Lean Training & Business Consultants

Do you have a Problem that Needs Solving Quickly?

Do you have a Problem that Needs Solving Quickly?

Rapid Problem Solving is an extremely useful tool that gives us a systematic approach to dealing with day to day issues and problems that arise in every organisation. The key to success with Rapid Problem Solving is using a collaborative approach thus ensuring collective learnings. Here you will find a “ How to ” guide to solve 80% of problems.

The Rapid Problem-Solving Process:

The Rapid Problem Solving Process has 4 key Steps:

  • Define & Investigate the problem
  • Brainstorm potential Causes
  • Root Cause Analysis
  • Identify Solutions & Assign Countermeasures

IMPORTANT: Use a Standardised template to navigate through the process. To download Rapid Problem Solving template, click here .

Problem Solving

The Scenario

How to Guide, Crystal Lean Solutions

Most of you will recognise, both this visual and have experienced this within our professional lives. Let’s take a closer look with Rapid Problem Solving .

1. Define the Problem & Investigate:

  • What is Occurring?
  • Where is it Occurring?
  • When did it Occur?
  • Impact of Problem?

Example: “From Jan 1 to May 5 th , the average time to deliver rocks is 5 hours from A to B, which is 2 hours above the target. This is occurring with all Type ZX Model transportation and is extending the delivery date of the pyramid by 5 months, resulting in a very dissatisfied customer.

CLS Problem Statement

2. Brainstorm Potential Causes:

Using the Fishbone Diagram to capture and organise the teams brainstorming ideas on potential causes

Direct Causes – The event that directly caused the symptom

Contributing Causes – Reasons that contributed to the problem, but on its own did not cause the problem

Root Causes – Reason for the problem, which if taken away can prevent recurrence

Direct Cause : Not possible to push 20 rocks with current number of people

Contributing Causes: Barrow sinking in sand, Moving barrow during the hottest sun

Root Cause: Incorrect wheel design

rapid problem resolution technique

4. Root Cause Anaylsis

Use the 5-Whys process to help you drill down to the root cause once you have all the inputs/cause established on the fishbone.

Sometimes you may need to use less or more than 5 Whys!

Cause: Incorrect wheel design

First Why: Why is the wheel designed incorrectly?

The design process considered one design for wheel

Second Why: Why does the process consider only one design?

There is no requirement to consider other designs in the process

Summary : Real root cause is within the Design Process

Root Cause Analysis

4. Identify Solutions & Assign Countermeasures

What types of countermeasure can we use?

Containment/ Immediate action – Action that will contain the problem immediately (Sticky Plaster!)

Corrective Action – Action that will prevent the immediate reoccurrence of the problem

Preventative Action – Action that will prevent the re occurrence of the problem FOREVER!

Action Plan Problem Solving

Direct Cause : Not enough people to push rocks

Immediate Action:

Option 1: Add more people to push the barrow

Option 2: Reduce number of rocks on load and increase number of rock deliveries

Root Cause :

  • Incorrect wheel design
  • Limitations within the Design Process

Preventative Action:

  • Redesign wheel to move barrow quicker and with a better material for sand application
  • Update the Design Process to include a minimum of 3 concept designs

Levels of Counter Measures:

The higher you go on the pyramid the better the Countermeasure will be. The ideal is to prevent the occurrence of the error, for example, the three-pin plug.

However, sometimes it may not be practical or economically viable to install physical solutions. As always, a risk-based approach should be used, and common sense must prevail!

Levels of Counter Measures

To find out more, click on the link below.

