MindSightsTM
Pocket
Problem Solving
Questions
(Click on blue hyperlinks)
1. Write problem/opportunity statement.
2. Work on a more important problem?
3. Find the right people to solve problem.
4. Describe the problem or situation.
5. Write a transient (change) statement.
6. Systems think the whole problem.
7. List reasons for wanting to resolve.
8. Write goal / objectives statements.
9. Briefly describe the ideal future.
10. Find the problem’s root
cause.
11. Identify and remove
obstacles.
12. List requirements for
ideas/solutions.
13. Idea generation strategy
& incubate.
14. Generate lots of ideas/solutions.
15. Categorize and group
ideas.
17. Turn ideas into practical
solutions.
18. Criteria for judging ideas/solutions.
19. Pick right decision making
method.
20. Decide on the best
solution.
21. Validate correctness of
decision.
22. Determine if solution
needs testing.
23. Feedback to prevent
recurrence.
24. Is the time right to
implement?
25. Develop implementation
plan.
26. Identify contingency plan
options.
27. Monitor progress and
adjust plan.
28. Post implementation
review.
1. Write a problem
statement. [menu]
Can the problem be stated in 15 words
or less?
Are you sure
this is a real problem
How would
other people state the problem?
Can
reframing the problem give different perspectives?
Should
it be stated with a specific measurable result?
Should
it be stated starting with the words - How can I/we...?
Will
everyone who reads it have the same understanding?
Is
the scope of the problem limited enough to make it solvable?
What
relevant person thinks this is not a problem?
Who thinks this is a problem? Any exaggeration?
Is
this just a symptom of the real problem?
Is this an issue and not a problem?
Do
you intuitively feel this is the right problem to be solved?
How
would someone unaffected by the problem see it?
How would the problem owner state the problem?
If
all opinions or biases were removed, how might the problem be stated?
Restate by substituting synonyms and antonyms.
How
would the problem be stated based on:
.
Reframe Problem [return] [menu]
If
the problem could be boiled down to one word, what would it be?
How can the problem be stated as an opportunity or something
positive?
How
would the problem be stated as a broader problem?
How might the problem be stated in the future or in the past?
Can
you restate the problem more generally? More Specifically?
How might the problem be exaggerated to give a different
viewpoint?
2. Work on more important problem(s). [menu]
What
is the number one problem that needs resolving immediately?
What
problems have already been identified but are being ignored?
What potential problems or opportunities might exist?
Does
solving the problem written align with broader objectives?
Should
resources be used to work on a different problem?
Potential Problems [return] [menu]
What
are customers or clients complaining about most?
What irritates employees the most?
What
emerging trends might impact your business?
What new customer/client needs might be coming?
Where
do defects and rework appear the most often?
Where are resources being wasted?
What
core business products, processes or services need changing?
Where is the competition ahead of us right now?
3. Find the right people to solve problem. [menu]
Who is responsible
for solving this problem or situation?
Who understands the
problem best?
Who would add fresh thinking and perspectives about the problems?
Who would be
committed to solving this situation? Who wouldn’t?
Who can facilitate
problem solving, teamwork and decision making?
Who brings other
needed skills?
What conflicts or biases would
hurt problem resolution?
What
truths about this problem are people 100% certain about?
Are truths based on facts or opinion?
What
individual beliefs are contrary to this certainty?
Are people willing to listen to others who have different
beliefs?
What
strong likes and dislikes might override facts and understanding?
What conclusion do people already have regarding the problem
solution?
4. Describe the
problem or situation. [menu]
Where is the problem
noticeable?
Why does the problem need
solving?
How will you know when the
problem is solved?
Who
would be considered the owner of the problem?
Who gains from solving the problem?
Who
has a vested interest in the status quo?
Who is affected most by the situation/problem?
Who
are the senior people concerned about this?
Who decided that this situation was a problem?
Who
else has a similar problem?
