tasks get done and work goes ahead.

a wall covered in post-its with dot votes

Reduce uncertaint y

By spending time in a decision making process together, it’s easier for a team to identify potential risks in fair advance. Going through structured steps to articulate the possible consequences of a decision improves clarity. Many conflicts are avoided by clearing away potential misunderstandings at the start of the process rather than carrying them with us like dead weights.

When people claim that deciding together is a waste of time, they are probably thinking of unstructured conversations, in which participants take tangents, lose track of the topic, and ultimately agree out of sheer exhaustion. Using facilitated activities, on the other hand, can help reach convergence relatively quickly, even in a large assembly. Furthermore, in a classic paradox familiar to any facilitator, taking more time to work through a process together saves time in the long run. This might not be initially evident, and in fact is the source of much resistance to facilitated processes: they take time. Over and over again though, we see how involving stakeholders and potential users can save a lot of trouble, time and resources in the long run. An exhaustive cost-benefit analysis, for example, can help ensure more intelligent business decisions are made.

Increase trust

Through deciding together, a team grows! We learn to understand one another’s needs and concerns better, both in a personal sense and in terms of the needs of the different roles and departments. In the long run, working together towards a shared course of action increases trust and awareness in a group.

Better decisions!

What makes a decision “good”? Once the results are out, we hope to see that our decisions have been efficient, get us closer to our goals, and in a cost- or resource-effective way. Deciding on our own might be the fastest solution (and is sometimes a perfectly adequate one, see this blog article for more on why), but deciding together leads to more sustainable decisions in time.

decision making and problem solving topics

The most effective decision-making techniques

Facilitation often focuses on the divergent part of a group process, brainstorming and creativity, but decision-making can be fun and effective as well!

Here are 27 decision making methods and activities that can help you learn how to decide better as a group, and make more effective decisions together in a well-managed flow.

Decision-making techniques for ranking and prioritization

Many facilitated decision-making processes go something like this: first we brainstorm options, then we vote on them, then we choose one or more to continue working on and refining. This sequence can apply, for example, to a consultation process, in which a team lead might ask the group for recommendations on actions to take in the next few months. There does not necessarily need to be “one single answer”, but an indication of interest. In another scenario, the group might be looking for a direction for a proposal. The actual proposal will be worked on by a committee or a delegate and decided upon at a later time. Today, we are looking for ideas on what to base that proposal on. These are two possible situations in which what we are looking for is not yet a decision, but a prioritization. Here are 6 decision-making tools that can help a group indicate preferences and rank alternatives.

This section is all about prioritization, and for prioritization, nothing beats dot-voting! Whether you prefer sheets of sticky dots or just giving people markers, whether you are working in the physical world or with votes online, facilitators love dot-voting! Dot-voting allows a group to clearly and quickly visualize preferences and priorities at a glance. It’s a flexible, basic tool, easy to adapt to online environments as well. There is even a mathematical formula for how many dots to assign. The formula is: N=[(T/2)xT]/P, where T=number of issues or topics, P=number of participants and N=number of dots needed for each person. Intrigued by that? Head over to this piece by John Amrhein, over at Michigan State University for a thorough explanation. Also note that it can be perfectly ok to give extra dots to the project lead or team manager, or tweak the system any other way that makes sense for your situation!

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.

Impact and Effort Matrix

When inviting people to prioritize, it’s very important to pay attention to the words you use in formulating a question.

Rather than using generic terms such as “vote for your favorite” or “put three dots on the idea you think is best”, take some time to consider what kind of direction you are really looking for. An inspiring version of this comes from John Croft, who suggests asking “Which of these actions, if taken first, will lead to all the others happening?”. That gives a clear sense of looking for priority in time, and speaks to unblocking resources and enabling future actions. Another useful tip is to use matrixes such as this one from the Gamestorming innovation toolkit. In this decision-making exercise, possible actions are mapped based on two factors: effort required to implement and potential impact. While this is similar to a cost benefit analysis, one bonus is that this matrix visualizes your various options as a basis for comparison and discussion.

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.

How-Now-Wow Matrix

The How-Now-Wow matrix follows a similar principle, but while the Impact and Effort matrix is focused on return on investment, this one is designed to select the most innovative and original plans. The X-axis denotes the originality of the idea and the Y-axis shows the ease of implementation, and the group is looking for steps forward toward the most innovative and plausible courses of action. 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’. T he How-Now-Wow matrix is an idea selection tool that breaks the creadox and helps the group sift through plans to select the “Wow” ones they wish to continue to work on.

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.

Cost Benefit #decision making #planning #strategy #gamestorming #action This game is most probably the most simple collaborative cost benefit analysis ever.It is applicable onto subjects where a group has expert knowledge about costs and/or benefits.

20/20 Vision

This team activity is useful to increase focus and alignment in a team, particularly when there are a lot of possible options, activities or campaigns on the table. In the 20/20 Vision sequence, participants are called to spell out the perceived benefits of different courses of action, then rank them by general importance. After this part, which is arguably the real value of the method, the facilitator asks the team to compare initiatives to one another in pairs. Which of these two is more important for the organisation? The question gets repeated, and discussions continue until all proposals are ranked.

20/20 Vision #gamestorming #action #decision making The 20/20 Vision game is about getting group clarity around which projects or initiatives should be more of a priority than others. Because employees’ attention is so often divided among multiple projects, it can be refreshing to refocus and realign more intently with the projects that have the biggest bang for the buck. And defining the “bang” together helps ensure that the process of prioritization is quality.

Cost Benefit Analysis

Simple, tried and tested techniques might not be flashy, but they’re still effective ways to help you make a good decision. A Cost/Benefit analysis is among the most universally known way to help a company make a financial decision on how to move forward.

Start by clustering your ideas and then measure each by the cost associated with them as a team. Be sure to involve stakeholders to get an accurate costing, then move onto perceived benefits. Rank your items along these two axes to see which potential decision makes the most sense.

The 100$ Test

Working with restrictions, conditions and limiting factors is very useful to converge on a realistic decision. The 100$ test activity leverages this to speed up decision making and keep discussions grounded in the realities of resource allocation. Participants are asked to rank a list of items, initiatives or ideas based on how they would allocate an imaginary budget spending to each. By using the concept of cash, this decision making technique captures more attention and keeps participants more engaged than an arbitrary point or ranking system. If this activity had a slogan it would surely be: put your money where your mouth is!

100$ Test #gamestorming #action #decision making In this method of prioritization, participants assign relative value to a list of items by spending an imaginary $100 together. By using the concept of cash, the exercise captures more attention and keeps participants more engaged than an arbitrary point or ranking system.

The convergent phase of a decision making process flows best when constraints are clearly identified. The NUF Test helps with this by encouraging team members to test a potential decision against three limiting factors: is it New? Is it Useful? Is it Feasible? This test, which is derived from processes used in patents, consists in a simple matrix written up on a whiteboard. Include a line for each idea, and rank solutions in terms of novelty, feasibility, and usefulness. This kind of simple analysis can really help make comparing pros and cons easier.

NUF Test #gamestorming #decision making #action As a group is developing ideas in a brainstorming session, it may be useful to do a quick “reality check” on proposed ideas. In the NUF Test, participants rate an idea on three criteria: to what degree is it New, Useful, and Feasible?

Decision-making techniques that mitigate the risk of groupthink

One of the most talked-about (and feared!) group dynamics is Groupthink. This refers to the risk that people will prefer harmony over innovation and, in any decision-making process, will go with whatever is the most popular option—or the option preferred by whoever is in charge! This is truly a dangerous dynamic that can take groups down the rabbit hole of complacency. How to prevent it from happening? In general, groupthink is less likely to happen the more trust there is in the team. In an environment of psychological safety, everyone is encouraged to express their actual thoughts, not what they think others want them to think. Much of the facilitator’s work is directed at creating just such an environment. In the specific context of decision-making, here are 4 decision-making techniques that support psychological safety and will help you avoid groupthink!

1-2-4-all is the essential go-to method to combine in a single, effective flow, individual reflection, paired discussion and shared opinions. Any activity that includes individual reflection before making statements that are heard by others will help prevent groupthink. Ask participants to brainstorm their ideas in their own notes, or to decide what they will dot-vote and write it on a sheet of paper. Give some time for individual work and only then invite actions that make that work visible to all (such as marking a vote on a shared whiteboard). It’s that simple!

1-2-4-All #idea generation #liberating structures #issue analysis With this facilitation technique you can immediately include everyone regardless of how large the group is. You can generate better ideas and more of them faster than ever before. You can tap the know-how and imagination that is distributed widely in places not known in advance. Open, generative conversation unfolds. Ideas and solutions are sifted in rapid fashion. Most importantly, participants own the ideas, so follow-up and implementation is simplified. No buy-in strategies needed! Simple and elegant!

The six thinking hats

In De Bono’s classic thinking hats method , the different hats represent different points of view on a topic with the facilitator (blue hat) inviting everyone to “wear” the different hats in turn. The white hat is for collecting data, and the green hat is for innovative ideas. Avoid groupthink by making sure everyone gets to wear the black hat before making decisions. If a team is afraid to express contrasting views or, perhaps, unwilling to straight-out criticize a plan coming from the manager, a facilitator can make it safer to navigate that territory by explicitly inviting criticism in. In De Bono’s method, this is called the black hat. When we wear the black hat we are looking for risks, weak points and blind spots . Let’s all wear the black hat for a moment and see if we can come up with thoughts on why this is not a good idea!

The Six Thinking Hats #creative thinking #meeting facilitation #problem solving #issue resolution #idea generation #conflict resolution The Six Thinking Hats are used by individuals and groups to separate out conflicting styles of thinking. They enable and encourage a group of people to think constructively together in exploring and implementing change, rather than using argument to fight over who is right and who is wrong.

Remove the obstacles to critical thinking with TRIZ! In this seriously fun method, participants dwell on the question: What could we do to make sure we achieve the absolute worst result possible? Next, in a second round: what are we already doing that looks like that (and we therefore should stop doing)? Laughter often erupts, issues that are otherwise taboo get a chance to be aired and confronted. With creative destruction come opportunities for renewal as local action and innovation rush in to fill the vacuum. According to this intriguing article from the Harvard Business Review, avoiding groupthink is all about creating enough trust to be able to constructively challenge the way things have been done so far, and TRIZ is the perfect tool for that!

Making Space with TRIZ #issue analysis #liberating structures #issue resolution You can clear space for innovation by helping a group let go of what it knows (but rarely admits) limits its success and by inviting creative destruction. TRIZ makes it possible to challenge sacred cows safely and encourages heretical thinking. The question “What must we stop doing to make progress on our deepest purpose?” induces seriously fun yet very courageous conversations. Since laughter often erupts, issues that are otherwise taboo get a chance to be aired and confronted. With creative destruction come opportunities for renewal as local action and innovation rush in to fill the vacuum. Whoosh!

Affinity Map

Conducting an analysis of various solutions and ideas without relying on intuition is a great method to bring to your process. Use an affinity map when you want to see pattens and make recommendations based the data generated from a brainstorm or other idea generation activity.

Start by putting all your ideas and possible solutions on post-its and then cluster them based on relationships and ideas clusters. Once you’ve clustered your ideas, you can then combine, remove and refine in order to move close to a final decision.

Affinity Map #idea generation #gamestorming Most of us are familiar with brainstorming—a method by which a group generates as many ideas around a topic as possible in a limited amount of time. Brainstorming works to get a high quantity of information on the table. But it begs the follow-up question of how to gather meaning from all the data. Using a simple Affinity Diagram technique can help us discover embedded patterns (and sometimes break old patterns) of thinking by sorting and clustering language-based information into relationships. It can also give us a sense of where most people’s thinking is focused

Decision-making techniques to converge upon a solution

In collective decision making it is key to find ways to enable everyone to express their agreement or disagreement with a certain course of action. It’s important to make space to hear different perspectives and evaluate before making decisions. Here are four practical decision making tools you can use to test the waters and enable all participants to make their voices heard.