Alternatively please contact Clodagh at [email protected]

5 Leadership skills to transform your business

Crystal Lean Solutions is proudly powered by WordPress

Privacy Overview

Content Goes here

Key Business Challenges and Project Objectives:

Our Engineering Services client has a functional structure and found it challenging to ship on time, consistently. From an analysis, a number of issues were identified preventing shipments on time. One area identified was a lack of communication across the functions, resulting in shipments not meeting delivery requirements. CLS were invited to mentor the team on Visual Management as a possible improvement to managing shipments. The key objectives of this project were:

  • Design and implement a Visual Management System to support On Time shipments to customer
  • Improve On Time Delivery from 60% to 75%

CLS Approach and Changes Implemented:

CLS worked with the Project Team, starting with identification of the customers of the Shipment process and understanding their requirements, using a SIPOC. A list of 65 requirements were identified initially. The 65 items were prioritised and reduced to 8 critical requirements. Next the key information required to meet customer requirements were identified and who can provide this data. The team communicated these requirements to the relevant people and confirmed how frequently the information was required and in what format. On completion on the SIPOC, the following actions were implemented over a two-month timeframe with minimal investment:

  • Designed a Shipment Board with the key elements of information identified on the Board
  • Identified colour coding to identify what elements were on target for shipment (green) and what elements were not on target (red)
  • Designed a process to implement actions for Red items
  • Completed training and Piloted the process
  • Updated board design from Pilot

Results / Outcomes:

  • Designed and Implemented a Visual Management System to manage shipments.
  • Engaged the functions to work effectively together and reducing stress associated with shipments for people involved.
  • Improved On Time Delivery from 60% to 80%.

Curraghchase 10K

Bright Hub PM

Basic Root Cause Analysis Methods - Tools Used to Determine the Root Cause

Basic Root Cause Analysis Methods - Tools Used to Determine the Root Cause

Root Cause Analysis Methods and Techniques

Learn about various root cause analysis methods to mitigate defects and problems

  • Describe the problem your company is looking at
  • Gather data associated with the problem
  • Identify potential causes for the problem
  • Identify which causes you will remove or change in order to prevent repeat problems
  • Identify solutions that will be effective in preventing repeat problems
  • Implement changes
  • Observe changes to ensure that they have effectively eliminated the problem

There are many techniques involved in a root cause analysis. You may already be familiar with the five whys analysis . Even if you aren’t, you will be familiar with it and many of the other types of root cause analysis techniques after reading the rest of this article.

Five Whys Analysis

This might sound like the technique of a five-year-old wanting to get out of going to bed, but the five whys analysis can be quite useful for getting to the underlying causes of a problem. By identifying the problem, and then asking “why” five times - getting progressively deeper into the problem, the root cause can be strategically identified and tackled.

Failure Mode and Effects Analysis (FMEA)

The failure mode and effects analysis (FMEA) is a technique aimed to find various modes for failure within a system. Many manufacturing companies utilize this technique. FMEA requires several steps to execute:

  • All failure modes (the way in which an observed failure occurs) must be determined.
  • How many times does a cause of failure occur?
  • What actions are implemented to prevent this cause from occurring again?
  • Are the actions effective and efficient?

FMEA is often performed and updated any time a new product or process is generated, when changes are made to current conditions, or to the design, when new regulations occur, or when there is a problem determined through customer feedback.

Pareto Analysis

The Pareto analysis operates using the Pareto principle (20% of the work creates 80% of the results). You will want to run Pareto analysis any time when there are multiple potential causes to a problem. In order to perform a Pareto analysis, you will want to create a Pareto chart using Excel or some other program. To create a Pareto chart, you will list potential causes in a bar graph across the bottom - from the most important cause on the left to the least important cause on the right. Then, you will track the cumulative percentage in a line graph to the top of the table. The causes reflected on the table should account for at least eighty percent of those involved in the problem.

Fault Tree Analysis

Fault Tree Analysis (FTA) is another method of getting to the root cause of a problem. An FTA uses Boolean logic to determine the root causes of an undesirable event. This root cause analysis technique is often used in risk analysis and safety analysis. At the top of the fault tree, the undesirable result is listed. From this event, all potential causes tree down from it. Each potential cause is listed on the diagram in the shape of an upside down tree.