Who thinks this is (or is not) a problem? Why?
Who
might help you to think about this situation?
Who could prevent the situation from being resolved?
WHAT Questions [return] [menu]
What
are the problem’s key assumptions, metrics, facts?
What change was made just before the problem started?
What
factors do you think have contributed most to the problem?
What facts appear to be exaggerated?
What
about the problem is most urgent and needs attention?
What are the constants (givens) that cannot change?
What
aspects about this situation require outside help?
What are the missing facts that need to be understood?
What
are the biggest obstacles to solving the problem?
What are possible root causes of the problem?
What have you done in the past with similar problems?
What if you do nothing?
WHERE Questions [return] [menu]
Where
is the problem most (or least) noticeable?
Where else does it exist?
Where
else might it exist?
Where is the best place to start to look for solutions?
WHEN
Questions [return] [menu]
When did the problem first appear?
When is the problem
likely to occur again?
When does/doesn’t the problem occur?
When will the problem
get better (or worse)?
When will the problem stop being a
problem?
When does the problem
need to be solved?
When will the problem begin to be
worked on?
Why
is this situation even a problem?
Why do you personally want to solve the problem?
Why
wouldn’t you want to solve it?
Why hasn't the problem already been solved?
Why
is the problem easy (or difficult) to solve?
Why would someone else want to (or not want to) solve the
problem?
Why
doesn't the problem go away?
Why are we spending the
time doing this?
How
confident are you that you have identified the central problem?
How quickly is the problem spreading or developing?
How did this situation come
about?
How will solving this problem make life better or worse?
How
would someone else state the problem facts?
How can the situation be prevented in the future?
How
might obstacles be overcome?
How might this problem be part of a larger problem?
How
is this situation unique compared to similar ones?
How will you know when you have resolved the situation/problem?
5. Write a transient (change) statement. [menu]
Describes in 15 words or less how the
problem came about.
What
events led up to the present problem or situation?
What
change was made just before the problem or situation started?
What person got involved just before
things changed?
Who/what left the situation just
before the problem started?
What
things are being done differently now than they were done before?
How has the workload
shifted? Are priorities shifting?
How quickly is the problem spreading
or developing?
What new (revised)
policy or procedure was put in place?
When did the problem start and where
did it come from?
Have changes occurred that people have not been adjusted to?
Is someone making sweeping changes?
6. Systems think the whole problem. [menu]
Is
this problem/situation part of a larger problem?
What
small problems add up to this one or make it worse?
Can
the whole problem/situation be solved or just a part?
Is
the problem a one-time situation that is not likely to happen again?
Can
solving this problem be used to solve other problems?
Might
solving this problem create other problems?
In what system does the problem reside?
What
is the purpose of the system?
What does the problem indicate about the system?
What
are all the relevant system components or parts?
How does the problem/situation interact with each system
component or part?
How
does the input/output of the problem relate to the input/output of the system?
Might resolving this situation hurt the system?
7. List reasons for wanting to resolve. [menu]
What
is the main reason (purpose) for wanting to solve this problem?
If
you reach this purpose (reason) and nothing else; will it make everyone happy?
What larger purpose might eliminate
the need to achieve this smaller purpose?
What are all the other reasons for wanting to resolve?
What are the purposes of other people
for wanting to resolve this situation?
What
one thing, if achieved, will resolve most purposes and reasons.
How
would you prioritize the purposes from most important to least?
What is the ideal purpose that, if
solved, would make everyone happy?
What are the organizational purposes?
Are
any purposes related to other projects or activities?
What are the customer’s
purposes; and their customer’s purposes?
What are the intangible reasons for
wanting to solve this situation?
Who else can be asked to
develop more purposes?
What if you question the assumptions
underlying the purposes?
8. Write goal / objectives statements. [menu] [B]
Write a goal statement that describes
what the problem will look like once it is solved?