Agreement-Certainty Matrix

As a precondition to collective decision making, we should know what type of problem we are facing. Different levels of uncertainty require different decision-making rules. If a problem is simple, for example, it’s not worth spending collective energy and time working on. An individual decision will suffice. On the other hand, group decision making is best suited to complicated or complex scenarios which require expertise and diversity. But how do we know what kind of problem we are facing? The Agreement-Certainty practice from Liberating Structures invites participants to sit in small groups with the question “What type of problem are we facing?” Participants are invited to place their current challenges in a matrix based on these two questions:

What is the degree of agreement among the participants regarding the challenge and the best way to address it?
What is the degree of certainty and predictabilit y about what results will be generated from the solutions proposed for addressing the challenge?

An awareness of the distinctions between simple, complicated, complex and chaotic scenarios is an important part of a team’s journey toward decision making mastery. The Cynefin framework is a more in-depth look into this topic, designed to support leaders to make decisions in context .

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.

Let’s Check Resistance

A big obstacle to taking decisions together is a tendency to want to push one’s favorite course of action rather than accept a decision that will work well, but is not everyone’s first preference. A concept that vastly helps to overcome this obstacle is the idea of a range of tolerance . This activity from Airbus Leadership University invites participants to clarify and share what options are a “Personal preference”, which would encounter their firm “Objection” and what falls in their “Range of tolerance”. Visualising a wider area of tolerance, rather than limiting choices to a narrow Yes/No binary, makes it easier to find solutions that are acceptable to all parties. Very useful before a final decision is made.

Collective Decision making: Let's check resistance ! #decision making #u-certified #remote-friendly Objective is to support a group which needs to prioritize and/or decide among various available solutions

Feedback Frames

Feedback Frames are a colorful and fun solution designed by Jason Diceman in 2014 to facilitate the expression and visualization of preferences after a brainstorming or ideation session. Participants rate statements by dropping tokens in a range of slots that are hidden by a cover, with results later revealed as a visual graph of opinions. This simple in-person analog tool (which can be ordered internationally at the Feedback Frames website ) uses secret score voting to recognize nuanced gradients of agreement towards consensus and avoid traditional voting problems such as groupthink and vote-splitting.

Feedback Frames for Prioritizing a Brainstorm #decision making #action A fun and reliable technique for scoring many ideas, with instant visual results. Participants rate statements by dropping tokens in Feedback Frames in a range of slots that are hidden by a cover, with results later revealed as a visual graph of opinions. This simple in-person analog tool uses secret score voting to recognize n uanced gradients of agreement towards consensus and avoid traditional voting problems such as groupthink and vote-splitting, which are common in sticker dot voting.

Gradients of Agreement

Once the group has prioritized a few possible courses of action, a decision-making technique like Gradients of Agreement helps clarify how everyone feels with respect to each option. This tool supports inclusion by ensuring team members have an opportunity to specify the level of their agreement or disagreement with a decision under discussion. By marking their choice of a statement ranging from whole-hearted endorsement to vetoing, participants can express views in a more nuanced way than a mere “yes/no” vote. This version of what is also known as “quality voting” comes from the work of Sam Kaner and associates in the classic Facilitator’s Guide to Participatory Decision-Making.

Gradients of Agreement #decision making #consensus building #convergence A scale upon which to measure participants’ levels of agreement with a given statement or course of action.

Fist to Five

Fist to Five is a simple series of hand signals solving the problem of how to test for agreement, and move towards convergence, in a way that is easy to communicate, quick to do, and can work for large gatherings. Like other solutions such as Gradients of Agreement and Feedback Frames , it is based on the idea of giving participants more options than just Yes or No, in this case inviting them to show interest in a certain proposal on a scale from 0 to 5, with a show of hands (or, better, of fingers). This 1-minute activity can on its own be enough to quickly clarify which course of action the group should take. In other cases, it might not be decisive on its own, but can still help decision makers and facilitators decide the next steps. Checking for agreement in this quick way might, for example, lead to discarding one option but keeping another two to continue working with using other tools.

Fist to five #decision making #vote #empowerment #practice Fist to Five is quality voting. It has the elements of consensus built in and can prepare groups to transition into consensus if they wish. Most people are accustomed to the simplicity of “yes” and “no” voting rather than the complex and more community-oriented consensus method of decision making. Fist to Five introduces the element of the quality of the “yes.” A fist is a “no” and any number of fingers is a “yes,” with an indication of how good a “yes” it is. This moves a group away from quantity voting to quality voting, which is considerably more informative. Fist to Five can also be used during consensus decision making as a way to check the “sense of the group,” or to check the quality of the consensus.

Closing activities to turn a decision into action

In closing, it’s useful to support individuals in understanding what individual action they will need to take personally to implement the decision. Once the direction has been set collectively, what are the practical next steps? The next 5 decision-making tools are great to close a workshop session on a pragmatic note, ensuring that everyone leaves with a clear sense of their personal next steps.

Start, Stop, Continue

Start, Stop, Continue is a very flexible exercise developed by Gamestorming methods . It simply asks participants to share their responses to 3 questions: What do we need to start doing? Stop doing? Continue doing? Use this activity after a decision has been agreed upon to define the practical next steps for its implementation. Sharing what we need to start, stop and continue will of course lead to a discussion. If there is no time left for that, you can still use a variation of the same activity, simply asking each participant for one action they will start, stop and/or continue in order to make sure the decision is implemented effectively.

Start, Stop, Continue #gamestorming #action #feedback #decision making The object of Start, Stop, Continue is to examine aspects of a situation or develop next steps. Additionally, it can be a great framework for feedback

Backcasting

Backcasting is a very effective planning tool to support defining next steps. It makes sense to use it after a decision making process if the decision is long-term and implementation steps are not yet clear. In a bit of time-travel, the facilitator invites participants to describe what success will be like in, say, 5 or 10 years if the decision is implemented. Then, the group moves to ideating what needs to be done in 5, 2, 1 year, in order to put the conditions for success in place. And what about in 6 months? And tomorrow? Backcasting is a wonderful tool for transforming a common goal into a practical plan.

Backcasting #define intentions #create #design #action Backcasting is a method for planning the actions necessary to reach desired future goals. This method is often applied in a workshop format with stakeholders participating. To be used when a future goal (even if it is vague) has been identified.

3 Action Steps

In a similar vein to backcasting, this activity from Hyper Island encourages participants to use their imagination to visualise what will happen in the future once the decision is implemented, then works backwards to define practical actions. In small groups, participants share the overall vision, supporting and hindering factors, and land on defining three next steps to take. This is a small-scale strategic planning session that helps groups and individuals to take action toward a desired change. It is often used at the end of a workshop or programme.

3 Action Steps #hyperisland #action #remote-friendly This is a small-scale strategic planning session that helps groups and individuals to take action toward a desired change. It is often used at the end of a workshop or programme. The group discusses and agrees on a vision, then creates some action steps that will lead them towards that vision. The scope of the challenge is also defined, through discussion of the helpful and harmful factors influencing the group.

15% Solutions

Economist Gareth Morgan popularized the idea of 15% solutions in his 1998 article , where he stated that small actions that can be taken easily have the potential to trigger substantial change. “ What is your 15 percent? Where do you have discretion and freedom to act? What can you do without more resources or authority? ” Use this quick, practical decision making technique to encourage participants to take immediate action to implement a decision they have just taken. Make sure to stress that this is about small, easy actions (a phone call, an email, setting a meeting): taking action immediately is a boost to motivation, empowerment and self-organisation.

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.

Training activities to learn about decision-making

Looking for some activities for a training workshop on decision-making? Here are 5 ideas to start with! These are games and simulations designed to help a group think through a decision together. Run them with your team, then settle down to debrief and discuss what works well for you in deciding together!

Delegation levels

It’s important for a team to build a shared understanding of the different possible ways a decision can be taken. Delegation levels is a decision making technique designed to get your group talking about when it is appropriate for a leader to decide on their own, when consultation is necessary, when to decide together. The group over at Management 3.0 has designed handouts and a set of “poker cards” to help you clarify management styles and possible different approaches to decision-making. Having more options in mind allows for more flexibility and adaptability in the team!

Delegation Levels #leadership #decision making #agility #empowerment #wondercards The delegation levels are a model help leaders to find the appropriate level of delegation depending on the assessed situation

Escape hopeland

Escape hopeland is a game created for an Erasmus+ youth exchange which can definitely inspire you to create something similar based on the specific needs of the team you are working with. Create a map, which can refer to a real-world situation, a board game, or an online whiteboard with a series of “stations”. Each station represents a decision, a choice, or an ethical dilemma. Participants navigate the map differently based on their choices, then regroup at the end to discuss.

As with all such role-playing games, the debrief part of the activity is crucial. Facilitate a conversation around powerful questions such as: how did you influence one another in deciding?

Escape Hopeland #decision making Plan several stations in your area. Each station will present a ethical dilemma. Participants are traveling in groups and falling to smaller groups as they are choosing different answers. In the end, they all arrive to the final. The reflection is focused on their decision-making process.

Decisions, decisions

Becoming skilled decision-makers also implies being aware of personal biases, styles and approaches in deciding. By learning more about them, we grow in personal awareness, and increase trust and effectiveness in a team. This activity from Thiagi group is designed to open a discussion around risk-taking. Why are some people more or less risk averse, and how will that influence our decisions as a whole? Personally, I remember when my co-facilitator casually mentioned in passing that I was more risk-averse than him. It led to a cascade of realizations; talking about this difference in our preferences and styles brought us to a wiser place, where I take decisions for the team if a situation is risky, and he does the same in safer spaces, leading to a better balance and a forward momentum in our team!

Decisions, Decisions… #communication #decision making #thiagi #action #issue analysis When it comes to decision-making, why are some of us more prone to take risks while others are risk-averse? One explanation might be the way the decision and options were presented. This exercise, based on Kahneman and Tversky’s classic study , illustrates how the framing effect influences our judgement and our ability to make decisions . The participants are divided into two groups. Both groups are presented with the same problem and two alternative programs for solving them. The two programs both have the same consequences but are presented differently. The debriefing discussion examines how the framing of the program impacted the participant’s decision.

The trolley dilemma

In this simulation meant to stretch our moral and ethics muscles, the group discusses options they would take in a difficult scenario. The debrief focusses on understanding that we make decisions based on different personal sets of values. The implication here is that in order to efficiently make decisions as a group, we need to first clarify our group values, as well as share a general understanding of each other’s value sets, so that they may all be acknowledged and addressed. Shared group values can become north stars to guide and align decision-making.

Trolley Dilemma #decision making Very handful exercise to put the participants in the situation where they have to make hard decision under time pressure.

The cushions game

The cushions game is a playful way to start a deep conversation around competition, cooperation, win-win solutions and the importance of clear communication of goals. The facilitator assigns three groups different instructions that appear to be incompatible. There is, in fact, a win-win-win solution , but in order to reach it participants must be willing to start communicating with the perceived adversary and reveal their goal. I’ve led this game innumerable times, and have unforgettable memories of members of a small political party turning it into an unsolvable pillow fight… as well as of conflict resolution students solving it in less than 60 seconds (admirable, albeit anti-climatic). Extremes apart, it is a fun game that can lead to some powerful revelations in the debrief section.

Cushions game #decision making #training #conflict A fun, dynamic game useful for introducing topics related to decision making, conflict resolution, win-win scenarios and the importance of clear communication of goals.

Activity flows designed for taking collective decision making

Now that you are familiar with the building blocks of converging on a group decision, you might be wondering how to string these all together. Here are four examples of complete workflows going from brainstorming all the way to implementing a shared decision.

Lighting Decision Jam

A very pragmatic, lighting-quick approach to going from ideation to decision comes in this method card contributed by AJ&Smart . Here is a great example of putting it all together in a design-sprint inspired flow! Start by framing the challenge, go on to ideating solutions, dot-voting, prioritizing via an impact/effort matrix, and selecting actionable tasks for implementation. Short, focused sessions like this are great for making decisions quickly and effectively as a group.

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

Sociocratic “Consent” Decision Making

Consent decision-making, as described by practitioners of Sociocracy, is a highly effective way to reach group decisions. Once a team is skilled in using it (which, disclaimer, can take some time and training!), decisions come quickly and efficiently. Participants know that their fears will be kept into consideration and included in the decision, as long as they see clear risks to the group and its mission. In this activity, you’ll find a summary explanation of how consent works in teams. The practice develops as a series of talking rounds, in which participants can ask clarification questions, then express their feelings and comments and finally give their consent or objection to a proposal. In effect, the proposal is co-designed by the entire team through a structured process. To find more details on sociocracy you can refer to the education organization Sociocracy for All’s website.