Current Reality Tree (CRT)

The current reality tree analyzes a system at once. It would be used when many problems exist and you want to get to the root causes of all the problems. The first step in creating a current reality tree is listing all of the undesirables or, problems. For example, you may have the following problems with your computer:

  • The computer keeps crashing when using a particular program
  • The computer often runs slow
  • The computer sometimes randomly shuts off
  • Items you save aren’t where you expect them to be

Now, what happens next is to begin a chart starting with each of those problems using causal language (if…and…then). The tree will depict each potential cause for a problem. Eventually, the tree will show one cause that is linked to all four problems.

Fishbone or Ishikawa or Cause-and-Effect Diagrams

No matter what term you use for the fishbone diagram , the truth is, that it is a useful technique that will help you in your root cause analysis. A fishbone diagram will group causes into categories including:

  • Measurements
  • Environment

Depending on the industry you are in, you may use different categories such as The 4 M’s (manufacturing), The 4 S’s (service) or the 8 P’s (also service). The diagram gets its name due to the fact that it looks like a fishbone, with categorized causes and their sub-causes visualized.

Kepner-Tregoe Technique

The Kepner-Tregoe technique, also known as rational process is intended to break a problem down to its root cause. This process begins with an appraisal of the situation - what are the priorities and orders for concerns for specific issues? Next, the problem analysis is undertaken, where an analysis is undertaken to get the cause of undesired events. Then, a decision analysis is tackled, outlining various decisions that must be made. Finally, a potential problem analysis is made to ensure that the actions decided upon in step three are sustainable.

RPR Problem Diagnosis

One final root cause analysis methods is the RPR Problem diagnosis. RPR stands for “Rapid Problem Resolution” and it deals with diagnosing the causes of recurrent problems. This process has three phases:

  • Discover - team members gather data and analyse their findings.
  • Investigate - a diagnostic plan is created and the root cause is identified through careful analysis of the diagnostic data.
  • Fix - the problem is fixed and monitored to ensure that the proper root cause was identified.

Image by  mohamed Hassan  from  Pixabay

35 problem-solving techniques and methods for solving complex problems

Problem solving workshop

Design your next session with SessionLab

Join the 150,000+ facilitators 
using SessionLab.

Recommended Articles

A step-by-step guide to planning a workshop, how to create an unforgettable training session in 8 simple steps, 47 useful online tools for workshop planning and meeting facilitation.

All teams and organizations encounter challenges as they grow. There are problems that might occur for teams when it comes to miscommunication or resolving business-critical issues . You may face challenges around growth , design , user engagement, and even team culture and happiness. In short, problem-solving techniques should be part of every team’s skillset.

Problem-solving methods are primarily designed to help a group or team through a process of first identifying problems and challenges , ideating possible solutions , and then evaluating the most suitable .

Finding effective solutions to complex problems isn’t easy, but by using the right process and techniques, you can help your team be more efficient in the process.

So how do you develop strategies that are engaging, and empower your team to solve problems effectively?

In this blog post, we share a series of problem-solving tools you can use in your next workshop or team meeting. You’ll also find some tips for facilitating the process and how to enable others to solve complex problems.

Let’s get started! 

How do you identify problems?

How do you identify the right solution.

  • Tips for more effective problem-solving

Complete problem-solving methods

  • Problem-solving techniques to identify and analyze problems
  • Problem-solving techniques for developing solutions

Problem-solving warm-up activities

Closing activities for a problem-solving process.

Before you can move towards finding the right solution for a given problem, you first need to identify and define the problem you wish to solve. 

Here, you want to clearly articulate what the problem is and allow your group to do the same. Remember that everyone in a group is likely to have differing perspectives and alignment is necessary in order to help the group move forward. 

Identifying a problem accurately also requires that all members of a group are able to contribute their views in an open and safe manner. It can be scary for people to stand up and contribute, especially if the problems or challenges are emotive or personal in nature. Be sure to try and create a psychologically safe space for these kinds of discussions.

