Here's how you can enhance your problem solving abilities.

Spot the problem, pinpoint the core issue. You’ve got to see clearly through the fog, dig deep and uncover the root—because that’s where solutions start. Real winners turn every challenge into opportunity. Let’s solve it like bosses!

I think that the first step is to listen intently. You’ll be surprised by how much assumptions you have based on your unconscious bias. Let others speak their truth and be in the present to listen for the purpose of making things better for them. Ask them for their input on what they think the issues are and engage them in finding the solutions. Half the problems you’ll find can be solved by just listening because people want to be heard and acknowledged.

Finding the right problem is hard: once you find it, the solution is often easy. Ask yourself three questions: 1) who wants this problem solved and why? 2) where is the pain and why? 3) what is the positive outcome that the problem owner wants and why? If you can find answers to those three questions, the problem and solution will reveal itself quickly.

A good question to ask in order to go beyond the surface of an issue is - what else could be true? This question allows you to probe without judgment.

Dive deep into the issue, collecting relevant information from various sources. Use both quantitative data, like metrics and numbers, and qualitative data, such as feedback and observations. Ask questions, listen actively, and seek input from all stakeholders involved. The more comprehensive your data collection, the better your understanding of the problem will be. This sets you up to develop informed and strategic solutions that tackle the root of the issue, not just the symptoms.

To gather data effectively, start by defining clear objectives to determine the type of data needed. Choose between collecting primary data through surveys, interviews, and observations, or using secondary data from existing research and databases. Develop a data collection plan, implement appropriate tools, and carry out the collection process. Ensure data accuracy by verifying and cleaning it. Analyze the data with statistical tools for meaningful insights, and securely store it for easy access and future reference. This process ensures relevant, accurate, and reliable data collection.

To do this step, we must also remember to recognize biases. Bias will always be present (may even be true in data gathering), and it is important that critical thinking involve recognition and suspension of these biases when doing analysis.

To analyze critically, first identify the main point and assess the supporting evidence for quality and relevance. Evaluate underlying assumptions and check for biases that might skew interpretations. Examine logical connections to ensure conclusions are sound. Consider alternative perspectives to challenge one-sided views. Synthesize information into a coherent understanding and formulate your own conclusions, supporting or challenging the original claims. This process ensures a thorough evaluation of data or arguments, crucial for informed decision-making.

To effectively brainstorm solutions, clearly define the problem and create a distraction-free environment. Include a diverse group for a broad range of perspectives. Set rules encouraging non-judgmental idea submission. Utilize facilitation techniques like the SCAMPER method, which encourages thinking about ideas through seven different lenses: Substitute, Combine, Adapt, Modify, Put to another use, Eliminate, and Reverse, to enhance creativity. Encourage freewheeling generation of ideas, with participants building on each other’s concepts. Record all suggestions. Post-brainstorming, evaluate and narrow down ideas based on feasibility and relevance, then assign responsibilities to explore and implement the best solutions.

Involve relevant people and try to avoid being overly influenced by group think. Encourage individuals to input without the influence of the group, even if just at first, in order for all the ideas to come up.

Being decisive and making timely decisions is a key skill for top leaders today. We should not be stuck in analysis paralysis. Think deeply and widely. Make the decision. Take action. And make adjustments accordingly.

Effective decision-making involves clear steps: Identify the decision by defining the problem or opportunity. Gather relevant information, possibly through research or consultation. Generate a range of alternatives and assess each by weighing pros and cons using tools like SWOT analysis or decision matrices. Choose the best option based on your evaluation. Implement the chosen solution, ensuring proper execution. Finally, review the outcome to assess if it met expectations and learn from the process for future decisions. This structured approach helps minimize bias and improve the quality of decisions.

I have always said that pointing fingers and the blame game if a decision goes array is not a helpful approach. However, there should be reflection, analysis, and data to be reviewed as to why certain choices may have led to a result that was not preferred.

I remember, in my previous organization we used to follow one model, FIDS, Feel, Imagine, Do and Share. FEEL/understand/empathise with the problem, IMAGINE the best case scenario solution and its alternatives, DO - solve the problem to the best of your ability and SHARE with the world of how such problems can be solved and celebrate the same. This simple model is so easy for anyone to follow easily.

I've learned to flip my focal point! Focus on solutions instead of dwelling on what caused the problem (at least in my own view). Yes! I am saying "dwelling" too long on the cause. Once identified the cause: 1. Flip it to possible solutions 2. Take action 3. Observe what happens next 4. Modify the plan during the journey if something doesn't look right 5. Most importantly, keep the end in mind vividly When you have clarity on the whole process in your mind, automatically the "solution-finding" process will fall into its place one step at a time. We don't need to be always right, we just need to decide to take the next right step at that very moment.

Os passos que eu li est?o ótimos, mas tem um condi??o. Se forem percorridos isoladamente e n?o por uma comunidade pensante, a equipe, n?o chegar?o a lugar nenhum.

Your job as a manager is not to be the smartest person in the room and solve all the problems. That is very 19th century. Today, your job is to get the smartest people into the room and solve the problem with you. No more hero managers who do it all themselves. Leadership is a team effort. You are only as good as the team around you.