Collective decision making : consent ('sociocratic") decision making #u-certified #empowerment #decision making ##sociocracy # #holacracy This sequence, also called objection-based decision-making, describes the consent decision-making process as the sociocracy movement promotes it

Decision-making meeting

Consent decision-making in practice works as a series of facilitated rounds, designed to refine a proposal and ensure concerns are identified and integrated into an improved decision. Find here a detailed template you can read through and take inspiration from to ferry a group from ideation into deciding based on sociocratic principles.

How to Facilitate a Quarterly Planning Process (detailed guide)

How to effectively take decisions together while working in a fully remote team? At SessionLab we use a structured decision making process to set priorities and decide what we will work on each quarter. Check out this detailed article to see what works for us, from ideating actions to checking who will do what.

This is a highly participatory consultation process, as each team manager has the last word as to tasks to prioritize and metrics to assign. We’ve found it an effective way of making business decisions as a team. In the accompanying template you can find further details on how much time to assign to each step.

How to facilitate a Quarterly Planning Process (Detailed Guide)

What activities have you used to support decision-making? Do they reflect the ones we’ve collected here? If you have any new ones, consider adding them to SessionLab’s library of methods : as mentioned above, facilitators tend to have a richer toolkit for divergence than for convergence, so let’s work on closing that gap!

Deborah Rim Moiso is an Endorsed Facilitator with the IAF – International Association of Facilitators and former co-chair of the Italian IAF Chapter.

She is the author of a manual and deck of cards on facilitation available in Italian ( Facilitiamoci! ). Deborah has been working with groups since 2009 in the fields of innovation in education, citizen participation, and environmental conflicts.

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In This Article Expand or collapse the "in this article" section Problem Solving and Decision Making

Introduction.

General Approaches to Problem Solving
Representational Accounts
Problem Space and Search
Working Memory and Problem Solving
Domain-Specific Problem Solving
The Rational Approach
Prospect Theory
Dual-Process Theory
Cognitive Heuristics and Biases

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Problem Solving and Decision Making by Emily G. Nielsen , John Paul Minda LAST REVIEWED: 26 June 2019 LAST MODIFIED: 26 June 2019 DOI: 10.1093/obo/9780199828340-0246

Problem solving and decision making are both examples of complex, higher-order thinking. Both involve the assessment of the environment, the involvement of working memory or short-term memory, reliance on long term memory, effects of knowledge, and the application of heuristics to complete a behavior. A problem can be defined as an impasse or gap between a current state and a desired goal state. Problem solving is the set of cognitive operations that a person engages in to change the current state, to go beyond the impasse, and achieve a desired outcome. Problem solving involves the mental representation of the problem state and the manipulation of this representation in order to move closer to the goal. Problems can vary in complexity, abstraction, and how well defined (or not) the initial state and the goal state are. Research has generally approached problem solving by examining the behaviors and cognitive processes involved, and some work has examined problem solving using computational processes as well. Decision making is the process of selecting and choosing one action or behavior out of several alternatives. Like problem solving, decision making involves the coordination of memories and executive resources. Research on decision making has paid particular attention to the cognitive biases that account for suboptimal decisions and decisions that deviate from rationality. The current bibliography first outlines some general resources on the psychology of problem solving and decision making before examining each of these topics in detail. Specifically, this review covers cognitive, neuroscientific, and computational approaches to problem solving, as well as decision making models and cognitive heuristics and biases.

General Overviews

Current research in the area of problem solving and decision making is published in both general and specialized scientific journals. Theoretical and scholarly work is often summarized and developed in full-length books and chapter. These may focus on the subfields of problem solving and decision making or the larger field of thinking and higher-order cognition.

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Introduction

Rational decision making

Satisficing and bounded rationality, intra-organizational political decision making.

Incremental decision making and routines
Appropriate decision making
Temporal decision making
Evaluating decision-making models

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Table Of Contents

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decision making , process and logic through which individuals arrive at a decision. Different models of decision making lead to dramatically different analyses and predictions. Decision-making theories range from objective rational decision making, which assumes that individuals will make the same decisions given the same information and preferences, to the more subjective logic of appropriateness , which assumes that specific institutional and organizational contexts matter in the decisions that individuals make.

(Read Steven Pinker’s Britannica entry on rationality.)

In modern Western societies the most common understanding of decision making is that it is rational—self-interested, purposeful, and efficient. During rational decision making, individuals will survey alternatives , evaluate consequences from each alternative , and finally do what they believe has the best consequences for themselves. The keys to a decision are the quality of information about alternatives and individual preferences. Modern economics is built on this understanding of how individuals make decisions.

Rational decision making becomes efficient when information is maximized and preferences are satisfied using the minimum of resources. In modern societies, rational decision making can occur in markets or firms. Both assume that individuals will act rationally, maximizing self-interest, but each works most efficiently under different conditions. Markets are most efficient when both buyers and sellers exist, when products or services are discrete so that the exchange can be one-time, when information about a product or service (such as its technology or means of evaluation) is broadly understood, and when there are enforced penalties for cheating.

Lacking these conditions, consensual exchange cannot occur, and rational individuals will try to cheat others to maximize their gain. In these cases a hierarchical organization is more efficient. The German sociologist Max Weber described how factories and bureaucracies became dramatically more efficient through growing technical expertise and, more importantly, a new division of labour , which divided work, specialized expertise, and coordinated individuals in a rule-based hierarchy . Bureaucracies decomposed complex technologies into manageable pieces, then allowed individuals to specialize and master a defined skill set. Using a clear hierarchy in which each position is controlled and supervised according to a stable and nonarbitrary system of rules, each individual’s work and expertise could be coordinated to achieve organizational goals, ranging from winning wars to making dresses.

In the 1940s, organization theorists began to challenge two assumptions necessary for rational decision making to occur, both of which were made obvious in cases where markets failed and hierarchies were necessary. First, information is never perfect, and individuals always make decisions based on imperfect information. Second, individuals do not evaluate all possible alternatives before making a choice. This behaviour is directly related to the costs of gathering information, because information becomes progressively more difficult and costly to gather. Instead of choosing the best alternative possible, individuals actually choose the first satisfactory alternative they find. The American social scientist Herbert Simon labeled this process “ satisficing” and concluded that human decision making could at best exhibit bounded rationality. Although objective rationality leads to only one possible rational conclusion, satisficing can lead to many rational conclusions, depending upon the information available and the imagination of the decision maker.

Simon argued that otherwise irrational individuals can behave rationally in the right context , particularly within a formal organization . Organizations can structure, or bound, individuals’ decisions by manipulating the premises on which decisions are made. Organizations can filter or emphasize information, bringing facts to an individual’s attention and identifying certain facts as important and legitimate . Individuals in hierarchies can take most of what happens around them for granted, concentrating only on a few key decisions. Hierarchies are efficient because they ensure that the correct information gets to the correct decision makers and that the correct person is making the decisions. At the same time, hierarchical organizations can socialize individuals to refrain from cheating by creating value decision premises that underlie decision makers’ judgments on what is right or good to do. These values, beliefs, or norms can come from family, from school, or from within the organization, but the organization can structure environments so that the most desirable value will be most salient at the time of decision.

Hierarchical organizations can structure factual and value decision premises so that the range of action becomes so narrow that only one alternative remains: the rational choice. Structuring decision premises can be done by directly managing information, selectively recruiting members, training members, and creating closed promotion patterns.

Organizations become rational in pursuing their missions through what Simon called ends-means chains. Leaders set the organizational mission, find a set of means for achieving the mission, take each of those means as a subgoal, and then find means for the subgoals and so on, until goals exist for every member of the organization. Leaders thus create a hierarchy of goals, in which each organizational level’s goals are an end relative to the levels below it and a means relative to the levels above it. Each individual’s work thus becomes a small part of accomplishing the organization’s mission.

Turning Simon’s bounded rationality on its head, other theorists argued that organizations are not purposeful cohesive actors but rather groups of competing coalitions made up of individuals with disparate interests. Individuals do not represent organizational interests; organizations represent individuals’ interests. Seen from this perspective, it is erroneous to ascribe a mission to an organization. Instead, organizations have goals set by a temporarily dominant coalition, which itself has no permanent goals and whose membership is subject to change. Members of the dominant coalition make decisions by bargaining, negotiating, and making side payments. Organizational decision making is the product of the game rather than a rational, goal-oriented process. Individual decision making is rational in the narrow sense that individuals pursue individual, self-interested goals, though this cannot always be accomplished directly. Individuals must pick their fights and use their influence carefully.

To understand and possibly predict what organizations will do, it is necessary to uncover and analyze the membership of the dominant coalition . The formal organizational chart is not a reliable map of organizational power. Instead, analysts must discover authority. Individuals gain authority by being able to resolve uncertainty. Individuals that can unravel technical problems, attract resources, or manage internal conflict demonstrate their usefulness to the rest of the organization and gain power. Working in concert with others who can perform similarly valuable functions, they become part of the dominant coalition. The size and composition of the dominant coalition depend on the types of environmental, technical, or coordinating uncertainty that must be resolved for the organization to survive. More technically complex, larger organizations in rapidly changing environments will tend to have larger dominant coalitions.

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Critical Thinking

Decision-making and Problem-solving

Appreciate the complexities involved in decision-making & problem solving.

Develop evidence to support views

Analyze situations carefully

Discuss subjects in an organized way

Predict the consequences of actions

Weigh alternatives

Generate and organize ideas

Form and apply concepts

Design systematic plans of action

A 5-Step Problem-Solving Strategy

Specify the problem – a first step to solving a problem is to identify it as specifically as possible. It involves evaluating the present state and determining how it differs from the goal state.

Analyze the problem – analyzing the problem involves learning as much as you can about it. It may be necessary to look beyond the obvious, surface situation, to stretch your imagination and reach for more creative options.

seek other perspectives

be flexible in your analysis

consider various strands of impact

brainstorm about all possibilities and implications

research problems for which you lack complete information. Get help.

Formulate possible solutions – identify a wide range of possible solutions.

try to think of all possible solutions

be creative

consider similar problems and how you have solved them

Evaluate possible solutions – weigh the advantages and disadvantages of each solution. Think through each solution and consider how, when, and where you could accomplish each. Consider both immediate and long-term results. Mapping your solutions can be helpful at this stage.

Choose a solution – consider 3 factors:

compatibility with your priorities

amount of risk

practicality

Keys to Problem Solving

Think aloud – problem solving is a cognitive, mental process. Thinking aloud or talking yourself through the steps of problem solving is useful. Hearing yourself think can facilitate the process.

Allow time for ideas to "gel" or consolidate. If time permits, give yourself time for solutions to develop. Distance from a problem can allow you to clear your mind and get a new perspective.

Talk about the problem – describing the problem to someone else and talking about it can often make a problem become more clear and defined so that a new solution will surface.

Decision Making Strategies

Decision making is a process of identifying and evaluating choices. We make numerous decisions every day and our decisions may range from routine, every-day types of decisions to those decisions which will have far reaching impacts. The types of decisions we make are routine, impulsive, and reasoned. Deciding what to eat for breakfast is a routine decision; deciding to do or buy something at the last minute is considered an impulsive decision; and choosing your college major is, hopefully, a reasoned decision. College coursework often requires you to make the latter, or reasoned decisions.

Decision making has much in common with problem solving. In problem solving you identify and evaluate solution paths; in decision making you make a similar discovery and evaluation of alternatives. The crux of decision making, then, is the careful identification and evaluation of alternatives. As you weigh alternatives, use the following suggestions:

Consider the outcome each is likely to produce, in both the short term and the long term.

Compare alternatives based on how easily you can accomplish each.

Evaluate possible negative side effects each may produce.

Consider the risk involved in each.

Be creative, original; don't eliminate alternatives because you have not heard or used them before.

An important part of decision making is to predict both short-term and long-term outcomes for each alternative. You may find that while an alternative seems most desirable at the present, it may pose problems or complications over a longer time period.

