Problem Solving skills (Deakin University) https://www.futurelearn.

com/courses/career-credentials-
problem-solving/1/todo/34505

Problem-solving skills – whether creative or complex – are in high demand across all industries and
employment sectors.

But what does good problem solving look like? What problem-solving skills do you have and how would
you go about benchmarking and demonstrating these to benefit your career goals?

Setting the scene for your learning

When you think about it, there are very few jobs that don’t require problem solving.

It’s also one of the most highly regarded employability skills that organisations rely on to achieve their
goals and objectives.

Problem solving is a vital skill that we often take for granted by failing to appreciate the complexity of all
the elements associated with effective problem solving, especially within a professional context.

Your ability to articulate and evidence your problem-solving skills is critical to gaining employment
opportunities, whether in terms of changing jobs, applying for a promotion, re-entering the workforce,
gaining access to the resources required to start your own business, or pursuing further education and
training.

However, many of us find it difficult to evaluate and market our own problem-solving skills, knowledge
and experiences.

What will you be learning?

In this course you’ll:

 investigate the role of problem solving in both jobs of today and the future

 explore what problem-solving skills employers are looking for

 discover practical tips and strategies for improving your problem-solving skills

 benchmark your own capability in problem solving against international frameworks and
Deakin’s Professional Practice criteria

 discover how to apply for an internationally recognised, university-level credential in problem

solving.

Your learning outcomes

By completing this course, you should be able to:

 define problem solving and its importance to the workplace

 describe the behaviours, skills and knowledge that exemplify good problem solving

 assess your current problem-solving skills against a qualifications framework

  collect evidence of your capability to demonstrate to employers and/or apply for a problem-
solving credential.

Learning online with Deakin

Deakin’s online courses are based on a few, but important, learning principles. To get the most out of
this course, we encourage you to keep in mind the following.

Our learning philosophy

Deakin University is a pioneer in innovative digital learning. Several key principles underpin all our online
courses, which are designed to:

 challenge you with new and interesting ideas

 prompt you to connect and engage with other learners and Deakin educators

 test your knowledge and understanding against clearly defined learning outcomes.

Get involved

Getting the most out of your online learning experience with Deakin begins by getting involved.

Our courses are designed for adult learners from around the globe who, like you, have diverse work, life
and study experiences.

One of the key ways to optimise your learning is to participate in the tasks set by your educators and
engage in topic-related conversations with other learners.

Learning through conversation

In this course, you’re invited to comment on topics, discuss issues and ask and/or answer questions.

Some of the ways you can do this include:

 adding a post to start or continue a conversation by building on what others are saying

 using reply to ask a question or make a comment that indicates you’re interested in what
someone else has said and encourages them (or others) to expand on their ideas

 making a comment that links, compares or contrasts different themes in the conversation

 disagreeing with a comment in a curious, constructive and compassionate manner

 using like to indicate which comments most resonate with you.

The river crossing problem

Problem solving can require creative and complex thinking. In this discussion, we’ll warm up
our problem-solving skills by taking a look at a popular brain teaser.

The river crossing problem is a variation of a common brain teaser.

To solve it you will need to apply your problem-solving skills. You may also need to think
differently – or outside the box – to find a solution.

The lion, the goat and the vegetables

Here is the problem:

A man is headed to a mountain, taking a lion, a goat, and a basket of vegetables with him.

On the way there, the man needs to cross a river. He finds a boat, but it can only carry two things
at a time.

If he takes the vegetables, the lion will eat the goat. If he takes the lion, the goat will eat the
vegetables.

How does he cross the river if he needs to take everything with him?

Your task

Consider how you would approach this problem.

What processes would you use and what solution do you reach?

Post your thoughts in the comments and don’t forget to like, reply, ask questions, discuss and
compare responses based on the ideas of other learners.

Problem solving and employability

Did you know the demand for employees with problem-solving skills is growing? In this article, Trina
Jorre de St Jorre discusses problem solving in the workplace.

While problems may vary, problem solving is a skill that is important in every workplace and industry.

According to The New Basics report, problem-solving skills are in poor supply and high demand.