Will accomplishment of this goal
solve, in part or in whole, the stated problem?
Should
the goal be quantified? Ask questions like; 'how much' or 'how many'?
Does
the goal create a short-term gain but a long-term loss?
Are
the goals within the CONTROL and ABILITY of those who need to reach them?
What objectives need to be set
to show a clear path and progress toward the goal?
Will
everyone who reads the goal statement have the same understanding?
Is
the scope of the goal limited enough so that it can be reached?
Is the goal set too low and needs to be set higher?
Is
the goal a portion of a larger goal?
Is the goal too broad as to scatter ideas around?
Is
the goal so rigid as to limit creative thinking?
Are you sure that this is the final goal or is it an
intermediate objective?
If
the goal cannot be measured, how will you know when you have reached it?
What
objectives should be set so that everyone can see they are making progress
towards the goal?
Do the objectives contain specific time frames and measurements?
Are
objectives in the correct sequence with none missing?
Are the objectives set too difficult to achieve so as to
potentially discourage people?
Are
there any hidden objectives or agendas that need to be brought into the open?
Do objectives align to
larger personal or group goals?
9. Briefly describe the ideal future. [menu]
Are
we working on a near-term goal without regard for what might come in the
future?
If you had absolute power what would
the ideal future solution be to the current problem?
What
are some problem facts, as they would
ideally exist in the future?
Once this goal has been reached, what
might be the next goal(s)?
What
do you expect is the lifespan to be for any proposed solution?
What
technology (etc.) is not available today but will become available to allow for
the next solution?
What
are the three biggest challenges to reach the ideal future?
10. Find the problems
root cause. [menu]
What
is assumed to be the root cause?
What is the cause of the one thing that
if changed would improve the entire situation?
What
factors do you think have contributed most to the problem?
Can you replicate the current
condition to make finding the root cause easier?
What changes occurred that may
have caused the problem
List all potential causes that are
contributing to the problem?
For each suspected cause ask, “What
was the cause of the cause?”
What
is the earliest point in the causal chain for which you have control necessary
to effect a solution?
How are things now compared to how
they were in the past?
What change(s) were made just before the problem started?
What
are you doing differently now than what you were doing before?
What person was hired or
got involved before things changed?
What person left just before things
changed?
What new (revised)
policy or procedure was put in place?
When did the problem start and where
did it come from?
11. Identity and remove obstacles. [menu]
What are all the obstacles preventing
you from solving the problem?
What is the single most difficult
obstacle to overcome to solve the problem and reach your goal?
Working backwards from the goal,
identify one obstacle at a time until all obstacles are known.
What makes each obstacle an obstacle?
What
are some things that are definitely NOT considered obstacles and should not be
changed?
What are ways to eliminate obstacles,
including quick fixes or ‘work-around’ solutions?
If an obstacle cannot be removed can
it be made smaller?
12. List requirements for proposed ideas and solution. [menu]
What are all the problem solution
requirements that must be included in any proposed idea?
What is the most important requirement
that all ideas must consider?
Are there any mandatory requirements
that ‘must’ be included in any proposed idea/solution?
Are there any requirements that ‘must not’
be included in the proposed solutions?
Have all stated goals, purposes and
desired outcomes been reflected in the requirements?
Who else needs to participate in the
development of requirements?
13. Idea generation strategy & incubation. [menu]
What strategies have others used to
solve similar situations?
Does the problem solution need radical
ideas and solutions?
Who can help generate ideas?
Outsiders? Consultants?
Are there any premature judgments that
would negatively impact idea generation?
In
addition to brainstorming, what other idea generation tools should be used?
Prepare the mind for creative thinking – incubate.
How might you incubate the problem
before you start developing ideas? Take
a walk? Go to lunch? Play a game? Tell some jokes? Sleep on it?
Consider some physical
exercise to improve your mental clarity and enhance the chances of conceiving
creative ideas.