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Developing the Ability to Analyze Historical and Contemporary Information
Recognize and Value Various Viewpoints
Appreciating the Complexities Involved in Decision-Making and Problem-Solving
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Improved efficiency and productivity: Employees with strong problem solving and decision making skills are better equipped to identify and solve issues that may arise in their work. This leads to improved efficiency and productivity as they can complete their work more timely and effectively.
Improved customer satisfaction: Problem solving and decision making skills also help employees address any concerns or issues customers may have. This leads to enhanced customer satisfaction as customers feel their needs are being addressed and their problems are resolved.
Effective teamwork: When working in teams, problem solving and decision making skills are essential for effective collaboration . Groups that can effectively identify and solve problems together are more likely to successfully achieve their goals.
Innovation: Effective problem-solving and decision-making skills are also crucial for driving innovation in the workplace. Employees who think creatively and develop new solutions to problems are more likely to develop innovative ideas to move the business forward.
Risk management: Problem solving and decision making skills are also crucial for managing risk in the workplace. By identifying potential risks and developing strategies to mitigate them, employees can help minimize the negative impact of risks on the business.

Brainstorming: Brainstorming is a technique for generating creative ideas and solutions to problems. In a brainstorming session, a group of people share their thoughts and build on each other’s suggestions. The goal is to generate a large number of ideas in a short amount of time. For example, a team of engineers could use brainstorming to develop new ideas for improving the efficiency of a manufacturing process.
Root Cause Analysis: Root cause analysis is a technique for identifying the underlying cause of a problem. It involves asking “why” questions to uncover the root cause of the problem. Once the root cause is identified, steps can be taken to address it. For example, a hospital could use root cause analysis to investigate why patient falls occur and identify the root cause, such as inadequate staffing or poor lighting.
SWOT Analysis: SWOT analysis is a technique for evaluating the strengths, weaknesses, opportunities, and threats related to a problem or situation. It involves assessing internal and external factors that could impact the problem and identifying ways to leverage strengths and opportunities while minimizing weaknesses and threats. For example, a small business could use SWOT analysis to evaluate its market position and identify opportunities to expand its product line or improve its marketing.
Pareto Analysis: Pareto analysis is a technique for identifying the most critical problems to address. It involves ranking problems by impact and frequency and first focusing on the most significant issues. For example, a software development team could use Pareto analysis to prioritize bugs and issues to fix based on their impact on the user experience.
Decision Matrix Analysis: Decision matrix analysis evaluates alternatives and selects the best course of action. It involves creating a matrix to compare options based on criteria and weighting factors and selecting the option with the highest score. For example, a manager could use decision matrix analysis to evaluate different software vendors based on criteria such as price, features, and support and select the vendor with the best overall score.

Cost-Benefit Analysis: Cost-benefit analysis is a technique for evaluating the costs and benefits of different options. It involves comparing each option’s expected costs and benefits and selecting the one with the highest net benefit. For example, a company could use cost-benefit analysis to evaluate a new product line’s potential return on investment.
Decision Trees: Decision trees are a visual representation of the decision-making process. They involve mapping out different options and their potential outcomes and probabilities. This helps to identify the best course of action based on the likelihood of different outcomes. For example, a farmer could use a decision tree to choose crops to plant based on the expected weather patterns.
SWOT Analysis: SWOT analysis can also be used for decision making. By identifying the strengths, weaknesses, opportunities, and threats of different options, a decision maker can evaluate each option’s potential risks and benefits. For example, a business owner could use SWOT analysis to assess the potential risks and benefits of expanding into a new market.
Pros and Cons Analysis: Pros and cons analysis lists the advantages and disadvantages of different options. It involves weighing the pros and cons of each option to determine the best course of action. For example, an individual could use a pros and cons analysis to decide whether to take a job offer.
Six Thinking Hats: The six thinking hats technique is a way to think about a problem from different perspectives. It involves using six different “hats” to consider various aspects of the decision. The hats include white (facts and figures), red (emotions and feelings), black (risks and drawbacks), yellow (benefits and opportunities), green (creativity and new ideas), and blue (overview and control). For example, a team could use the six thinking hats technique to evaluate different options for a marketing campaign.

Aastha Bensla

Aastha, a passionate industrial psychologist, writer, and counselor, brings her unique expertise to Risely. With specialized knowledge in industrial psychology, Aastha offers a fresh perspective on personal and professional development. Her broad experience as an industrial psychologist enables her to accurately understand and solve problems for managers and leaders with an empathetic approach.

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Divya Parekh , of The DP Group, covers business growth, storytelling, high-impact performance and authority building.

Are you struggling to find effective solutions to problems you face in your professional or entrepreneurial ventures? Are you often indecisive when faced with complex decisions?

The ability to solve problems and make decisions quickly and effectively can mean the difference between success and failure. There are two main approaches to problem-solving and decision-making: vertical thinking and horizontal thinking. Both approaches have strengths and weaknesses, so understanding the differences between them can help you apply the right method at the right time.

Let's look at a few case studies to understand the very different benefits of these two approaches.

Vertical Thinking For Decision-Making

First, let's take Jane, the CFO of a financial services company. She needs to decide whether to invest in a new company software system.

Jane gathers all the relevant data about the software system and analyzes it thoroughly. She compares the cost of the system to the potential benefits, evaluates the risks involved and consults with subject matter experts. After careful consideration, she decides the benefits outweigh the costs and risks, and the company should invest in the software system.

This is vertical thinking: making a well-informed decision based on a thorough analysis of the data. Vertical thinking is especially useful in situations where there is a clear goal and a need for a precise, data-driven approach. Experts often use it in fields like finance, where decisions depend heavily on facts and figures.

Horizontal Thinking For Problem-Solving

Let's move on to Sophie, the head of marketing for a fashion company. The company has been struggling to attract new customers.

Sophie sets up a brainstorming meeting with different department heads. They come up with a variety of creative solutions based on their diverse perspectives. One idea that stands out is to partner with a popular social media influencer to promote the company's products. The team works together to develop a plan to reach out to the influencer and negotiate a partnership.

This is horizontal thinking: working with a team to generate a variety of ideas and consider different perspectives to find an innovative solution. Horizontal thinking is a great approach for problem-solving when the problem is complex and there may be multiple solutions or approaches. Creative professionals, especially in marketing, advertising and designing, highly value this approach.

How Emotions Affect These Approaches

Over several years of coaching, I've noticed that emotions can play a significant role in problem-solving and decision-making, regardless of the thinking style used.

For instance, when using vertical thinking, emotions such as frustration and impatience can arise when a person or team has been working on a problem for an extended period with no clear solution. Conversely, when a team lands on a solution, there can be a sense of relief and accomplishment.

Similarly, when using horizontal thinking, emotions such as excitement and optimism can arise during a brainstorming session when new and creative ideas are being generated. However, disappointment or frustration can also arise when an idea fails to work.

It's important to recognize and acknowledge these emotions as they can affect team dynamics and ultimately, the success of the problem-solving process. I encourage leaders to create a safe and supportive environment where team members feel comfortable expressing their emotions and concerns.

Make These Thinking Styles Work For You

In my experience, a personalized approach that balances both vertical and horizontal thinking can help manage emotions and any other issues that arise effectively. By using vertical thinking to identify specific problems and solutions, and horizontal thinking to generate creative ideas, you can create a problem-solving process that encourages collaboration, creativity and innovation while minimizing negative emotions.

Are you ready to take your problem-solving and decision-making skills to the next level?

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></center></p><h2>13 Problem-Solving Activities & Exercises for Your Team</h2><ul><li>May 22, 2024</li><li>Project Management</li><li>22 min read</li></ul><p><center><img style=

Are you looking to enhance your or your team’s problem-solving abilities? Engaging in activities specifically designed to stimulate your and your team’s critical thinking skills can be an excellent way to sharpen your problem-solving prowess. Whether you enjoy puzzles, brain teasers, or interactive challenges, these activities provide an opportunity to overcome obstacles and think creatively.

By immersing yourself in problem-solving activities, you can develop valuable strategies, improve your decision-making abilities, and boost your overall problem-solving IQ.

One key aspect of successful problem-solving is ensuring clear and effective communication, such as when teams use critical tools available online. For example, testing emails for deliverability and using an email spam checker to avoid spam filters can improve team efficiency. Try Maileroo’s free mail tester to validate your email campaigns effectively. Get ready to unlock your full potential and tackle any challenge that comes your way with these exciting activities for problem-solving.

In this article, we will explore activities for problem-solving that can help enhance your team’s problem-solving skills, allowing you to approach challenges with confidence and creativity.

What Are Problem Solving Activities?

Problem-solving activities or problem-solving exercises are interactive games requiring critical thinking to solve puzzles. They enhance teamwork & critical thinking. Examples include building towers, navigating simulated challenges, and fostering creativity and communication.

For instance, imagine a team working together to construct the tallest tower using limited materials. They strategize, communicate ideas, and problem-solve to create the best structure, promoting collaboration and inventive thinking among team members.

Some widely practiced problem-solving activities include:

A Shrinking Vessel: Teams must fit into a shrinking space, testing their cooperation and adaptability.
Marshmallow Spaghetti Tower: Participants build a tower using marshmallows and spaghetti, promoting creative engineering.
Egg Drop: Protecting an egg from a fall challenges problem-solving skills.
Desert Island Survival: Teams simulate survival scenarios, encouraging creative solutions.
Rolling Dice: A simple yet effective game involving chance and decision-making.
Build a Tower: Constructing a stable tower with limited resources fosters teamwork and innovation, etc.

13 Easy Activities For Problem-Solving Ideas to Enhance Team Collaboration

Team building activities offer a great opportunity to test problem-solving abilities and promote effective collaboration within a group to problem solving group activities. By engaging in these activities, teams can break the monotony of the workplace and create a more inclusive and welcoming environment.

Here are nine easy-to-implement activities that can bring substantial change to your team culture and overall workplace dynamics.

#1. Crossword Puzzles

Objective: To enhance problem-solving skills, vocabulary, and cognitive abilities through engaging crossword puzzles.

Estimated Time: 15-20 Minutes

Materials Needed:

Crossword puzzle sheets
Pens or pencils
Distribute crossword puzzle sheets and pens/pencils to each participant.
Explain the rules of crossword puzzles and the goal of completing as many clues as possible within the given time.
Participants individually or in pairs work on solving the crossword puzzle by filling in the correct words.
Encourage critical thinking, word association, and collaborative discussions for solving challenging clues.
At the end of the time limit, review the answers and discuss any interesting or challenging clues as a group.
Enhanced Problem-Solving: Participants engage in critical thinking while deciphering clues, promoting effective problem-solving skills.
Vocabulary Expansion: Exposure to new words and phrases within the crossword improves vocabulary and comprehension.
Cognitive Stimulation: The mental exercise of solving the puzzle stimulates the brain, enhancing cognitive abilities.
Team Collaboration: If done in pairs, participants practice collaboration and communication to solve clues together.
Achievement and Motivation: Successfully completing the crossword brings a sense of accomplishment and motivates individuals to explore more puzzles.

Tips for Facilitators:

Provide varying levels of crossword puzzles to accommodate different skill levels.
Encourage participants to share strategies for solving challenging clues.
Emphasize the fun and educational aspects of the activity to keep participants engaged.

#2. A Shrinking Vessel

Estimated Time: 10-15 Minutes

Materials Needed: A rope and a ball of yarn
Prepare the Setting: Lay a rope on the floor in a shape that allows all team members to stand comfortably inside it. For larger teams, multiple ropes can be used, dividing them into smaller groups.
Enter the Circle: Have all team members stand inside the rope, ensuring that nobody steps outside its boundaries.
Shrinking the Circle: Begin gradually shrinking the rope’s size, reducing the available space inside the circle.
Adapt and Maintain Balance: As the circle shrinks, team members must make subtle adjustments to maintain their positions and balance within the shrinking area.
The Challenge: The objective for the team is to collectively brainstorm and find innovative ways to keep every team member inside the circle without anyone stepping outside.
Collaboration and Communication: The activity promotes teamwork and open communication as participants strategize to stay within the shrinking circle.
Adaptability: Team members learn to adapt swiftly to changing circumstances, fostering agility and flexibility.
Creative Problem-Solving: The challenge encourages inventive thinking and brainstorming to find unique solutions.
Trust Building: By relying on each other’s actions, participants build trust and cohesion among team members.
Time-Efficient: The short duration makes it an ideal icebreaker or energizer during meetings or workshops.
Observe and Facilitate: Monitor the team’s dynamics and offer guidance to encourage equal participation and effective problem-solving.
Encourage Verbalization: Prompt participants to voice their ideas and collaborate vocally, aiding in real-time adjustments.
Debrief Thoughtfully: Engage the team in a discussion afterward, reflecting on strategies employed and lessons learned.
Emphasize Adaptability: Highlight the transferable skill of adaptability and its significance in both professional and personal contexts.