Demand for problem-solving skills in early-career jobs increased by 26% from 2012 to 2015, and jobs
requiring problem-solving skills are often highly rewarded. On average, early-career positions stipulating
that problem-solving skills were required paid AUD7745 more than jobs that did not.

However, not everyone is good at identifying and solving problems in the workplace; the processes
involved can be daunting, especially when involving numerous stakeholders with diverse needs or
perspectives.

Effective problem solving is not just about finding solutions. You or your team will need to:

 identify the problem

 analyse the problem

  assess the impact of different solutions

 select a solution

 implement the solution

 evaluate and possibly adjust the solution.

Some or all of these stages may involve consulting, negotiating and sharing the decision-making process
with others. Therefore problem solving can be both a creative and a collaborative process.

Your task

How important is problem solving in your workplace, career or industry?

Why do you think the demand for good problem solvers is growing and what are your predictions about
the importance of problem solving to jobs of the future?

Drawing on your own experience, knowledge or research, share and discuss your thoughts on these
questions in the comments.

GARY SMITH: I've yet to work in or hear about an organisation that simply doesn't have problems,
issues, that it has to confront. So therefore, it is part of everyday life. It is a success measure as to how
well companies can deal with problems are the ones that separate the good companies from the bad.

JUSTIN FRANKLIN: So problem-solving's really important to our business and our industry, because we're
here for the customer fundamentally. And to make sure we deliver the maximum value to the customer,
we've got to be solving the right problems, and we need really good problem-solvers to come in, identify
where we can improve as a business and as an industry, and make sure we're maximising that value
back to customers and the community.

CATHERINE FRIDAY: Problem-solving solving is what we do as a firm. Effectively, our clients outsource
their problems to us. And that can be because of capability or capacity or time pressures, or because
what they're doing is new to them and they trust firms like ours to come in and help them with their
problem of the day, whatever that happens to be.

GARY SMITH: In all of my experience, the answers inevitably lie within the body of the organisation. It's
the ability to bring the talent and the issues or the people who have been able to do the analysis, to
bring those ideas to senior management, where senior management then can apply other filters and
factors into the decision-making. But it is absolutely wrong to believe that all of the answers lies in the
heads of senior management.

JUSTIN FRANKLIN: So it's really important in a business like ours that everyone in the business is playing
a role in solving problems. It's not just for the senior executive to be dictating the solutions. The best
businesses have all their teams playing a part in continually improving the business and finding new
ways to innovate and deliver value to those customers.

CATHERINE FRIDAY: Undertaking the right level of research and our stakeholder consultation is really
important in providing the best professional judgement that you can on the day. Looking at historical
datasets is really important when it comes to making decisions and problem-solving,-- But really there is
no substitute for broad stakeholder consultation and making sure that the decision that you make
today, is one that is not made in haste, but it is made with all of the very best information that's
available to you today. At the same time, it's really important to be able to let go of that point of view
tomorrow if the evidence available to you tomorrow changes.

GARY SMITH: It's not about compromise in that it's a less than ideal solution. Compromising is, well, I
didn't actually think of that, but what a great idea. Let's explore that, is part of the chemistry of a
organisation's executive or management group that is prepared to listen. It's prepared to explore a
thought process that they hadn't even contemplated.

JUSTIN FRANKLIN: No one individual knows the answers to all the questions. So we rely on the team and
the team to help each other. And what we really ask people to do is come to those conversations with
an open mind. Because we all have an opinion, but it's more challenging sometimes to be open-minded
about the opinions of others.

CATHERINE FRIDAY: Make sure that you ask the right questions. Start with an open mind. And again, test
your assumptions as you go through the process of collecting information. Start with a hypothesis that
you're testing, rather than an idea that you're deeply wedded to, and continue to test it and challenge it
until you have drawn sufficient evidence that you are comfortable to draw a conclusion.

JUSTIN FRANKLIN: The most important thing in gaining the best experience is to take risks, to take smart
risks. And have a go and try new things. Put them into practise and be prepared that some of them
aren't going to work out, some'll fail, but you'll learn from that and that's great experience to take
forward.

GARY SMITH: At the end of the day, once you are presented with all of the information, facts, figures
and alternative thoughts, structures and processes, at the end of the day, the team that is responsible
for that decision needs to balance all of that information and basically do what they believe to be the
right outcome or the right decision for the organisation.

