Steps in the Problem Solving Cycle

Problem Solvers need a roadmap - what does that look like?

Problem Solving is an iterative process grounded in PDCA, and a sound Problem Solving methodology will comprise a series of very well defined steps. These steps can differ depending on the complexity of the problem. Frontline Problem Solving may use a shorter and more direct process than executive Problem Solving, for example. The general principles that apply will however be similar for any working Problem Solving process.

The steps I’ll describe in this post are the ones I teach to learners on A3 Problem Solving courses and coaching programmes. Each individual step will be covered in detail in future posts, what I want to outline in this post is the overall Problem Solving process. So this is just to give you some context.

Problem Solving only begins once a problem has been detected and then earmarked for a formal Problem Solving event. Detection itself is not one of the steps in Problem Solving, but an activity that precedes the Problem Solving process.

The following are the important steps in Problem Solving, with a brief description of each one:

Step 1: State the Problem

Being crystal clear about the problem you are trying to solve is the first, and possibly most important step in Problem Solving. Problem Statements are short descriptions of a problem in a single, carefully constructed sentence. In future posts we’ll explore how to do this, with examples.

Step 2: Analyse the Problem

Understanding the problem you are trying to solve is important. This means understanding the problem itself, not how to solve it, that is something you will get to later. It is not uncommon for the Problem Statement to be revised after the problem has been analysed.

Step 3: Characterise and Measure the Problem

Characterising a problem involves determining what “type” of problem you are dealing with. It is common to define standard problem types in specific industries. A problem may have characteristics that could fit with several problem types, but there is typically a dominant one.

Once a problem has been characterised, a performance indicator can be chosen for the problem. This performance indicator will be used to measure the problem, set a target and then measure the performance gap, effectively quantifying the size of the problem. Not every problem is quantitative in nature. It is therefore also possible for this step to involve a qualitative assessment of the performance gap in cases where the problem cannot be quantitatively expressed.

Step 4: Find the Root Cause of the Problem

Root cause analysis is one of the most crucial aspects of Problem Solving, because we can only formulate solutions when we know what the root cause is. There are a very wide range of root causes analysis techniques we can use. We’ll explore many of these in future posts, with a focus on some of the ones I have found to be most effective.

Step 5: Develop Solutions and choose the most appropriate Solution

Solutions prevent a problem from occurring by directly addressing the root cause. In some cases the root cause makes a single solution obvious, but for many problems, several solutions are possible. Of these solutions, one will be a better option than all of the others. Choosing the best solution is conducted through a structured, logical process.

Step 6: Implement the chosen Solution

Some solutions are simple and others are complex, meaning that details of the implementation process for individual solutions vary widely from one solution to the next. The steps needed for implementation will therefore be appropriate to the solution and not be a “one size fits all” approach.

Step 7: Evaluate Solution performance

Once a solution has been implemented it is vital to assess the results delivered. The point of executing all of these steps is that we want to solve the problem, so it makes sense that we assess whether we have succeeded or not. There are a few specific ways we can assess solutions, and these are specific to the problem at hand.

Step 8: Decide on next steps

This step is only executed once we have proven that the problem has been solved. It entails multiplying the benefits of the problem solving event, and also making successful solutions even better for future application.

As mentioned in earlier posts, this is not a linear process, but one in which every individual step is continuously open to scrutiny, refinement and review. Each step sets the scene for the step that follows it, and becomes feedback for the steps that precede it. Along the way, concrete evidence is gathered and used to ensure that the entire process is fact-based. It is this ongoing process of iteration that makes Problem Solving a process rooted in learning.

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