#3. Human Knots

Objective: Improving Collaboration & enhancing Communication Skills

Estimated Time: 15-20 minutes

Materials: None required

Procedure:

Organize your team into a compact circle. For more sizable teams, subdivide them into smaller clusters, with each cluster forming its own circle.
Direct each individual to grasp the hands of two other people in the circle, with the exception of those positioned directly adjacent to them. This action will result in the formation of a complex “human knot” within the circle.
Present the challenge to the group: to unravel themselves from this entanglement while maintaining their hold on each other’s hands. If preferred, you can establish a specific time limit.
Observe the team members collaborating to unravel the knot, witnessing their collective effort to devise solutions and free themselves from the intricate puzzle.
Team Cohesion: The activity encourages team members to interact closely, promoting bonding and understanding among participants.
Effective Communication: Participants practice clear and concise communication as they coordinate movements to untangle the knot.
Problem-Solving: The challenge stimulates creative thinking and problem-solving skills as individuals work collectively to find the optimal path for untangling.
Adaptability: Participants learn to adapt their actions based on the evolving dynamics of the human knot, fostering adaptability.
Trust Building: As individuals rely on each other to navigate the intricate knot, trust and cooperation naturally develop.
Set a Positive Tone: Create an inclusive and supportive atmosphere, emphasizing that the focus is on collaboration rather than competition.
Encourage Verbalization: Urge participants to articulate their intentions and listen to others’ suggestions, promoting effective teamwork.
Observe Group Dynamics: Monitor interactions and step in if needed to ensure everyone is actively engaged and included.
Reflect and Share: Conclude the activity with a debriefing session, allowing participants to share their experiences, strategies, and key takeaways.
Vary Grouping: Change group compositions for subsequent rounds to enhance interactions among different team members.

#4. Egg Drop

Helps With: Decision Making, Collaboration

A carton of eggs
Construction materials (balloons, rubber bands, straws, tape, plastic wrap, etc.)
A suitable location for the activity
Assign each team a single egg and random construction materials.
Teams must create a carrier to protect the egg from breaking.
Drop the carriers one by one and increase the height if necessary to determine the most durable carrier.
The winning team is the one with the carrier that survives the highest drop.
Decision Making: Participants engage in critical decision-making processes as they select construction materials and determine carrier designs.
Collaboration: The activity necessitates collaboration and coordination among team members to construct an effective carrier.
Problem-Solving: Teams apply creative problem-solving skills to devise innovative methods for safeguarding the egg.
Risk Management: Participants learn to assess potential risks and consequences while making design choices to prevent egg breakage.
Celebrating Success: The victorious team experiences a sense of accomplishment, boosting morale and promoting a positive team spirit.
Provide Diverse Materials: Offer a wide range of construction materials to stimulate creativity and allow teams to explore various design options.
Set Safety Guidelines: Prioritize safety by specifying a safe drop height and ensuring participants follow safety protocols during construction.
Encourage Brainstorming: Prompt teams to brainstorm multiple carrier ideas before finalizing their designs, fostering diverse perspectives.
Facilitate Reflection: After the activity, lead a discussion where teams share their design strategies, challenges faced, and lessons learned.
Highlight Collaboration: Emphasize the significance of teamwork in achieving success, acknowledging effective communication and cooperation.

As a teamwork activity, Egg Drop can help team members solve problems through collaboration and communication.

Each team can design and customize their own balloons and can display their team logo, slogan, or elements related to team culture through custom balloons . Awards can also be set up, such as the most creative balloon design, the strongest frangipani structure, etc., to increase the motivation for competition and participation.

After the activity, team sharing and feedback can be conducted to allow everyone to share their learning experience and feelings about teamwork.

This combination allows team members to experience the importance of teamwork in creativity and practice, and strengthen team cohesion by completing challenges and sharing experiences.

#5. Marshmallow Spaghetti Tower

Helps With: Collaboration

Estimated Time: 20-30 Minutes

Materials Needed (per team):

Raw spaghetti: 20 sticks
Marshmallow: 1
String: 1 yard
Masking tape: 1 roll
Tower Construction: Instruct teams to collaborate and utilize the provided materials to construct the tallest tower possible within a designated time frame.
Marshmallow Support: Emphasize that the tower must be capable of standing independently and supporting a marshmallow at its highest point.
Prototype and Iterate: Encourage teams to engage in prototyping and iteration, testing different design approaches and refining their tower structures.
T eamwork and Communication: Promote effective teamwork and communication as team members coordinate their efforts to build a stable and tall tower.
Evaluation Criteria: Evaluate each tower based on its height, stability, and the successful placement of the marshmallow at the top.
Collaboration: Participants collaborate closely, sharing ideas and working together to design and construct the tower.
Innovative Thinking: The activity encourages innovative thinking as teams experiment with different strategies to build a stable tower.
Time Management: Teams practice time management skills as they work within a specified time limit to complete the task.
Problem-Solving: Participants engage in creative problem-solving to address challenges such as balancing the marshmallow and constructing a sturdy tower.
Adaptability: Teams adapt their approaches based on trial and error, learning from each iteration to improve their tower designs.
Set Clear Guidelines: Clearly explain the materials, objectives, and evaluation criteria to ensure teams understand the task.
Foster Creativity: Encourage teams to think outside the box and explore unconventional methods for constructing their towers.
Emphasize Collaboration: Highlight the importance of effective communication and teamwork to accomplish the task successfully.
Time Management: Remind teams of the time limit and encourage them to allocate their time wisely between planning and construction.
Reflect and Share: Facilitate a discussion after the activity, allowing teams to share their design choices, challenges faced, and lessons learned.

Objective: To engage participants in the strategic and analytical world of Sudoku, enhancing logical thinking and problem-solving abilities.

Estimated Time: 20-25 Minutes

Sudoku puzzle sheets
Pencils with erasers
Distribute Sudoku puzzle sheets and pencils to each participant.
Familiarize participants with the rules and mechanics of Sudoku puzzles.
Explain the goal: to fill in the empty cells with numbers from 1 to 9 while adhering to the rules of no repetition in rows, columns, or subgrids.
Encourage participants to analyze the puzzle’s layout, identify potential numbers, and strategically fill in cells.
Emphasize the importance of logical deduction and step-by-step approach in solving the puzzle.
Provide hints or guidance if needed, ensuring participants remain engaged and challenged.
Logical Thinking: Sudoku challenges participants’ logical and deductive reasoning, fostering analytical skills.
Problem-Solving: The intricate interplay of numbers and constraints hones problem-solving abilities.
Focus and Patience: Participants practice patience and attention to detail while gradually unveiling the solution.
Pattern Recognition: Identifying number patterns and possibilities contributes to enhanced pattern recognition skills.
Personal Achievement: Successfully completing a Sudoku puzzle provides a sense of accomplishment and boosts confidence.
Offer varying levels of Sudoku puzzles to cater to different skill levels.
Encourage participants to share strategies and techniques for solving specific challenges.
Highlight the mental workout Sudoku provides and its transferable skills to real-life problem-solving.

Helps With: Communication, Problem-solving, & Management

A lockable room
5-10 puzzles or clues
Hide the key and a set of clues around the room.
Lock the room and provide team members with a specific time limit to find the key and escape.
Instruct the team to work together, solving the puzzles and deciphering the clues to locate the key.
Encourage efficient communication and effective problem-solving under time pressure.
Communication Skills: Participants enhance their communication abilities by sharing observations, ideas, and findings to collectively solve puzzles.
Problem-solving Proficiency: The activity challenges teams to think critically, apply logical reasoning, and collaboratively tackle intricate challenges.
Team Management: The experience promotes effective team management as members assign tasks, prioritize efforts, and coordinate actions.
Time Management: The imposed time limit sharpens time management skills as teams strategize and allocate time wisely.
Adaptability: Teams learn to adapt and adjust strategies based on progress, evolving clues, and time constraints.
Clear Introduction: Provide a concise overview of the activity, emphasizing the importance of communication, problem-solving, and time management.
Diverse Challenges: Offer a mix of puzzles and clues to engage various problem-solving skills, catering to different team strengths.
Supportive Role: Act as a facilitator, offering subtle guidance if needed while allowing teams to independently explore and solve challenges.
Debriefing Session: Organize a debriefing session afterward to discuss the experience, highlight successful strategies, and identify areas for improvement.
Encourage Reflection: Encourage participants to reflect on their teamwork, communication effectiveness, and problem-solving approach.

#8. Frostbite for Group Problem Solving Activities

Helps With: Decision Making, Trust, Leadership

An electric fan
Construction materials (toothpicks, cardstock, rubber bands, sticky notes, etc.)
Divide the team into groups of 4-5 people, each with a designated leader.
Blindfold team members and prohibit leaders from using their hands.
Provide teams with construction materials and challenge them to build a tent within 30 minutes.
Test the tents using the fan to see which can withstand high winds.
Decision-Making Proficiency: Participants are exposed to critical decision-making situations under constraints, allowing them to practice effective and efficient decision-making.
Trust Development: Blindfolding team members and relying on the designated leaders fosters trust and collaboration among team members.
Leadership Skills: Designated leaders navigate the challenge without hands-on involvement, enhancing their leadership and communication skills.
Creative Problem Solving: Teams employ creative thinking and resourcefulness to construct stable tents with limited sensory input.
Team Cohesion: The shared task and unique constraints promote team cohesion and mutual understanding.
Role of the Facilitator: Act as an observer, allowing teams to navigate the challenge with minimal intervention. Offer assistance only when necessary.
Clarity in Instructions: Provide clear instructions regarding blindfolding, leader restrictions, and time limits to ensure a consistent experience.
Debriefing Session: After the activity, conduct a debriefing session to discuss team dynamics, leadership approaches, and decision-making strategies.
Encourage Communication: Emphasize the importance of effective communication within teams to ensure smooth coordination and successful tent construction.
Acknowledge Creativity: Celebrate creative solutions and innovative approaches exhibited by teams during the tent-building process.

#9. Dumbest Idea First

Helps With: Critical Thinking & Creative Problem Solving Activity

Estimated Time: 15-20 Minutes

Materials Needed: A piece of paper, pen, and pencil

Problem Presentation: Introduce a specific problem to the team, either a real-world challenge or a hypothetical scenario that requires a solution.
Brainstorming Dumb Ideas: Instruct team members to quickly generate and jot down the most unconventional and seemingly “dumb” ideas they can think of to address the problem.
Idea Sharing: Encourage each participant to share their generated ideas with the group, fostering a relaxed and open atmosphere for creative expression.
Viability Assessment: As a team, review and evaluate each idea, considering potential benefits and drawbacks. Emphasize the goal of identifying unconventional approaches.
Selecting Promising Solutions: Identify which seemingly “dumb” ideas could hold hidden potential or innovative insights. Discuss how these ideas could be adapted into workable solutions.
Divergent Thinking: Participants engage in divergent thinking, pushing beyond conventional boundaries to explore unconventional solutions.
Creative Exploration: The activity sparks creative exploration by encouraging participants to let go of inhibitions and embrace imaginative thinking.
Critical Analysis: Through evaluating each idea, participants practice critical analysis and learn to identify unique angles and aspects of potential solutions.
Open Communication: The lighthearted approach of sharing “dumb” ideas fosters open communication, reducing fear of judgment and promoting active participation.
Solution Adaptation: Identifying elements of seemingly “dumb” ideas that have merit encourages participants to adapt and refine their approaches creatively.
Safe Environment: Foster a safe and non-judgmental environment where participants feel comfortable sharing unconventional ideas.
Time Management: Set clear time limits for idea generation and sharing to maintain the activity’s energetic pace.
Encourage Wild Ideas: Emphasize that the goal is to explore the unconventional, urging participants to push the boundaries of creativity.
Facilitator Participation: Participate in idea generation to demonstrate an open-minded approach and encourage involvement.
Debriefing Discussion: After the activity, facilitate a discussion on how seemingly “dumb” ideas can inspire innovative solutions and stimulate fresh thinking.

