Introduction
Problems are a part of any individuals daily life. Duncker (1945, cited in Jiri Dostal, 2014) states
that a problem arises when an individual has an objective and is not certain on how to achieve it.
The ability to effectively and efficiently solve problems is therefore an integral part of life. In the
professional scenario, businesses and individuals require problem solving on a daily basis for
weighing opportunities and decision making (Beachboard & Aytes, 2013; Dostal, 2014).
Cook & Jenkins (2014) state that workers perform better under a problem-solving work
environment. Their article guides leaders and managers into creating a sustainable problemsolving environment using five steps (Cook & Jenkins, 2014). In a McKinsey podcast, Conn &
Sarrazin (2017) talk about how businesses, organizations and policy planners can deal with
multifaceted problems by using structured problem solving. They give their insights on a 7-step
problem solving process. Wujec (2019) describes how making ideas visible and understandable
can help individuals, groups and even organizations come up with effective solutions that are
achievable. He demonstrates an example of how to cut expense for an individual using 5-steps. He
believes it is integral for creative collaboration.
Analysis of key messages
Summary of Sources
The article by Cook & Jenkins (2014) talks about how problem-solving culture can be adopted
into a workplace by leaders. Various examples are stated in the article about the pros of creating
such an environment and also how some organizations have failed at it. Overall, it states 5 steps to
create such an environment and believes workers will be motivated and encouraged to perform
better.
The podcast hosting Conn & Sarazzin (2017) mainly describes how the most complex of problem
solving can be dealt with after breaking them down into a structural process. Segregating
components out of an intricate problem and prioritizing influenceable factors is key to complex
problem-solving.
The TED Talk delivered by Tom Wujec (2019) is about how a problem can be solved using a
simple and pertinent principle. He explains how individual ideas if made visible to each other can
create a fruitful collaboration into finding proper solutions to problems. He does this with the help
of a simple example of money management of an individual.
Problems are an integral part of growth
Problems are an indispensable part of an individual or organizational daily life. Problems aren’t
however, a disaster unless it is ignored or avoided. Cook & Jenkins (2014) elaborate on how
essential it is to open up to problem solving by not making problems sound negative but as positive
pillars on which an entity can grow. Willingness to learn and grow comes hand in hand to problemsolving as even small problems matter and not all problems are the same. Conn & Sarazzin (2017)
believe organizations promote people who solved a problem in the past and who try to repeat that
solution without actually working it out and that disrupts growth and performance.
Importance of understanding a problem
When discussing problem solving, people directly jump into how the problems can be resolved or
how the problems can be mitigated without considering the basic aspects of the problem itself.
Understanding what the problem is and why there is a problem in the first place is basic to moving
forward with the problem (Conn & Sarazzin, 2017; Sample, 2020). Defining a problem: its stakes
and its constraints is very important into finding a solution. The larger the stakes and time-limit,
the better should be the type of solution that one comes up with. In design thinking, empathy is
shown in the beginning stages so as to understand a problem and its aspects from a closer
perspective to fully grasp the problem (Conn & Sarazzin, 2017).
Problem solving should be a systematic process
Any form of problem-solving first requires a cognitive-idea to be made visible. This helps not only
individuals but also groups and organizations to actually get a shared visual image of the problem.
Successful teams eliminated bias and sophistications using some distinct process. This results in a
lot of suggestions from which unique effective solutions are drawn (Wujec, 2019). A group or an
organization should inculcate the idea of problem-solving and visualization. According to Cook &
Jenkins (2014) it is the responsibility of a Leader to create this environment. However, leaders
often fail in defining a problem as they do not follow a methodical approach and rather act on
instinct. By engaging people in a structured problem-solving process, an entity builds capability
and flexibility to grow and tackle problems more effectively (Cook & Jenkins, 2014). Even
complex and sophisticated problems such as climate change can be broken down and understood
by creating a problem-solving structure that goes through steps on what, why and how it can be
tackled (Conn & Sarazzin, 2017).
Problem solving as an iterative culture
Effective problem solving requires acknowledgment and approach without judgment. Initial
judgment with assumptions limits the chances of a problem being solved (Cook & Jenkins, 2014).