Take some deep breaths or do some
exercises to get oxygen to your brain before starting
Are there things
cluttering people’s minds that need to be let go before effective idea generation
can occur?
How has this problem already been
solved by different organizations, people, cultures?
How does this problem
resemble something that has been dealt with in the past?
How many ideas should be
developed? 2? 10?
100? More?
How much time should be
spent on developing ideas or solutions?
How should you keep from becoming
overwhelmed by too many ideas?
Before discarding unpromising
ideas, check to see if they can be reframed into a potential good idea?
14. Generate lots of ideas/solutions. [menu]
List, as quickly as you can in 3-5
minutes, all ideas that come to mind.
What is the most practical
idea/solution for the situation?
If
time and money were no object, what would be the ideal idea or solution?
What is the absolute worst idea for
resolving this situation?
What
are ideas that would take the situation back 5 years? Into the future 1-5 years?
ADD
something to the situation.
ADD something to the situation. [return] [menu]
What elements can be added: Size?
Weight? Resources? Ingredients? Height?
Length? Strength?
What can be added to sequence: More
time? Greater frequency? More
regularity?
What if you increase the magnitude of
the situation 2 times? 10 times? 50 times?
What can add extra value?
What if you added more: Convenience?
Efficiency? Workspace? Money?
SUBTRACT something. [return] [menu]
What would happen if a part of the
situation were eliminated?
What can be taken away? Made smaller?
Fewer parts? Fewer ingredients? Shorter?
Weaker? Streamlined? Deducted?
What if you minimized the situation
five-fold? Fifty-fold?
COMBINE something. [return] [menu]
How might things be combined to make
something new?
How can (parts, ideas, functions,
components) be put together to make a better whole?
How about mixing, blending, fusing
materials or ingredients?
What if you combine features from
several items to create something new?
What might be done cooperatively?
SEPARATE something. [return] [menu]
What would happen if you separated the
situation/problem into smaller parts?
What can be isolated? Removed,
What joined thing can be separated?
Can this be out-sourced? Sold off?
SUBSTITUTE something. [return] [menu]
What can be substituted to yield
ideas?
What if you substitute characteristics
from other products, processes, species?
What if some components were made
interchangeable?
What if a different technology were
used?
In what areas can quality be safely
reduced?
ALTER
the situation. [return] [menu]
How might changing the (size, shape,
color, form) generate ideas?
What if the environment, location were
altered?
Can basic assumptions, rules,
procedures or practices be altered?
Can this situation be brought back to
its original condition?
If a child looked at it; what would
they see or how would they do it?
ADAPT
the situation. [return] [menu]
Can you adapt someone else’s ideas.
What if you borrow principles or
practices from other disciplines?
Does anything in the past offer a
parallel?
How would copying, imitating or
emulating something generate new ideas?
What can be used 'off the shelf'?
What worked well in
the past?
REARRANGE the situation. [return] [menu]
How can processes, steps or patterns
be rearranged to yield ideas?
What would it look like if you did
something in a random order?
What about rearranging the schedule,
sequence, flow or environment?
Can the pace, direction or time be
changed?
What can be moved, delayed, postponed
or reorganized?
REVERSE the situation. [return] [menu]
How might you achieve the opposite
effect?
Can roles, people or flows be
reversed?
What if you did the last thing first?
How can the positives and negatives be
transposed?
Can this be turned upside down or run
backwards?
What is the best way to do it wrong?
15. Categorize and group ideas. [menu]
Categorize or group ideas by:
16. Synthesize ideas. [menu]
Are there two ideas that could be
combined to make one great idea?
What are all the best options of all
the ideas and might they be combined into one?
Can an idea be modified to eliminate
the disadvantage without loosing the advantages?
What if you just start to combine
things; parts, material, concepts, attributes, ingredients, functions, etc.?
Does an idea being discarded have any
useful features that can be incorporate into another idea?