CATHERINE FRIDAY: And so problem-solving and complex problem-solving essentially entails moving
outside your comfort zone. And probably doing something that you haven't done before.

Employer perspectives

There are many reasons why organisations seek good problem solvers. In this video, senior workplace
leaders share their perspectives about what good problem solving looks like, why it matters and what
you can do to be a better problem solver.

Problem solving is a critical component of most jobs. It’s necessary for responding to change, enhancing
innovation and promoting continuous improvement, and is often used in conjunction with other
capabilities such as critical thinking, communication and teamwork.

In the workplace, good problem solvers respond to issues proactively and collaboratively, using the best
available information to achieve organisational objectives and goals, which ultimately makes things
better for the people they work both with and for.

Your task
Watch the video to find out more from senior workplace leaders about problem solving in organisational
settings.

Is there anything that stands out or that you found particularly interesting, useful or surprising?

When you’re done, summarise your key takeaways from this video and share them in the comments.
Also take a moment to read through other posts and use reply to add your thoughts.

Employer perspectives

There are many reasons why organisations seek good problem solvers. In this video, senior workplace
leaders share their perspectives about what good problem solving looks like, why it matters and what
you can do to be a better problem solver.

Problem solving is a critical component of most jobs. It’s necessary for responding to change, enhancing
innovation and promoting continuous improvement, and is often used in conjunction with other
capabilities such as critical thinking, communication and teamwork.

In the workplace, good problem solvers respond to issues proactively and collaboratively, using the best
available information to achieve organisational objectives and goals, which ultimately makes things
better for the people they work both with and for.

Your task

Watch the video to find out more from senior workplace leaders about problem solving in organisational
settings.

Is there anything that stands out or that you found particularly interesting, useful or surprising?

When you’re done, summarise your key takeaways from this video and share them in the comments.
Also take a moment to read through other posts and use reply to add your thoughts.

Employee perspectives

As an employee, how you approach problem solving will depend on your skills – and also your
experience. In this step, some high-performing employees reflect on their own approaches to problem
solving.

So far in this course, you’ve learned why good problem-solving skills are in demand and the types of
problem solving skills employers are looking for.

Reflecting on your own experiences and discussing these with others is a useful way to start articulating
your problem-solving skills and capabilities.

To get the conversation going, we invited three proven problem solvers to share their thoughts.

Surely everyone knows how to solve problems. What’s so special about this skill?
Gilbert: Solving problems requires an appreciation for the context that the solution needs to work in,
which includes capacity, capability, confidence, culture and risk profile of the person or team that the
solution needs to work for.

Jaclyn: Truly special problem solving involves considering the problem from multiple angles, coming up
with various solutions and being able to play out in your mind how they will work. It often involves
creativity and thinking outside the box. Not all conjured solutions will work for the problem at hand, but
the repository of answers may help a future problem down the track.

Wendy: Problems come in all shapes and sizes, and everyday all of us solve problems – it’s how things
get done. However, some problems are unfamiliar, big, complex, multifaceted with lots of
interdependencies and it is a special skill to solve these as both Jaclyn and Gilbert have described. Along
with creativity I would also add persistence. Often these big problems will have more than one road
block or solution.

What’s more important – people, information or systems to solving problems?

Gilbert: People – because they can interpret information through systems (models and hardware) using
different filters and approaches, to create original and pragmatic solutions. Information and systems are
static and need a human (for now) to interpret and synthesise inputs.

Wendy: A problem becomes a problem when it impacts on people, however it is very hard to solve
problems without information or an understanding of the system that underpins the context. I think
they are all equally important and a good problem solver is able to work across all three.

Is it best to just avoid problems?

Jaclyn: Avoiding a problem makes you feel better in the short term. But, in the long run, often the
problem is still there or even worse. Difficult problems are challenging, especially when you want to
avoid conflict or don’t feel confident coming up with a solution. Breaking the problem down into more
manageable components often helps to relieve some of the anxiety of getting started.