Remember that problem analysis and further discussion are also important. Not taking the time to fully analyze and discuss a challenge can result in the development of solutions that are not fit for purpose or do not address the underlying issue.

Successfully identifying and then analyzing a problem means facilitating a group through activities designed to help them clearly and honestly articulate their thoughts and produce usable insight.

With this data, you might then produce a problem statement that clearly describes the problem you wish to be addressed and also state the goal of any process you undertake to tackle this issue.  

Finding solutions is the end goal of any process. Complex organizational challenges can only be solved with an appropriate solution but discovering them requires using the right problem-solving tool.

After you’ve explored a problem and discussed ideas, you need to help a team discuss and choose the right solution. Consensus tools and methods such as those below help a group explore possible solutions before then voting for the best. They’re a great way to tap into the collective intelligence of the group for great results!

Remember that the process is often iterative. Great problem solvers often roadtest a viable solution in a measured way to see what works too. While you might not get the right solution on your first try, the methods below help teams land on the most likely to succeed solution while also holding space for improvement.

Every effective problem solving process begins with an agenda . A well-structured workshop is one of the best methods for successfully guiding a group from exploring a problem to implementing a solution.

In SessionLab, it’s easy to go from an idea to a complete agenda . Start by dragging and dropping your core problem solving activities into place . Add timings, breaks and necessary materials before sharing your agenda with your colleagues.

The resulting agenda will be your guide to an effective and productive problem solving session that will also help you stay organized on the day!

rapid problem resolution technique

Tips for more effective problem solving

Problem-solving activities are only one part of the puzzle. While a great method can help unlock your team’s ability to solve problems, without a thoughtful approach and strong facilitation the solutions may not be fit for purpose.

Let’s take a look at some problem-solving tips you can apply to any process to help it be a success!

Clearly define the problem

Jumping straight to solutions can be tempting, though without first clearly articulating a problem, the solution might not be the right one. Many of the problem-solving activities below include sections where the problem is explored and clearly defined before moving on.

This is a vital part of the problem-solving process and taking the time to fully define an issue can save time and effort later. A clear definition helps identify irrelevant information and it also ensures that your team sets off on the right track.

Don’t jump to conclusions

It’s easy for groups to exhibit cognitive bias or have preconceived ideas about both problems and potential solutions. Be sure to back up any problem statements or potential solutions with facts, research, and adequate forethought.

The best techniques ask participants to be methodical and challenge preconceived notions. Make sure you give the group enough time and space to collect relevant information and consider the problem in a new way. By approaching the process with a clear, rational mindset, you’ll often find that better solutions are more forthcoming.  

Try different approaches  

Problems come in all shapes and sizes and so too should the methods you use to solve them. If you find that one approach isn’t yielding results and your team isn’t finding different solutions, try mixing it up. You’ll be surprised at how using a new creative activity can unblock your team and generate great solutions.

Don’t take it personally 

Depending on the nature of your team or organizational problems, it’s easy for conversations to get heated. While it’s good for participants to be engaged in the discussions, ensure that emotions don’t run too high and that blame isn’t thrown around while finding solutions.

You’re all in it together, and even if your team or area is seeing problems, that isn’t necessarily a disparagement of you personally. Using facilitation skills to manage group dynamics is one effective method of helping conversations be more constructive.

Get the right people in the room

Your problem-solving method is often only as effective as the group using it. Getting the right people on the job and managing the number of people present is important too!

If the group is too small, you may not get enough different perspectives to effectively solve a problem. If the group is too large, you can go round and round during the ideation stages.

Creating the right group makeup is also important in ensuring you have the necessary expertise and skillset to both identify and follow up on potential solutions. Carefully consider who to include at each stage to help ensure your problem-solving method is followed and positioned for success.