This activity encourages out-of-the-box thinking and creative problem-solving. It allows teams to explore unconventional ideas that may lead to unexpected, yet effective, solutions.

#10: Legoman

Helps With: Foster teamwork, communication, and creativity through a collaborative Lego-building activity.

Estimated Time: 20-30 minutes

Lego bricks
Lego instruction manuals

Procedure :

Divide participants into small teams of 3-5 members.
Provide each team with an equal set of Lego bricks and a Lego instruction manual.
Explain that the goal is for teams to work together to construct the Lego model shown in the manual.
Set a time limit for the building activity based on model complexity.
Allow teams to self-organize, build, and collaborate to complete the model within the time limit.
Evaluate each team’s final model compared to the manual’s original design.
Enhanced Communication: Participants must communicate clearly and listen actively to collaborate effectively.
Strengthened Teamwork: Combining efforts toward a shared goal promotes camaraderie and team cohesion.
Creative Problem-Solving: Teams must creatively problem-solve if pieces are missing or instructions unclear.
Planning and Resource Allocation: Following instructions fosters planning skills and efficient use of resources.
Sense of Achievement: Completing a challenging build provides a sense of collective accomplishment.
Encourage Participation: Urge quieter members to contribute ideas and take an active role.
Highlight Teamwork: Emphasize how cooperation and task coordination are key to success.
Ensure Equal Engagement: Monitor group dynamics to ensure all members are engaged.
Allow Creativity: Permit modifications if teams lack exact pieces or wish to get creative.
Focus on Enjoyment: Create a lively atmosphere so the activity remains energizing and fun.

#11: Minefield

Helps With: Trust, Communication, Patience

Materials Needed: Open space, blindfolds

Mark a “minefield” on the ground using ropes, cones, or tape. Add toy mines or paper cups.
Pair up participants and blindfold one partner.
Position blindfolded partners at the start of the minefield. Direct seeing partners to verbally guide them through to the other side without hitting “mines.”
Partners switch roles once finished and repeat.
Time partnerships and provide prizes for the fastest safe crossing.
Trust Building: Blindfolded partners must trust their partner’s instructions.
Effective Communication: Giving clear, specific directions is essential for navigating the minefield.
Active Listening: Partners must listen closely and follow directions precisely.
Patience & Support: The exercise requires patience and encouraging guidance between partners.
Team Coordination: Partners must work in sync, coordinating movements and communication.
Test Boundaries: Ensure the minefield’s size accommodates safe movement and communication.
Monitor Interactions: Watch for dominant guidance and ensure both partners participate fully.
Time Strategically: Adjust time limits based on the minefield size and difficulty.
Add Obstacles: Introduce additional non-mine objects to increase challenge and communication needs.
Foster Discussion: Debrief afterward to discuss communication approaches and trust-building takeaways.

#12: Reverse Pyramid

Helps With: Teamwork, Communication, Creativity

Materials Needed: 36 cups per group, tables

Form small groups of 5-7 participants.
Provide each group with a stack of 36 cups and a designated building area.
Explain the objective: Build the tallest pyramid starting with just one cup on top.
Place the first cup on the table, and anyone in the group can add two cups beneath it to form the second row.
From this point, only the bottom row can be lifted to add the next row underneath.
Cups in the pyramid can only be touched or supported by index fingers.
If the structure falls, start over from one cup.
Offer more cups if a group uses all provided.
Allow 15 minutes for building.

Teamwork: Collaborate to construct the pyramid.

Communication: Discuss and execute the building strategy.

Creativity: Find innovative ways to build a tall, stable pyramid.

Clarify Expectations: Emphasize the definition of a pyramid with each row having one less cup.

Encourage Perseverance: Motivate groups to continue despite challenges.

Promote Consensus: Encourage groups to work together and help each other.

Reflect on Failure: Use collapses as a metaphor for overcoming obstacles and improving.

Consider Competitions: Modify the activity for competitive teams and scoring.

#13: Stranded

Helps With: Decision-making, Prioritization, Teamwork

Materials Needed: List of salvaged items, paper, pens

Present a scenario where teams are stranded and must prioritize items salvaged from a plane crash.
Provide teams with the same list of ~15 salvaged items.
Instruct teams to agree on an item ranking with #1 being the most important for survival.
Teams share and compare their prioritized lists. Identify differences in approach.
Discuss what factors influenced decisions and how teams worked together to agree on priorities.
Critical Thinking: Weighing item importance requires analytical thinking and discussion.
Team Decision-Making: Coming to a consensus fosters team decision-making capabilities.
Prioritization Skills: Ranking items strengthen prioritization and justification abilities.
Perspective-Taking: Understanding different prioritizations builds perspective-taking skills.
Team Cohesion: Collaborating toward a shared goal brings teams closer together.
Encourage Discussion: Urge teams to discuss all ideas rather than allow single members to dominate.
Be Engaged: Circulate to listen in on team discussions and pose thought-provoking questions.
Add Complexity: Introduce scenarios with additional constraints to expand critical thinking.
Highlight Disagreements: When priorities differ, facilitate constructive discussions on influencing factors.
Recognize Collaboration: Acknowledge teams that demonstrate exceptional teamwork and communication.

Now let’s look at some common types of problem-solving activities.

Types of Problem-Solving Activities

The most common types of problem-solving activities/exercises are:

Creative problem-solving activities
Group problem-solving activities
Individual problem-solving activities
Fun problem-solving activities, etc.

In the next segments, we’ll be discussing these types of problem-solving activities in detail. So, keep reading!

Creative Problem-Solving Activities

Creative problem solving (CPS) means using creativity to find new solutions. It involves thinking creatively at first and then evaluating ideas later. For example, think of it like brainstorming fun game ideas, discussing them, and then picking the best one to play.

Some of the most common creative problem-solving activities include:

Legoman: Building creative structures with LEGO.
Escape: Solving puzzles to escape a room.
Frostbite: Finding solutions in challenging situations.
Minefield: Navigating a field of obstacles.

Group Problem-Solving Activities

Group problem-solving activities are challenges that make teams work together to solve puzzles or overcome obstacles. They enhance teamwork and critical thinking.

For instance, think of a puzzle-solving game where a group must find hidden clues to escape a locked room.

Here are the most common group problem-solving activities you can try in groups:

A Shrinking Vessel
Marshmallow Spaghetti Tower
Cardboard Boat Building Challenge
Clue Murder Mystery
Escape Room: Jewel Heist
Escape Room: Virtual Team Building
Scavenger Hunt
Dumbest Idea First

Individual Problem-Solving Activities

As the name suggests, individual problem-solving activities are the tasks that you need to play alone to boost your critical thinking ability. They help you solve problems and stay calm while facing challenges in real life. Like puzzles, they make your brain sharper. Imagine it’s like training your brain muscles to handle tricky situations.

Here are some of the most common individual problem-solving activities:

Puzzles (jigsaw, crossword, sudoku, etc.)
Brain teasers
Logic problems
Optical illusions
“Escape room” style games

Fun Problem-Solving Activities

Fun problem-solving activities are enjoyable games that sharpen your critical thinking skills while having a blast. Think of activities like the Legoman challenge, escape rooms, or rolling dice games – they make problem-solving exciting and engaging!

And to be frank, all of the mentioned problem-solving activities are fun if you know how to play and enjoy them as all of them are game-like activities.

Team Problems You Can Address Through Problem Solving Activities

Fun problem-solving activities serve as dynamic tools to address a range of challenges that teams often encounter. These engaging activities foster an environment of collaboration, creativity, and critical thinking, enabling teams to tackle various problems head-on. Here are some common team problems that can be effectively addressed through these activities:

Communication Breakdowns:

Activities like “Escape,” “A Shrinking Vessel,” and “Human Knots” emphasize the importance of clear and effective communication. They require teams to work together, exchange ideas, and devise strategies to accomplish a shared goal. By engaging in these activities, team members learn to communicate more efficiently, enhancing overall team communication in real-world situations.

Lack of Trust and Cohesion:

Problem-solving activities promote trust and cohesiveness within teams. For instance, “Frostbite” and “Marshmallow Spaghetti Tower” require teams to collaborate closely, trust each other’s ideas, and rely on each member’s strengths. These activities build a sense of unity and trust, which can translate into improved teamwork and collaboration.

Innovative Thinking:

“Dumbest Idea First” and “Egg Drop” encourage teams to think outside the box and explore unconventional solutions. These activities challenge teams to be creative and innovative in their problem-solving approaches, fostering a culture of thinking beyond traditional boundaries when faced with complex issues.

Decision-Making Challenges:

Activities like “Onethread” facilitate group decision-making by providing a platform for open discussions and collaborative choices. Problem-solving activities require teams to make decisions collectively, teaching them to weigh options, consider different viewpoints, and arrive at informed conclusions—a skill that is transferable to real-world decision-making scenarios.

Leadership and Role Clarification:

Activities such as “Frostbite” and “Egg Drop” designate team leaders and roles within groups. This provides an opportunity for team members to practice leadership, delegation, and role-specific tasks. By experiencing leadership dynamics in a controlled setting, teams can improve their leadership skills and better understand their roles in actual projects.

Problem-Solving Strategies:

All of the problem-solving activities involve the application of different strategies. Teams learn to analyze problems, break them down into manageable components, and develop systematic approaches for resolution. These strategies can be adapted to real-world challenges, enabling teams to approach complex issues with confidence.

Team Morale and Engagement:

Participating in engaging and enjoyable activities boosts team morale and engagement. These activities provide a break from routine tasks, energize team members, and create a positive and fun atmosphere. Elevated team morale can lead to increased motivation and productivity.

The incentives of event prizes can further stimulate the enthusiasm and participation of team members. The choice of prizes is crucial, as it can directly affect the attractiveness and participation of the event. Among them, Medals are essential prizes.

Medals are symbols of honor awarded to winners and represent the value and achievement of an event.

Medals also have a motivational effect, they encourage team members to pursue higher achievements and progress.

Medals are artistic and aesthetic. They are usually designed by designers according to different occasions and themes and have high collection value.

By incorporating these fun problem-solving activities, teams can address a variety of challenges, foster skill development, and build a more cohesive and effective working environment. As teams learn to collaborate, communicate, innovate, and make decisions collectively, they are better equipped to overcome obstacles and achieve shared goals.

The Benefits of Problem Solving Activities for Your Team

#1 Better Thinking

Problem-solving activities bring out the best in team members by encouraging them to contribute their unique ideas. This stimulates better thinking as team managers evaluate different solutions and choose the most suitable ones.

For example, a remote team struggling with communication benefited from quick thinking and the sharing of ideas, leading to the adoption of various communication modes for improved collaboration.

#2 Better Risk Handling

Team building problem solving activities condition individuals to handle risks more effectively. By engaging in challenging situations and finding solutions, team members develop the ability to respond better to stressful circumstances.

#3 Better Communication

Regular communication among team members is crucial for efficient problem-solving. Engaging in problem-solving activities fosters cooperation and communication within the team, resulting in better understanding and collaboration. Using tools like OneThread can further enhance team communication and accountability.

#4 Improved Productivity Output

When teams work cohesively, overall productivity improves, leading to enhanced profit margins for the company or organization. Involving managers and team members in problem-solving activities can positively impact the company’s growth and profitability.

How Onethread Enhances the Effect of Problem Solving Activities

Problem-solving activities within teams thrive on collaborative efforts and shared perspectives. Onethread emerges as a potent facilitator, enabling teams to collectively tackle challenges and harness diverse viewpoints with precision. Here’s a comprehensive view of how Onethread amplifies team collaboration in problem-solving initiatives:

Open Channels for Discussion:

Onethread’s real-time messaging feature serves as a dedicated hub for open and seamless discussions. Teams can engage in brainstorming sessions, share insightful observations, and propose innovative solutions within a flexible environment. Asynchronous communication empowers members to contribute their insights at their convenience, fostering comprehensive problem analysis with ample deliberation.

Centralized Sharing of Resources:

Effective problem-solving often hinges on access to pertinent resources. Onethread’s document sharing functionality ensures that critical information, references, and research findings are centralized and readily accessible. This eradicates the need for cumbersome email attachments and enables team members to collaborate with precise and up-to-date data.