Wendy: I think it is a bit of both. The trick is knowing which ones will solve themselves and which will
grow into mountains, so it can be really useful to do some analysis around impact and effect. A small
problem that affects hundreds of people might take priority over a bigger problem that is only affecting
a handful of people. I’ve learnt that no matter how hard we try, we can’t fix all problems so we need to
tackle the right ones.

Tell us about a colleague or friend who you think is an impressive problem solver? What makes them
stand out?

Gilbert: They keep things as simple as possible; look for the thing that makes it work; don’t waste time
on excuses or finding something to blame; and are not afraid to try, fail and learn. Very inspiring.

Jaclyn: They look at the problem from multiple perspectives, they are creative, they listen, and they
think outside the box.

What is one thing you do to ensure effectiveness when confronted with a problem?
Gilbert: I question if I am the best person to solve this, wonder if I know someone who knows more than
I do in that area and ask for their help. Nine out of ten times, the solution is already known, but the
person who has it is unaware I am having a problem.

Jaclyn: I take a step back. Taking a step back allows me to see more than one perspective, consult others
if necessary, consider the big picture, and think through the ramifications of all the possible solutions
before landing on one.

Wendy: I make sure the problem I’m trying to solve is the actual problem. Often we can see a lot of
symptoms or impacts of the problem but we need to get past that and understand what the actual root
cause is, otherwise it’s just running around and putting out spot fires.

Your task

Think about some occasions when problem solving has been important to you in a professional context.

What does good, effective problem solving look like to you? Do you relate to Gilbert, Jaclyn and
Wendy’s experiences or do you have a different point of view?

Reflect on the conversation so far and then join the discussion by adding your responses to these
questions. You may also like to compare and contrast your thoughts to other learners responses.

© Deakin University. The right to reproduce and communicate the image of Gilbert Kruidenier has been
granted by Kruidenier Consulting.

I'd say that most of my carrier I've been solving problems. A long time ago I learned from my sales and
marketing friends that a problem should never be called a problem. But an opportunity. Second that you
must not be afraid to try, fail and learn. And that out of those 3 we most often fail to "learn". When
approaching the opportunity it's good to keep in mind how you eat an elephant. One bite at a time. So
breaking it down into smaller chunks helps.

NICK PATTERSON: Research suggests that when we're confronted with a new problem, we often have a
mistaken impression of what that problem actually is. If this is the case, how can we ever solve it
properly? In this part of the course, we're going to explore the problem-solving process. However, we
can't do that unto we have a problem to solve. This is why we're going to pose a problem based on a
simple scenario and attempt to resolve it by working through each step of the problem-solving process.
As we do this keep in mind that while this may seem like a simple problem, the process we're going to
follow can be applied to any problem regardless of its size or complexity.

0:42Skip to 0 minutes and 42 secondsThe problem we're going to explore is a common one. So imagine
this. You're working remotely when suddenly in the middle of an important video conference meeting
the internet connection drops out. You have no idea what the issue is and quickly discover you're not as
tech savvy as you hoped. Let's approach this issue from the beginning by identifying the problem. The
first step in effective problem solving is to understand or frame what the problem is and what it is not,
as well as writing down to clarify the ins and outs and build a shared understanding of the issues
involved.

1:16Skip to 1 minute and 16 secondsSo what is the problem in our scenario-- that the internet dropped
out, that we don't know how to get it reconnected, that we don't understand how it dropped out? There
could be many problems. Which is the most important? Most people would probably say how to get it
reconnected. However, in order to get it reconnected, we have to understand why it dropped out to
begin with to ensure it doesn't happen again. We have to use problem framing in order to clearly define
what is and what is not the problem we're trying to solve. Once we've done this, we'll be ready to
explore the next step of the process, which is analysing the problem.

Framing problems

Before you can come up with an effective solution to a problem, you first need to understand what the
problem really is. In this video, Nick Patterson introduces a scenario that we’ll use to explore the
problem-solving process – beginning with the importance of problem framing.

The concept of problem framing (https://link.springer.com/article/10.1007/BF02589620) is based on an

analogy with that of a framed painting or picture, where the frame creates a clear boundary between
what is and isn’t considered to be part of the image.

This same idea applies to problem solving. In other words, problems need to be clearly defined – or
framed – to better understand the actual problem you are trying to solve.