Document everything

The best solutions can take refinement, iteration, and reflection to come out. Get into a habit of documenting your process in order to keep all the learnings from the session and to allow ideas to mature and develop. Many of the methods below involve the creation of documents or shared resources. Be sure to keep and share these so everyone can benefit from the work done!

Bring a facilitator 

Facilitation is all about making group processes easier. With a subject as potentially emotive and important as problem-solving, having an impartial third party in the form of a facilitator can make all the difference in finding great solutions and keeping the process moving. Consider bringing a facilitator to your problem-solving session to get better results and generate meaningful solutions!

Develop your problem-solving skills

It takes time and practice to be an effective problem solver. While some roles or participants might more naturally gravitate towards problem-solving, it can take development and planning to help everyone create better solutions.

You might develop a training program, run a problem-solving workshop or simply ask your team to practice using the techniques below. Check out our post on problem-solving skills to see how you and your group can develop the right mental process and be more resilient to issues too!

Design a great agenda

Workshops are a great format for solving problems. With the right approach, you can focus a group and help them find the solutions to their own problems. But designing a process can be time-consuming and finding the right activities can be difficult.

Check out our workshop planning guide to level-up your agenda design and start running more effective workshops. Need inspiration? Check out templates designed by expert facilitators to help you kickstart your process!

In this section, we’ll look at in-depth problem-solving methods that provide a complete end-to-end process for developing effective solutions. These will help guide your team from the discovery and definition of a problem through to delivering the right solution.

If you’re looking for an all-encompassing method or problem-solving model, these processes are a great place to start. They’ll ask your team to challenge preconceived ideas and adopt a mindset for solving problems more effectively.

  • Six Thinking Hats
  • Lightning Decision Jam
  • Problem Definition Process
  • Discovery & Action Dialogue
Design Sprint 2.0
  • Open Space Technology

1. Six Thinking Hats

Individual approaches to solving a problem can be very different based on what team or role an individual holds. It can be easy for existing biases or perspectives to find their way into the mix, or for internal politics to direct a conversation.

Six Thinking Hats is a classic method for identifying the problems that need to be solved and enables your team to consider them from different angles, whether that is by focusing on facts and data, creative solutions, or by considering why a particular solution might not work.

Like all problem-solving frameworks, Six Thinking Hats is effective at helping teams remove roadblocks from a conversation or discussion and come to terms with all the aspects necessary to solve complex problems.

2. Lightning Decision Jam

Featured courtesy of Jonathan Courtney of AJ&Smart Berlin, Lightning Decision Jam is one of those strategies that should be in every facilitation toolbox. Exploring problems and finding solutions is often creative in nature, though as with any creative process, there is the potential to lose focus and get lost.

Unstructured discussions might get you there in the end, but it’s much more effective to use a method that creates a clear process and team focus.

In Lightning Decision Jam, participants are invited to begin by writing challenges, concerns, or mistakes on post-its without discussing them before then being invited by the moderator to present them to the group.

From there, the team vote on which problems to solve and are guided through steps that will allow them to reframe those problems, create solutions and then decide what to execute on. 

By deciding the problems that need to be solved as a team before moving on, this group process is great for ensuring the whole team is aligned and can take ownership over the next stages. 

Lightning Decision Jam (LDJ)   #action   #decision making   #problem solving   #issue analysis   #innovation   #design   #remote-friendly   The problem with anything that requires creative thinking is that it’s easy to get lost—lose focus and fall into the trap of having useless, open-ended, unstructured discussions. Here’s the most effective solution I’ve found: Replace all open, unstructured discussion with a clear process. What to use this exercise for: Anything which requires a group of people to make decisions, solve problems or discuss challenges. It’s always good to frame an LDJ session with a broad topic, here are some examples: The conversion flow of our checkout Our internal design process How we organise events Keeping up with our competition Improving sales flow

3. Problem Definition Process

While problems can be complex, the problem-solving methods you use to identify and solve those problems can often be simple in design. 