Efficient Task Allocation and Monitoring:

Problem-solving journeys comprise a series of tasks and actions. Onethread’s task management capability streamlines the delegation of specific responsibilities to team members. Assign tasks related to research, data analysis, or solution implementation and monitor progress in real time. This cultivates a sense of accountability and guarantees comprehensive coverage of every facet of the problem-solving process.

Facilitated Collaborative Decision-Making: Navigating intricate problems often demands collective decision-making. Onethread’s collaborative ecosystem empowers teams to deliberate over potential solutions, assess pros and cons, and make well-informed choices. Transparent discussions ensure that decisions are comprehensively comprehended and supported by the entire team.

Seamless Documentation and Insights Sharing:

As the problem-solving journey unfolds, the accumulation of insights and conclusions becomes pivotal. Onethread’s collaborative document editing feature empowers teams to document their discoveries, chronicle the steps undertaken, and showcase successful solutions. This shared repository of documentation serves as a valuable resource for future reference and continuous learning.

With Onethread orchestrating the backdrop, team collaboration during problem-solving activities transforms into a harmonious fusion of insights, ideas, and actionable steps.

What are the 5 problem-solving skills?

The top 5 problem-solving skills in 2023 are critical thinking, creativity, emotional intelligence, adaptability, and data literacy. Most employers seek these skills in their workforce.

What are the steps of problem-solving?

Problem-solving steps are as follows: 1. Define the problem clearly. 2. Analyze the issue in detail. 3. Generate potential solutions. 4. Evaluate these options. 5. Choose the best solution. 6. Put the chosen solution into action. 7. Measure the outcomes to assess effectiveness and improvements made. These sequential steps assist in efficient and effective problem resolution.

How do you teach problem-solving skills?

Teaching problem-solving involves modelling effective methods within a context, helping students grasp the problem, dedicating ample time, asking guiding questions, and giving suggestions. Connect errors to misconceptions to enhance understanding, fostering a straightforward approach to building problem-solving skills.

So here is all about “activities for problem solving”.No matter which activity you choose, engaging in problem-solving activities not only provides entertainment but also helps enhance cognitive abilities such as critical thinking, decision making, and creativity. So why not make problem solving a regular part of your routine?

Take some time each day or week to engage in these activities and watch as your problem-solving skills grow stronger. Plus, it’s an enjoyable way to pass the time and challenge yourself mentally.

So go ahead, grab a puzzle or gather some friends for a game night – get ready to have fun while sharpening your problem-solving skills!

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Critical Thinking and Decision-Making - What is Critical Thinking?

Critical thinking and decision-making -, what is critical thinking, critical thinking and decision-making what is critical thinking.

Critical Thinking and Decision-Making: What is Critical Thinking?

Lesson 1: what is critical thinking, what is critical thinking.

Critical thinking is a term that gets thrown around a lot. You've probably heard it used often throughout the years whether it was in school, at work, or in everyday conversation. But when you stop to think about it, what exactly is critical thinking and how do you do it ?

Watch the video below to learn more about critical thinking.

Simply put, critical thinking is the act of deliberately analyzing information so that you can make better judgements and decisions . It involves using things like logic, reasoning, and creativity, to draw conclusions and generally understand things better.

illustration of the terms logic, reasoning, and creativity

This may sound like a pretty broad definition, and that's because critical thinking is a broad skill that can be applied to so many different situations. You can use it to prepare for a job interview, manage your time better, make decisions about purchasing things, and so much more.

The process

illustration of "thoughts" inside a human brain, with several being connected and "analyzed"

As humans, we are constantly thinking . It's something we can't turn off. But not all of it is critical thinking. No one thinks critically 100% of the time... that would be pretty exhausting! Instead, it's an intentional process , something that we consciously use when we're presented with difficult problems or important decisions.

Improving your critical thinking

illustration of the questions "What do I currently know?" and "How do I know this?"

In order to become a better critical thinker, it's important to ask questions when you're presented with a problem or decision, before jumping to any conclusions. You can start with simple ones like What do I currently know? and How do I know this? These can help to give you a better idea of what you're working with and, in some cases, simplify more complex issues.

Real-world applications

illustration of a hand holding a smartphone displaying an article that reads, "Study: Cats are better than dogs"

Let's take a look at how we can use critical thinking to evaluate online information . Say a friend of yours posts a news article on social media and you're drawn to its headline. If you were to use your everyday automatic thinking, you might accept it as fact and move on. But if you were thinking critically, you would first analyze the available information and ask some questions :

What's the source of this article?
Is the headline potentially misleading?
What are my friend's general beliefs?
Do their beliefs inform why they might have shared this?

illustration of "Super Cat Blog" and "According to survery of cat owners" being highlighted from an article on a smartphone

After analyzing all of this information, you can draw a conclusion about whether or not you think the article is trustworthy.

Critical thinking has a wide range of real-world applications . It can help you to make better decisions, become more hireable, and generally better understand the world around you.

illustration of a lightbulb, a briefcase, and the world

/en/problem-solving-and-decision-making/why-is-it-so-hard-to-make-decisions/content/

111 Problem Solving Essay Topic Ideas & Examples

🏆 best problem solving topic ideas & essay examples, 🔎 interesting topics to write about problem solving, 👍 good essay topics on problem solving, 📌 most interesting problem solving topics to write about, 💡 simple & easy problem solving essay titles.

Problem Solving, Decision Making and Creativity Both problem solving and decision-making processes require a clear identification of the situation. Creativity is a component of problem solving and decision-making.
Advantages and Disadvantages of Problem Solving and Group Decision Making In a group situation the quality of solutions is high because when a solution is tabled the other people in that group are given an opportunity to identify the errors in that solution and explain […]
Kepner-Tregoe Technique Application to Problem Solving This case study highlights how the managers of the automobile giant continue to rely on the Kepner Tregoe technique to solve some of the problems associated with the implementation of the just-in-time technique in its […]
Communication and Problem Solving – Part One It is a two way process because it involves listening and reflecting the responsibility of speaker or listener, its clear, and uses proper feedback, whereas problem solving is a mental process and involves finding the […]
Problem Solving Process in Mathematics Problem solving is the practice of working through the “facts” of a problem or situation to get a solution. The first principle is to “understand the problem”.
Experience in Problem Solving Logical or analytical thinking skills include, comparing, ordering, selecting and evaluating which provide an agenda for problem solving that helps to decide on the best alternative solution, identify the problem, gather formation, choose the cause […]
Problem Solving Skills Training For instance, whenever a family the problem arises to a trained person, s/he could identify and evaluate the repercussion of the decisions made. First, the trainees will be able to differentiate between a problem and […]
Flow Charts in Customer Service Problem Solving For solving the problems that arise in the customer service environment as well as improving the processes an organization uses, it is very important to understand what is done in the company at every stage.
Process Analysis and Problem Solving in Wal-Mart This policy was supposed to improve the functioning of the supply chain in this corporation, especially the procurement of products. The most important objective was to minimize the levels of inventory and reduce the operational […]
Problem Solving: What Can We Do About Our Stress? Since we can decide on what to believe or think, we posses the aptitude on how we can respond to the exigent events and circumstances in our daily lives.
Personal Problem Solving The person solving the problem must prioritize the issues surrounding the problem. The targeted evidence and information will determine the success of every problem solving process.
Influence of Functional Fixedness to Problem Solving The use of tools to solve problems is evidence of the cognitive capability of human beings. Despite the culture and background of a community, functional fixedness is likely to be observed.
Army Design Methodology to Problem Solving Army Design Methodology is a process used by Army Leaders that allows them to apply critical thinking to analyze problems in the operational environment to find appropriate solutions to them.
Problem Solving, Its Definition, Importance, Model The problem is considered to be solved if the characteristics of the given and the required state appear to be identical.
Problem Solving Process at the Workplace It is possible to mention that the first solution may be the most optimal decision, if the managers of the new company agree to postpone the start of my career in this organization. This is […]
Aspects of the Mathematics Problem Solving At the same time, the woman leads a movement that aims to change the way teachers and students think about mathematics and perceive it.
Decision Making, Problem Solving, and Critical Thinking Because there is a low retention rate in the profession. Why is there a low retention rate in the profession?
Importance of Creative Problem Solving for Student The learning environment created in the classroom has to be tolerant of dissent and presented as a safe space for creativity.
Problem Solving and Thinking Skills A teacher might choose to include written reflection as an assessment when they need to improve their educational strategies and analyze the existing limitations in teaching their subject.
Group Leadership and Problem Solving Group leadership is an essential skill that determines the group’s success by creating a relaxed atmosphere, keeping the group focused on the goal, and mitigating conflicts. As a group leader, I have the responsibility of […]
Problem Solving Aspects in Business In the fifth step, it is necessary to develop an action plan to solve the problem and implement the solution. The sixth step is to implement the plan and take action that will lead to […]
Application of the Problem Solving Process The simplicity of the suggested approach and its understandable character along with the clear logic contribute to the enhanced results and the high applicability of the proposed pattern.
Integration of the Business Problem Solving Model in Disney’s Case Study Partnering with local professionals for running business operations of Disney would have enabled the firm to implement progressive administrative policies in a professional context.
Using of Collaborative Problem Solving Model The number of students in each group depends on the method that is used and is usually between 2 and 6 students.
Creative Problem Solving in Production Management The most important thing for organizations in solving production failures is the adoption of an effective problem-solving approach. When will the production problem occur?
Problem Solving Advice to Client A contract is defined as an agreement that leads to obligations of the parties to the agreement, such obligations are recognized by law It is a desire to be bound by the terms of an […]
Problem Solving in the Life of a Young Woman The root of the young woman problem is a disregard of herself and her health. Kate must not sacrifice herself for the sake of her children and relatives.
Education. Mathematics Standards on Problem Solving Towards this, it is the responsibility of every parent as member of a society not only to take care of the children but also to know how to help the children pass early childhood stage […]
Personal Disorders and Problem Solving Skills The writers of this article therefore wanted to point out that the innate traits of an individual could be the provenance of most of the problem solving skills within an individual.
Ethical Solution to Intercultural Problems It is necessary to underline the fact that this ethical resolution covers the necessity to provide weight to the choices and opinions of autonomous persons.
The Creative Problem Solving Model According to the CPS model, in order to define a problem, it is important to collect information based on the following questions as Proctor indicates in the “Creative Problem Solving for Managers”.a) Does the problem […]
The Process of Problem Solving Analysis For a successful analogical reasoning, an individual is able to transfer the appropriate quality of the known to the unknown in one-to-one communication. Selection is the picking of a known item to assist in explaining […]
Problem Solving in the Corporate Setting: Reviving the Yahoo! Company The goal of this paper is to dissect the nature of the problem-solving approach at the Yahoo! The lack of consistency in organizational ethics and the unwillingness of its leaders to forecast and apply changes […]
Steps for Effective Problem Solving in the Workplace One of the most referenced and acknowledged problem-solving guidelines is the strategy described by Hicks that includes seven steps. The third step is to create a list of all the available options and, consequently, the […]
Relationship of Problem Solving to Leadership Regardless of the level of seniority in the organization, the person who will manage the problem-solving process will be deemed a leader.
General Chemistry: Problem Solving Videos Therefore, PSVs assist in avoiding the confusion since students can make allusions to their previous knowledge and by solidifying their comprehension of multiple themes.
Six-Step Problem Solving Process The problem lies in whether it is viable to take the new job but pay for the continued education, or stay at the current position and hope for a promotion. I could agree to the […]
AirSec Company: Problem Solving in Organization The Mission Statement for AirSec Ltd.can be formulated in the following way: The company works to serve the customers’ needs in the field of security in the United Kingdom and globally with the focus on […]
Individual Strengths and Problem Solving Techniques This is beneficial to the group as it helps the members understand the assignments better. Other group members also have commendable skills and strengths that contribute to the group’s success as seen in the control […]
Problem Solving and Decisions The main problem in the selected scenario is the concatenation of circumstances that place the subject in a position of having to make some difficult choices, all of which have significant consequences if avoided.
Abu Dhabi Sports Council’s Creative Problem Solving Much of the information in the sources used proves that the non-standard ways of control and management help to improve performance and increase the interest of employees in the sphere in which they are involved.
Leadership Models: Problem Solving Analysis The analysis aims to identify the model that can be used to turn around a training department that has failed to improve employee performance.
Working Memory Load and Problem Solving The present research focuses on the way working memory load affects problem solving ability and the impact working memory capacity has on problem solving ability of people.
Economic Tools: The Alcohol Abuse Problem Solving The four elements of an economic way of thinking are the use of assumptions, isolating variables, thinking at the margin, and the response of rational people to incentives.
Six-Step Approach of Problem Solving in Decision Making In this case, I need to place myself in the position of a person who should decide if it is necessary to accept the job offer from a company that gives a higher salary.
Technology Failure in Business: Problem Solving The second step in the tool ensures that the principal and the agent work together to develop an IT project with the greatest value for customers.
Employment Problem Solving: Fran Hayden Case She said that she would think over and when she delayed in responding, the company called her again and this time around she accepted the offer though not convinced that she would enjoy the job.
Cognitive Processes in Problem Solving An examination of the success of such a course of action in the past is also essential. Decision-making in a problem-solving environment involves an analysis of the possible courses of action that could be taken.
Knowledge Transfer and Problem Solving Transfer of knowledge also known as transfer of learning is a notion that refers to the ease of performance of new tasks owing to previous exposure to a similar situation or a situation that shares […]
Managing Internal and External Conflicts Given the adverse effects of stress, the ability to manage stress is a critical aspect in conflict resolution. As the discussion above has elucidated, there are a variety of conflict management strategies that can be […]
Risk Management and Problem Solving-Twilight’s Corporation Precisely, the severity of this risk is quite high since it might hinder the growth and expansion of the company. The likelihood of this risk is equally high in case the company fails to maintain […]
Problem Solving: Skinner’s Theory and Knox’s Test For example the functionality of language as explained by Skinner can help a person to get something that he or she is missing.
Visualization for Thinking, Planning, and Problem Solving However these words that are representative of ideas and concepts can be stored in the mind and displayed in the form of word maps as our brains are able to discern that there is something […]
Process Analysis and Problem Solving As the management of an organization introduces change in the company, there is always resistance to change with most employees opting to remain with the current processes of the firm.
Applying Problem Solving So the problem is preventing unwanted pregnancy in a couple, and they require a scientific thinking to solve it. It is also imperative for that individual to provide concise and conclusive evidences on the advantages […]
Problem Solving and Decision Making: Study Analysis The purpose of this study was to relate the model of problem solving process to Jung’s theory of personality types which identifies certain techniques to support individual differences.
Applying Problem Solving Techniques Considering the “Customer Service” situation, it is common for a consumer to engage employees who are never mindful of the customer satisfaction or the loyalty.
Problem Solving Application – Where in the World is Disney? The population of Shanghai should be considered in order to determine the amount of space required to establish the operations. The criterion to be used to estimate the economic status of the market should be […]
Decision Making and Problem Solving Experiences, the level of information, the uniqueness of the situation and urgency of the matter are some of the factors that influence decision making.
Problem Solving Process and Methods Review of industry publications Using this method in problem solving, we were able to gather information of the sporting retail shop concerning its market share.
Problem Solving Skills Training and the Workplace It allows them to evaluate the impact and severity of unconventional solutions to the underlying problem with the stakeholders, clients, and allies. The training program will help employees to set aside and segregate the facts.
Thinking Problem Solving and Team Building First and foremost, as a person endowed with the knowledge and a little bit of experience in offering engineering services for a range of pharmaceutical machines and equipments, it was my obligation to ensure that […]
Sara Model-Community Problem Solving The methodology for solving this concerns that link to the club within a residential area would first involve identification of the main concerns of the residences and then development of strategies to address them.
Group Communication: Decision Making and Problem Solving The diversity of the group affected the group members’ communication style since they exhibited varying levels of assertiveness with the psychiatrist being the most assertive of the group.
Communication and Problem Solving – Part Two Compared to the competitive style, the people using the collaborative style acknowledge the importance of everyone in the group and cooperate with everyone. To bring these people together, a conflict resolution style that acknowledges the […]
Critical Thinking in Problem Solving The common practice disorients the attention of the driver and endangers the lives of other individuals using the road. Thus, the technique has been employed to increase the production of food so as to meet […]
Complex Problem Solving: What It Is and What It Is Not
Applying Critical Thinking and Problem Solving Skills
How Did Mathematics Postgraduates Obtain Tacit Knowledge of Mathematical Problem Solving
Holmes’ Problem Solving Approach Can Be a Solution to the Truancy Problem
Decision Making Costs and Problem Solving Performance
The Florida Problem Solving Response to Intervention Program Evaluation
Cognitive and Affective Correlates of Chinese Childrens Mathematical Word Problem Solving
Community Orientated Policing and Problem Solving
How Teacher Gestures Affect Student Problem Solving
Ethics and Problem Solving in Organizations
Editorial: Complex Problem Solving Beyond the Psychometric Approach
Cheating, Kinda Cheating, Collaboration, or Creative Ethical Problem Solving?
The Problem Solving and Positive Cognitive Restructuring
Business Situation Analysis and Problem Solving
The Army Problem Solving Model and the Rapid Decision Making and Synchronization Process
Using the ‘Engagement’ Model of Problem Solving to Assist Students in Capstone Learning
Collaboration, Problem Solving, and Conflict Management
Collaborative Problem Solving: Processing Actions, Time, and Performance
Individual Strengths and Problem Solving Techniques
Critical Thinking, Problem Solving, and Learning Development
Heuristic Problem Solving: The Next Advance in Operations Research
How Working Memory Provides Representational Change During Insight Problem Solving
How Teachers Can Facilitate Problem Solving Development
Integration Between Natural and Social Science in Problem Solving Philosophy
Army Problem Solving Model and the Rapid Decision Making and Synchroniza
The Relationship Between Entrepreneurship, Innovation and Economic Development and the Role of Creativity and Problem Solving
Reading Comprehension and Mathematical Problem Solving Skills
Critical Thinking Applying Reasoning to Problem Solving
Video Games and Its Effect on a Person’s Problem Solving Skills
Effective Problem Solving And Efficient Communication Skills
Creativity and Problem Solving in the Development of Organizational Innovation
Analysing Information and Data for Problem Solving
Incubation and Intuition in Creative Problem Solving
Analyzing the Decision Making and Problem Solving Processes
The Relationship Between Reading Comprehension and Problem Solving to Academic Achievement
Creative Problem Solving for Personal Planning and Development
Civic Engagement Through Community Problem Solving
The Relationship Between Number Sense and Problem Solving
How Personality Types and Temperament Affect Decision Making and Problem Solving Skills
How Confirmation Bias and Fixation Interfere With Effective Problem Solving
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Informing Educator Preparation Programs_Daniela Vilarinho Rezende Pereira