In this section of the course, we’re going to work through some of the key elements of the problem-
solving process based on a simple but common scenario, which you’re likely to have experienced either
at home or work; that is, when your internet connection drops out.

For most of us, addressing this situation would typically entail calling up our internet provider, talking to
a technician and asking them to identify the problem and fix it for us.

However, without asking the right questions to better understand what the root cause of the problem is
and how the proposed solution may or may not work – or whether this was the best solution possible –
we also run the risk of the same problem occurring again and still not knowing how to fix it.

In other words, our ability to properly frame problems can help us to both identify better solutions
(https://powerful-problem-solving.com/) and make the problem-solving process much more efficient.

Your task

Watch the video from Nick and reflect on the scenario described.

 How would you go about breaking down and framing this problem?

 What are the main issues?

 What questions would you ask the technician and why?

Alternatively, you may want to follow the links in this article and share what else you learned about
framing problems and/or how you would apply this to other common problems.

Analysing problems

Once a problem has been identified, the next step is to analyse the information at hand. In this article,
Colin Higgins outlines the role of research and analysis in the problem-solving process.

After you’ve framed your problem, the next step is to analyse it.
This requires a multi-pronged approach involving breaking down problems into research-style questions
and gathering information from the right people to help you move towards an appropriate solution.

Breaking down problems for analysis

Breaking down a problem is important because it helps us to avoid jumping too quickly to solutions that
might only address the symptoms and not the causes.

Take a moment to reflect on the scenario we looked at in the previous step (ie our internet has dropped
out during an important video call). If we don’t analyse the problem before deciding on the root cause,
we could waste a lot of time, money or other resources addressing the wrong things.

For example, what if you immediately thought your modem was the problem? It will take time and
money to get another one.

Or what if you thought it has something to do with a network issue within your organisation? It could be
a waste of the technician’s time to check all the IT systems if this wasn’t actually the cause.

The problem may be related to your internet service srovider – but this too will take time and effort to
address.

Analysing problems to mitigate risks

While this scenario may seem like a simple problem, it’s also easy to see that there’s a lot of scope for
wasting time and effort if we haven’t analysed the situation thoroughly.

Likewise, imagine if this turned out to be a larger problem than you thought with wider ramifications
leading to customer complaints, high employee turnover, falling sales or market share in a company –
how would you feel if you failed to raise this issue?

This is why – no matter how small or large you initially perceive a problem to be – it’s critical to analyse
it thoroughly.

Using research to inform your analysis

The effective analysis of problems begins with research.

While this may sound like a difficult and time-consuming process, it’s really just about asking questions
and seeking answers until you’ve developed a clearer picture of all the factors related to your problem.

In their ebook, Taylor et al (1994) suggest you can do this by asking:

 Who is experiencing the problem?

 What is happening?

 Why is it happening?

 Where is it happening?

 When does is happen?

 How often/many/much?
Asking these questions will help you to move from the general problem to something more specific. It
will also help you to formulate a working definition of the problem – or at least have some specific areas
that you can research further.

For example, in our internet scenario, some of the questions you might ask are:

 Is it only you who is experiencing the problem?

 Do others working remotely also have the same problem?

 Did the internet drop out at the office too?

 And is it dropping out completely, or are you able to access other websites?

 Does it happen all the time or just on certain calls, at certain times or when other specific people
or locations are also connecting?

The answers to these questions will provide you with some prompts for collecting further information.

Other methods for informing your analysis

Talking to people and gathering more facts will help you to assess the problem and move closer to
identifying the root cause of the problem (which we’ll look at in the next step).

This can also help identify other problems you might not have thought of yourself.

Here are some tips to help you gather further information to analyse your problem more efficiently:

 Start with the things you know – this helps you to eliminate some problems and points you in
the direction of others.

 Identify the things you don’t know – what do you need to know in order to get closer to the
problem and who can help you with this?

 Think about the best ways to gather the information you need – are there records of previous
or similar issues? Are there people with responsibility for tracking problems? You might need to
ask people about whom you need to ask!

Further benefits of effective problem analysis

Learning how to analyse problems not only helps you to identify the cause of problems more effectively
and efficiently, but also demonstrates to others that you have the necessary qualities to solve problems
when they arise.