Processes that involve decision-making involves bias. The changing nature of problems demand
effective adaptation and compromise for continuity in the problem-solving culture. Biasness
obstructs the learning and adaptation of the constant availing issues. Availability biases mentioned
by Conn & Sarazzin (2017) for example is when a problem that was dealt with before gives the
same conception of it and makes an individual tackle it in the same way (Conn & Sarazzin, 2017).
Conn & Sarazzin (2017) believe that problem-solving should be an iterative process. A problem
doesn’t completely get solved when a solution is achieved. The suggested solution can only be
honed and developed further resulting in a better outcome every time. Cook & Randy (2014)
acknowledges that problem-solving leads to sustained improvement as problems are continuous.
Building onto solutions creates a problem-solving environment that strives to do better every time.
Discussion
The various sources stated how problem-solving culture is important to not only effectively
tackling issues but also for growth and sustainability. However, contemporary management
practices mostly focus on a hierarchical structure which values following directives over problemsolving skills. Current practices require human communication skills but do not necessarily
inculcate problem-solving into their daily work life. This seems to be vital from my personal
experience as some issues require closure which the decision-making bodies cannot empathise
with and are left unresolved. Authoritative bodies do no try to create a problem-solving
environment in real-life scenarios as cognitive and behavioural bias along with heuristics almost
all the time takes preference due to less time requirement and less effort.
Involving every individual in a problem-solving culture can be difficult but if possible, can work
in developing an organization. Contemporary management practices such as the Total Quality
Management (TQM) is a modern practical method in which the working conditions of an entity
improves with the output of the employees. Such a technique requires active participation of
management with its employees by training, discussing, filtering and rewarding its working staff
(Al-Qahtani, et al., 2015). Modern practices such as these require employees to adopt problemsolving culture to tackle issues and increase output.
The sources state how problem-solving is an iterative process and how it builds on to make an
organization sustainable and grow. Field practices however do not necessarily build on to a
solution but rather attach various problems to certain individuals or groups. It is then reflected as
a performance problem and sometimes filtered out. Some of the evidences provided in the sources
outline that and seem relatable in the actual field. Working on structured problem solving across
units of an entire organization as stated in the sources however, strike a bit of scepticism as
different units require different approaches to problem-solving. Structured problem solving are
however, the only way to actually draw out complex problems into simple scalable steps. A simple
principle as mentioned by Wujec (2019) could work however, in providing individuals a chance
to show their thoughts and ideas which would not only create a chance for discussion but also a
chance for innovative collaboration. The example Wujec (2019) used however does not strike me
as very relevant as Kyles perspective on money and how he spends it would change depending on
his lifestyle as well as his age. He can always live a more economic lifestyle by not having to
particularly draw a visual chart of expenses. He could simply keep an account of where he spends
most and try out less-extravagant options.
Conclusion
A problem-solving culture adopted throughout an organization is a utopic concept currently but
trying to inculcate it and encouraging individuals to open up on ideas is a way to achieve
sustainability and growth. Drawing ideas into understandable and visible forms in a discussion
could help strengthen teamwork while obtaining workable effective solutions. A well-structured
problem-solving system helps tackle sophisticated problems with simple steps which would
otherwise be a hurdle. A repetition of all these procedures leads to creating an iterative system of
problem-solving which only aims to grow and produce better solutions. For the application of
problem-solving to the actual service sector, rigorous effort from leaders and the individuals of the
organization as a whole is required. Currently, problem-solving maybe limited to a group of
individuals discussing what’s best for the whole group but if enough emphasis can be made, a
wholesome collaboration could be possible in the near future.
References
Al-Qahtani, Dhafer, N. & Sa'ad, S., 2015. The impact of Total Quality Management on
organizational performance. European Journal of Business and Management, pp. 119-127.
Beachboard, J. & Aytes, K., 2013. An Introduction to Business Problem-Solving and. Santa Rosa,
s.n.
Cook, R. & Jenkins, A., 2014. 'Building a problem-solving culture that lasts'. The Lean
Management Enterprise. McKinsey, pp. 110-116.
Dostal, J., 2014. Theory of Problem Solving. Procedia: Social and Behavioral Sciences, pp. 1-8.
Sample, 2020. Business Problem Solving. [Art] (RMIT).
The McKinsey Podcast, 2017: How to master the seven-step problem-solving process.
Wujec, June 2019. Making Ideas Visible: The key to 21st Century Problem Solving
(TEDxGateway).