until file(s) become available

Informing Educator Preparation Programs: Insights into Technology Integration

The overarching purpose of this three-paper dissertation was to investigate the affordances of technology in educational settings and gain insight into how preservice and inservice teachers integrate technology as they design, develop, implement, and manage learning experiences. To meet this goal, three studies were conducted. In study 1 the purpose was to describe how preservice teachers identify educational problems and suggest solutions in which educational technology can be meaningfully implemented by using a problem-solving lens. Participated in this study 100 preservice teachers enrolled in an introductory educational technology course. Students’ technology integration activity was analyzed for this study. This activity, divided into three parts, required that students (1) shared and reflected on their best academic learning experience, (2) described how they could integrate technology into that learning experience, and (3) revisited their suggestions for technology integration, evaluated their ideas, and suggested revisions. Data were analyzed using an ill-structured problem-solving model synthesized from previous literature: identifying problems, generating solutions, making justifications, and monitoring. Results of this study indicated that preservice teachers had a simplistic understanding of technology integration, likely resulting from underdeveloped problem-solving skills. In study 2 the purpose was to identify the instructional strategies and technology affordances used while integrating technology that facilitated the development of student creativity by completing a systematic literature review about how technology (i.e., social media) is being used by educators to foster creativity. After the process of identification and screening, a total of 27 articles met the inclusion criteria and were selected for further analysis. The results indicated that, in most studies in which the use of technology was associated with promoting student creativity, a student-centered approach was used. Students had autonomy and flexibility to produce content, express their opinions, and share their experiences using social media. Also, participants used social media to create their own products, communicate with others, and collaborate virtually. In the studies, we identified that the social media affordances of ownership, association, and visibility lead to fostering student creativity. In conclusion, social media, when integrated with appropriate instructional strategies, can be successfully used as an educational tool to build an environment that promotes student creativity. In study 3 the purpose was to analyze the forms in which special education teachers design learning experiences that provide an environment for creativity development for students from special education and how their proposed technology integration plays a role in it across different settings (i.e., face-to-face, blended, and online learning). Three practicing teachers enrolled in an online graduate program in special education participated in this study. For the purpose of this study, the primary data source consisted of assignments (i.e., artifacts and reflections) submitted by students to the Technology Integration - Blended and Online Teaching (Ti-BOT) program, a licensure required as part of their Special Education program. Artifacts were analyzed through the lens of the existing literature on learning environments for creativity. Reflections were analyzed using a thematic analysis approach, applying a combination of inductive and deductive coding. The artifacts presented by the participants included elements of a creative environment and technology often facilitated the development of such an environment. However, the participants did not appear to explicitly and intentionally design activities to foster creativity, but to make modifications to learning activities and assessments that reflected the level of individualization and adaptations that are typically expected from special education teachers, described in individualized education plans (IEPs), and guided by Universal Design for Learning (UDL) principles. With the findings from this three-paper dissertation, the goal is to provide recommendations for how educator preparation programs can improve how they are approaching technology integration, gain deeper understanding of technology integration across diverse contexts and tools, and offer strategies for supporting the deeper consideration of how technologies can be meaningfully used.

Degree Type

Doctor of Philosophy
Curriculum and Instruction

Campus location

West Lafayette

Advisor/Supervisor/Committee Chair

Additional committee member 2, additional committee member 3, additional committee member 4, additional committee member 5, usage metrics.

Curriculum and pedagogy not elsewhere classified

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How Companies Can Take a Global Approach to AI Ethics

Swanand Deodhar,
Favour Borokini,

Ideas about right and wrong can differ from one cultural context to the next. Corporate AI governance must reflect this.

Many efforts to build an AI ethics program miss an important fact: ethics differ from one cultural context to the next. Ideas about right and wrong in one culture may not translate to a fundamentally different context, and even when there is alignment, there may well be important differences in the ethical reasoning at work — cultural norms, religious tradition, etc. — that need to be taken into account. Because AI and related data regulations are rarely uniform across geographies, compliance can be difficult. To address this problem, companies need to develop a contextual global AI ethics model that prioritizes collaboration with local teams and stakeholders and devolves decision-making authority to those local teams. This is particularly necessary if their operations span several geographies.

Getting the AI ethics policy right is a high-stakes affair for an organization. Well-published instances of gender biases in hiring algorithms or job search results may diminish the company’s reputation, pit the company against regulations , and even attract hefty government fines . Sensing such threats, organizations are increasingly creating dedicated structures and processes to inculcate AI ethics proactively. Some companies have moved further along this road, creating institutional frameworks for AI ethics .

SD Swanand Deodhar is an associate professor at the Indian Institute of Management Ahmedabad. His engaged research in topics such as digital platforms and digital transformation is rooted in deep collaboration with practice. His work has appeared in journals of global repute and reference, such as MIS Quarterly , Information Systems Research , and Journal of International Business . You can follow him on LinkedIn .
FB Favour Borokini is a PhD student with the Horizon Centre for Doctoral Training, hosted at the Faculty of Computer Science at the University of Nottingham. Her research interest is in the ethical framework that addresses harm in immersive environments. She holds a Law degree from the University of Benin, Nigeria, and is a member of the Nigerian bar. She has successfully leveraged her legal background to investigate issues such as the impact of technology on human rights, particularly women’s rights, the impact of AI on African women, and the experiences of African women working in AI across various sectors.
Ben Waber is a visiting scientist at the MIT Media Lab and a senior visiting researcher at Ritsumeikan University. His research and commercial work is focused on the relationship between management, AI, and organizational outcomes. He is also the author of the book People Analytics . Follow him on Mastodon: @[email protected].

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