Guidelines and Guideline Questions for Effective Problem Solving

intermediate4 min readeducation · sociology · philosophy · psychology · business

A structured seven-step framework for problem solving that uses reflective questions to clarify goals, analyze problems, gather information, evaluate options, and monitor outcomes.

THE IDEA

Guidelines and Guideline Questions for Effective Problem Solving

Figure out and regularly rearticulate your goals, purposes, and needs. Recognize problems as emergent obstacles to reaching your goals, achieving your purposes, and satisfying your needs. Ask these questions:

■ What are my most important goals? What barriers, if any, exist to my achieving those goals?
■ What goal is this problem keeping me from achieving?

Identify your problems explicitly; then analyze them. Wherever possible, take problems one by one. Ask these questions:

■ What precisely is the problem? Is the problem multidimensional? Do I need to break the problem into multiple problems and analyze each one separately?
■ What kind of problem is this?
■ What sorts of things will I have to do to solve the problem?
■ Is this a problem I have created? If so, how can I avoid creating problems such as this in the future?

Figure out the information you need, and actively seek that information. Ask these questions:

■ What information do I need to solve the problem?
■ How can I obtain the information?

Carefully analyze, interpret, and evaluate the information you collect, drawing reasonable inferences. Ask these questions:

■ What are the various ways I could reasonably interpret the information relevant to the issue?
■ Have I open-mindedly considered the various ways of analyzing the information, or am I refusing to consider some information? In other words, am I being close-minded?

Figure out your options for action and evaluate them. Ask these questions:

■ What can I do in the short term? In the long term?
■ What parts of the problem are under my control? What parts are not?
■ How am I limited by money, time, and power?
■ What are my options? What are the advantages and disadvantages of each option?

Adopt a strategic approach to the problem and follow through on that strategy. This may involve direct action or a carefully thought-through, wait-and-see strategy. Ask these questions:

■ How can I approach this problem in the most logical way possible?
■ Should I deal with it immediately, or should I slowly and carefully approach the problem?
■ What are the advantages of each approach?

When you act, monitor the implications of your action as they begin to emerge. Be ready at a moment’s notice to revise your strategy if the situation requires it. Be prepared to shift your strategy or your analysis or statement of the problem, or all three, as more information about the problem becomes available to you. Ask these questions:

■ What implications would follow if I decided to act in this way versus in that way?
■ Have I really solved the problem, or does it still exist?
■ Do I need to change my approach to the problem; change my strategy?

1 Wilson, J. (1963). Thinking With Concepts . Cambridge: Cambridge University Press. This book provides a rich discussion of conceptual analysis and the use of conceptual analysis in settling questions. We have used Wilson’s distinctions as a guide for this section, but have slightly modified his ideas, for the purposes of this miniguide.

When to use it

Solving a complex, multi-faceted business challenge such as declining market share or operational inefficiency.
Resolving a personal dilemma where multiple factors (e.g., career, family, finances) are in conflict.
Structuring a research or policy decision where data collection and evaluation are critical.
Improving team problem-solving in a group setting by following a systematic process.

FROM THEORY TO EVERYDAY LIFE

In practice

Business Strategy Problem

A small business owner uses the framework to figure out declining sales. Step 1: He realizes his goal is to increase revenue by 20%. Step 2: He identifies the problem as a drop in repeat customers. Step 3: He collects data on customer feedback. Step 4: He interprets the data to find that product quality complaints are rising. Step 5: He considers options like improving quality or launching a loyalty program. Step 6: He chooses to first fix quality and then monitor customer retention. Step 7: He tracks sales weekly and adjusts if needed.

Personal Career Decision

An individual is torn between two job offers. Using the guidelines: Step 1: Clarify that the main goal is long-term career growth. Step 2: The problem is which offer better aligns with that goal. Step 3: Gather information about company culture, advancement opportunities, and salary. Step 4: Analyze the pros and cons critically. Step 5: Evaluate options considering control over factors like growth potential. Step 6: Choose the offer with better learning opportunities. Step 7: Reflect after six months to see if the choice was right.

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A MOMENT TO REFLECT

Put it to work.

What are your most important goals right now? What barriers are preventing you from achieving them?
Think of a recent problem you faced. Did you explicitly identify and analyze it before acting? How might following these guidelines have changed your outcome?
When you gather information to solve a problem, are you open-minded about different interpretations, or do you tend to dismiss evidence that challenges your initial view?