17. Turn ideas into
practical solutions. [menu]
What parts of an idea need to be
changed to turn it into a practical ‘solution’ that can be implemented?
Can an idea be modified to eliminate
the disadvantage without loosing any advantages?
To fully refine ideas into practical
solutions, look for more disadvantages even after they stop popping into your
head.
In what ways can you build on the
idea’s advantages?
How can you further modify the
solution to meet the needs of people who will evaluate it next?
Should the proposal solution be
refined by testing it on a small scale?
How can the solution be modified to
address implementation objections that would cause rejection?
18. Criteria for judging ideas/solutions. [menu]
What are the desired qualities for
judging what best solves the problem?
What is the single most important
criterion for predicting the effectiveness of a proposed idea/solution?
Which
criteria are mandatory vs. desirable vs. optional?
What criteria are needed to show the idea/solution’s effects on people?
What goals and purposes ‘must’ any
solution meet?
What
ensures that the solution will actually work in real life?
What
standards might be applied to evaluate the idea?
What implementation criteria
must a solution meet?
People Criteria [return]
[menu]
Will
the solution be difficult for people to use?
What are the effects on stakeholders, shareholders, customers,
employees, groups, organizations, community, society, and global community?
Will
people have to change their lives?
Will the idea/solution have any moral or ethical problems?
What
criteria are important to personal (group) values, attitudes or feelings?
Will the idea/solution improve behavior or improve morale?
Will
the idea be safe for everyone involved?
Are there any intangible
criteria that need to be considered: values, attitudes, enables more
innovation, relationships, security, safety?
Implementation Criteria [return]
[menu]
·
Most predictable out-come?
Other Criterion [return] [menu]
Is
there a hidden or unspoken criterion that needs to be applied?
Will the solution need
to meet any specific individual desires?
What
criteria are needed to meet the organizational goals?
What other criteria are
important? Political?
Legal? Public Relations?
Will
the idea/solution generate revenue?
Reduce Cost?
What financial criteria must
a solution meet: Cost/benefit payback period?
ROI? Profit gain? Lowest loss?
Long-term benefits?
What
are the effects on stakeholders, shareholders, customers, employees, groups,
organizations, community, society, and global community
19. Pick right decision making method [menu]
Consensus: Use it when a high level of
commitment is necessary for successful results.
Weighted Criteria Ranking: use when
you have a lot of statistical data.
Prioritization Matrix: Use it to
identify “low hanging fruit”.
Simple Voting Scales: Pick a scale to
best fit your need.
Pros and Cons: Use when you are down
to a few equal alternatives
Paired-choice: Good for consensus building because it uncovers
team members differing values.
Individual Best: Everyone picks the
alternative they like.
Rank Order: Simply rank ideas from
best to worst. Determine which idea has the most number one rankings.
Majority Rules: Use it when you are
not going to get total consensus. other specified percentage) must agree.
Powerful Minority: Twenty percent of powerful minority must
agree.
Consultative Decision: Use it when
individual judgment is warranted over group judgment.
Authoritarian Decision: Usually done
after the leader collects input from team members.
Arbitration/Mediation: Use it when it
is vital to maintain the agreement and co-operation of two or more individuals
or groups.
Reverse Prioritization: Use it to identify the ideas or alternatives
that people do not want.
Intuition: Use it to compare your
intuitive decision with your logical decision
Decide ‘Not to Decide’: Use when you are not completely sure of the
right decision.
20. Decide on the best solution. [menu]
What alternative solution best solves
the problem or situation?
What alternative best satisfies the
customer?
What alternative is easiest to
implement?
What alternative gives the best ROI?
What alternative is least costly?
What alternative feels right?
What alternative has the best
intangibles or additional benefits?
Ask each person what alternative they
would personally pick.
What alternative satisfies mandatory
or political needs?
21. Validate correctness of decision [menu]
What is the likely outcome for a wrong
decision?