When it comes to analysing problems, developing good research skills can also boost your self-
confidence and enable you to communicate your ideas more clearly – both of which are qualities highly
valued by employers, managers and your peers alike.

Your task

Based on what you’ve learned about analysing problems, how would you go about analysing the
internet dropout problem we’ve been looking at?
For example:

 In addition to the questions posed by Colin, what other questions would you ask?

 How would you go about researching the problem and who would you involve?

 How might you apply these strategies to specific problems in your own workplace?

 What are some other ways could you go about analysing problems?

Use the comments to post your thoughts and use reply to discuss the ideas of other learners.

Identifying the root cause of problems

Understanding the root cause of problems is vital for developing and implementing effective solutions.
In this discussion, Nick Patterson outlines how an issue map can help identify what these are.

Now that we’ve explored how to identify and analyse problems, the next step in the problem-solving
process is to identify its root causes.

For example, in relation to our internet drop-out scenario, we’ve examined how to frame and analyse
problems, but how can we ensure that we’ve drilled down to its root cause?

One way to identify the root cause of a problem is with an issue map.

What is an issue map?

An issue map is one way of graphically representing a problem to better understand its root cause.

Issue maps can take many forms, but typically represent:

 key questions or problems on the left

 the various dimensions of the problem vertically

 more detail horizontally.

 Select the image to open the

accessible PDF version

Source: Based on Figure 3.1 from Chevallier, A 2016, Chapter 3: Identify potential root causes,
Strategic Thinking in Complex Problem Solving, Oxford Scholarship Online,
doi:10.1093/acprof:oso/9780190463908.001.0001

Developing an issue map can help make your problem analysis clearer and more thorough. As a visual
representation, it also works to show how different pieces of the puzzle fit together in relation to the
problem.

Issue maps are a helpful tool because they encourage you to incorporate a broad number of
perspectives, rather than focusing on one.

They can also help you to identify a range of potential root causes related to your problem and – in
doing so – allow you to test each possible cause in order to find the real cause of the problem.

Following this process means you can avoid problems such as fixating on one potential cause or
solution, which can lead to a sense of overconfidence in terms of thinking that you already know the
root cause of a problem.

Your task

Reflect on the internet dropout scenario we’ve been looking at and create your own issue map for it.

You can do this by hand or online with a digital tool such as Google Drawings.

When you’re done, use the comments to discuss how you developed this map and what you learned in
the process.
Identifying, selecting and implementing solutions

Deciding which solution best addresses your problem involves a number of steps. In this article Nick
Patterson describes the process of identifying, selecting and implementing solutions to problems.

In the previous steps we have framed our problem, analysed it and identified the root cause. Now we
are going to consider the final steps in solving a problem.

To do this, let’s break this process down into three steps:

1. Identifying potential solutions

2. Selecting the right solution

3. Implementing the solution.

(Note: We won’t be going into a thoroughly detailed account of this process, but this article should
provide ideas for further study if you wish to learn more.)

1. Identifying potential solutions

As we’ve discovered, finding a solution is not always an easy process but it should start with a conscious
decision to generate a set of options before reviewing them all and selecting one.

In other words, it’s important to consider a range of alternatives, rather than simply selecting the first
option that pops into your mind. Consider this figure, for example:

Select the image to open the accessible PDF version

Source: Based on Figure 5.3 from Chevallier, A 2016, Chapter 5: Identify potential solutions, Strategic
Thinking in Complex Problem Solving, Oxford Scholarship Online,
doi:10.1093/acprof:oso/9780190463908.001.0001
We can avoid jumping from problems to solutions – and in doing so, minimise the risk of selecting the
wrong solution – by ensuring that we follow a clear and methodical process.

One of the ways we can do this is by using something called a ‘solution definition card’ (see example
below).

A definition card details the situation at hand, including any complications, symptoms or consequences;
the key question you want to answer; who has authority to direct your project; anyone who can
influence your project; any main goals, budget, deadlines; and any actions under your control which you
choose to take.

Select the image to open the accessible PDF version

Source: Based on Figure 5.1 from Chevallier, A 2016, Chapter 5: Identify potential solutions, Strategic
Thinking in Complex Problem Solving, Oxford Scholarship Online,
doi:10.1093/acprof:oso/9780190463908.001.0001

After working through each step in the definition card, you can then develop a solutions map to outline
a range of alternatives. The purpose of a solutions map is to identify various alternative solutions before
we settle on a final solution.

Like other problem-solving tools, a solution map can take many forms. However, the key objective of
this process is not to just outline a sequence of steps, but to identify a range of alternatives.

For example, consider the range of alternatives in this diagram.

Select the image to open the accessible PDF version

Source: Based on Figure 5.5 from Chevallier, A 2016, Chapter 5: Identify potential solutions, Strategic
Thinking in Complex Problem Solving, Oxford Scholarship Online,
doi:10.1093/acprof:oso/9780190463908.001.0001 Image Source: Getty Images

2. Selecting the solution

Once we’ve figured out how to identify the options available, we next need to choose the right one to
implement.

Selecting a solution can be a difficult task. We can be very good at fooling ourselves into believing that
we are intuitive decision-makers when, in reality, we are influenced by a variety of unique factors.

To avoid the human-centred issue of not making good intuitive decisions, we ideally want to have a
structured decision-making approach for managing complex problems and selecting their solutions.

The approach used and shown has just two steps. These focus on getting rid of any options which are
just not feasible before doing a cross-comparison to see which of the remaining options is the best.

 Step 1: eliminate unsuitable options by passing them through a screening process

In this process we need to identify if the solutions meet all the necessary and sufficient
conditions, and if they are feasible or not.

 Step 2: compare remaining solutions to figure out which should be implemented

A simple way to tackle this can be to choose one that will preclude you from choosing another
(eg if I choose to drive my car to work, it means I can’t take a helicopter to work).

Overall, you should try to choose the solution that gives you the best chance of success based on the
criteria you will use to measure the outcome (eg cost, time, profitability etc). For example, if two options
are both feasible, is the solution that is more cost-effective a better option than the solution that is
more time-effective?

3. Implementing the solution

If you are at this stage, you have chosen a solution and are ready to implement it as a project. There are
a few steps to this process:

 Develop a project plan which helps to validate with your stakeholders the project scope,
objectives, deliverables, risks, and deadlines.

 Manage the project, including stakeholders and people involved as well as any political, cultural
and cognitive dimensions which the project may bring with it.

 Select and monitor the key elements to measure about the project and the solution you
implement (these will help you to identify any issues early on and make corrections, as well as
determine if your solution has been effective once it is implemented).
Following this list of procedures and processes will help you to implement your solution and then and
measure it. This means you will have test data to prove at the end of the process whether or not the
implemented solution was effective.

Your task

Reflect on the processes outlined in this article. How would you apply them to our scenario? What
solution do you propose and how would you go about implementing it?

Use the comments to discuss your thoughts and compare and contrast the posts of other learners.

Are there any other methods for identifying, selecting and implementing solutions that you’ve used in
the past? If so, what were they and how do they compare the processes we’ve looked at here? Would
they have helped you arrive at different conclusions?

Self-rate your problem-solving skills

So far we’ve learned a lot about approaches to problem solving – but what about your own approach?
In this step, Colin Higgins shares an online quiz you can use to reflect on your own problem-solving
capabilities.

Effective problem solving involves a wide range of skills, knowledge and personal attributes; the mix of
these will differ depending on the situation and the nature of the problem.

Based on your learning this week, it’s now time to reflect on how you approach problems. This will help
you to identify new skills you can develop, and also some strategies you can practise.

Your task

Take a moment to evaluate your problem-solving skills by completing this short quiz.

When you’re done, reflect on your results and discuss what these means in terms of your preferred
problem-solving approach. For example:

 What was your preferred problem-solving approach?

 Were you surprised by your results?

 Do you avoid problems? If so, whyWhat we've learned so far

 This week we’ve focused on problem-solving skills and their relationship to employability. In this
article, Colin Higgins provides a summary of what was covered, including some key takeaways.

 So far, we’ve looked at the importance of problem solving in the workplace and explored what
employers look for when it comes to problem-solving capabilities.

 We also talked to some senior professional staff – and they shared their insight about problem
solving at work.