Why
didn’t you decide on other alternatives?
Is there a strong feeling that the
decision is correct?
Does the decision, even if correct, do
more harm than good?
Does the decision align with the
larger goals of the organization?
Has this decision been made at the
correct level of the chain of command?
Is the Decision Implement-able
Implement-able [return] [menu]
Did the decision by-pass or over-ride
lower echelons of management?
Does this decision cut
across boundaries or change policies?
Does the decision push other problem
situations into the future?
Does the decision resolve
the situation at its root?
Does the decision enable other
innovations?
Does the decision have
any moral or legal problems?
Does the decision benefit nearly
everyone or just a few?
Is the decision a
long-term permanent fix?
Is the decision a short-term remedy
that might diminish the future?
Other Questions [return] [menu]
What are the undesirable consequences
of implementing this decision (solution)?
Is the decision worth
implementing?
Is the decision affordable to
implement?
How should implementing the idea be financed?
Are
the resources available to implement this idea?
Do I/we have the will to
push it through to completion?
Does the decision have an adequate level
of support to implement?
Can this decision
(solution) be executed with resources available or obtainable?
Has the decision been stated in a form
that is absolutely clear and understandable?
Does the decision
contain a method for tracking and compliance?
When might the decision (solution)
become obsolete because of evolving technology?
22. Determine if solution needs testing. [menu]
Does the solution need testing before
it is implemented?
What questions are most important to
answer with testing?
What test results must be met to go
ahead with implementation?
What are the things you should test
for?
What type(s) of testing are needed?
23. Feedback to prevent recurrence. [menu]
What kind(s) of feedback may be
needed?
What kinds of feedback currently
exist?
What
is done with current feedback?
What
feedback systems are available but not used?
How do you handle negative feedback?
How
can feedback be encouraged and rewarded?
24. Is the time right to implement? [menu]
What
is the ideal completion date?
What
is the latest time that the solution can begin implementation?
Have all the right people signed-off
on the solution to be implemented?
Are all the resources available for
implementation; people, tools, technology?
What if the idea or solution were
delayed and perfected more?
Have implementers been given both the
control and the authority to act?
What are the sources of implementation
resistance?
What are the sources of
implementation assistance?
What
and who may resist due to:
How can resisters be prevented?
What
or who are the sources of implementation assistance?
What
things, action or objects will improve implementation?
Has everyone’s self-interest been
built into the solution?
How
can the chances for success be increased?
How
will you enlist support?
25. Develop implementation plan. [menu]
What
major project milestones need to be set?
What objectives should be set for each
milestone?
What action steps or work activities
should be set for each objective?
Who
is responsible for each action?
How
long will each work activity or action step take?
When
is the deadline for completion of each action?
What
are the dependencies for completing each action step?
Can
multiple work activities or action steps be done concurrently
Who
approves that the activities or actions are successfully completed?
How
does your work plan compare to other successful plans?
Should
parts of the work plan should be outsourced?
26. Identify contingency plan options. [menu]
What
things could be fatal and stop implementation?
What
are the major implementation obstacles?
What
is the worst thing that could happen for each action step?
What
action step failures would be most critical?
Who
is responsible for getting the critical step completed?
What
steps, if not completed on time, would halt other steps?
What
has happened in the past to cause implementation problems?
What
outside forces or regulations might cause problems?
How
might the implementation team itself impede progress?
What are early warning signs that
indicate potential trouble?
27. Monitor progress and adjust plan. [menu]
How
will plan progress be monitored and reported?
Who
needs to be advised on progress?
How
often does the Work Plan need to be reviewed?
What kinds of incentives might improve
implementation?
What
corrective action can be taken if you
are falling behind schedule?
28. Post implementation review. [menu]
How
well did the project achieve stated goals?
What
issues or problems still need to be worked through?
What
were the major successes of implementation?
What
were the major failures of implementation?
What were the major learning
experiences?