 Throughout the week, you were asked to reflect on the way you approach problems and worked
through a simple scenario to illustrate some of the factors and frameworks you can consider
using.
  These tasks were purposefully designed not necessarily to teach you something new, but to help
transition you from what might seem to be intuitive to being more systematic about your
approach to problem solving.

 Key takeaways

 There are many ways that we could define problem solving. For the purpose of Professional
Practice credentials, Deakin describes problem solving as ‘the ability to define and analyse
problems, identify problem severity and implement optimal solutions.’

 Based on this definition and the material we’ve covered, we can see that problem solving is
important to organisations for a number of reasons.

 For some organisations, solving problems is at the core of their day-to-day business. For others,
solving problems may be a way of removing barriers to success and creating new opportunities.

 An organisation with good problem solvers in its ranks can improve its practical outcomes and
overall functioning.

 Good problem solvers are not only able to choose the most effective solution to a problem
decisively, they can also evaluate and adapt a solution as new information arises and situations
change.

 Your task

 Based on what you’ve covered so far in this course, what are your key takeaways?

 Are there any questions that you’d like to ask or ideas that you’d like to clarify before taking the
quiz in the next step?

 Discuss your takeaways and share any questions in the comments.

 If you see a question you can answer, use reply to respond. Also remember to like any posts that
particularly interest or resonate with you.

 ?

What we've learned so far

This week we’ve focused on problem-solving skills and their relationship to employability. In
this article, Colin Higgins provides a summary of what was covered, including some key
takeaways.

So far, we’ve looked at the importance of problem solving in the workplace and explored what
employers look for when it comes to problem-solving capabilities.

We also talked to some senior professional staff – and they shared their insight about problem
solving at work.
Throughout the week, you were asked to reflect on the way you approach problems and worked
through a simple scenario to illustrate some of the factors and frameworks you can consider
using.

These tasks were purposefully designed not necessarily to teach you something new, but to help
transition you from what might seem to be intuitive to being more systematic about your
approach to problem solving.

Key takeaways

There are many ways that we could define problem solving. For the purpose of Professional
Practice credentials, Deakin describes problem solving as ‘the ability to define and analyse
problems, identify problem severity and implement optimal solutions.’

Based on this definition and the material we’ve covered, we can see that problem solving is
important to organisations for a number of reasons.

For some organisations, solving problems is at the core of their day-to-day business. For others,
solving problems may be a way of removing barriers to success and creating new opportunities.

An organisation with good problem solvers in its ranks can improve its practical outcomes and
overall functioning.

Good problem solvers are not only able to choose the most effective solution to a problem
decisively, they can also evaluate and adapt a solution as new information arises and situations
change.

Your task

Based on what you’ve covered so far in this course, what are your key takeaways?

Are there any questions that you’d like to ask or ideas that you’d like to clarify before taking the
quiz in the next step?

Discuss your takeaways and share any questions in the comments.

If you see a question you can answer, use reply to respond. Also remember to like any posts that
particularly interest or resonate with you.

Finally……

https://www.futurelearn.com/courses/career-credentials-problem-
solving/1/quizzes/386182/introduction

COLLIN HIGGINS: This week, we looked at what employers think about problem solving, why it's
important to employability, and reflected on the kind of problem solving competencies you need to
have. We also examined some different approaches to problem solving in creating frameworks,
strategies, and the importance of asking questions and how to break a problem down. Next week, our
focus shifts much more to you and what you're able to show about your problem solving skills. Given
how much employers value those who can solve problems, being able to evidence your problem solving
skills is essential for your career progression. This is why, at Deakin, we have developed a professional
practise credential for problem solving.

0:46Skip to 0 minutes and 46 secondsThis is a new way of recognising the skills and knowledge you have
developed, not only through formal studies, but also through other learning, work, and experience. In
week two, we'll go into greater depth about the international qualifications frameworks our problem
solving credential is based on. We'll explore how you can draw on carefully designed criteria to
benchmark your own problem-solving expertise. And use this to demonstrate how good you are at
addressing problems. We'll do this by drawing on a case study that you can use to not only say you have
great problem solving skills, but actually be able to prove it. See you next week.