By taking the time to truly identify and define a problem before asking the group to reframe the challenge as an opportunity, this method is a great way to enable change.

Begin by identifying a focus question and exploring the ways in which it manifests before splitting into five teams who will each consider the problem using a different method: escape, reversal, exaggeration, distortion or wishful. Teams develop a problem objective and create ideas in line with their method before then feeding them back to the group.

This method is great for enabling in-depth discussions while also creating space for finding creative solutions too!

Problem Definition   #problem solving   #idea generation   #creativity   #online   #remote-friendly   A problem solving technique to define a problem, challenge or opportunity and to generate ideas.

4. The 5 Whys 

Sometimes, a group needs to go further with their strategies and analyze the root cause at the heart of organizational issues. An RCA or root cause analysis is the process of identifying what is at the heart of business problems or recurring challenges. 

The 5 Whys is a simple and effective method of helping a group go find the root cause of any problem or challenge and conduct analysis that will deliver results. 

By beginning with the creation of a problem statement and going through five stages to refine it, The 5 Whys provides everything you need to truly discover the cause of an issue.

The 5 Whys   #hyperisland   #innovation   This simple and powerful method is useful for getting to the core of a problem or challenge. As the title suggests, the group defines a problems, then asks the question “why” five times, often using the resulting explanation as a starting point for creative problem solving.

5. World Cafe

World Cafe is a simple but powerful facilitation technique to help bigger groups to focus their energy and attention on solving complex problems.

World Cafe enables this approach by creating a relaxed atmosphere where participants are able to self-organize and explore topics relevant and important to them which are themed around a central problem-solving purpose. Create the right atmosphere by modeling your space after a cafe and after guiding the group through the method, let them take the lead!

Making problem-solving a part of your organization’s culture in the long term can be a difficult undertaking. More approachable formats like World Cafe can be especially effective in bringing people unfamiliar with workshops into the fold. 

World Cafe   #hyperisland   #innovation   #issue analysis   World Café is a simple yet powerful method, originated by Juanita Brown, for enabling meaningful conversations driven completely by participants and the topics that are relevant and important to them. Facilitators create a cafe-style space and provide simple guidelines. Participants then self-organize and explore a set of relevant topics or questions for conversation.

6. Discovery & Action Dialogue (DAD)

One of the best approaches is to create a safe space for a group to share and discover practices and behaviors that can help them find their own solutions.

With DAD, you can help a group choose which problems they wish to solve and which approaches they will take to do so. It’s great at helping remove resistance to change and can help get buy-in at every level too!

This process of enabling frontline ownership is great in ensuring follow-through and is one of the methods you will want in your toolbox as a facilitator.

Discovery & Action Dialogue (DAD)   #idea generation   #liberating structures   #action   #issue analysis   #remote-friendly   DADs make it easy for a group or community to discover practices and behaviors that enable some individuals (without access to special resources and facing the same constraints) to find better solutions than their peers to common problems. These are called positive deviant (PD) behaviors and practices. DADs make it possible for people in the group, unit, or community to discover by themselves these PD practices. DADs also create favorable conditions for stimulating participants’ creativity in spaces where they can feel safe to invent new and more effective practices. Resistance to change evaporates as participants are unleashed to choose freely which practices they will adopt or try and which problems they will tackle. DADs make it possible to achieve frontline ownership of solutions.

7. Design Sprint 2.0

Want to see how a team can solve big problems and move forward with prototyping and testing solutions in a few days? The Design Sprint 2.0 template from Jake Knapp, author of Sprint, is a complete agenda for a with proven results.

Developing the right agenda can involve difficult but necessary planning. Ensuring all the correct steps are followed can also be stressful or time-consuming depending on your level of experience.

Use this complete 4-day workshop template if you are finding there is no obvious solution to your challenge and want to focus your team around a specific problem that might require a shortcut to launching a minimum viable product or waiting for the organization-wide implementation of a solution.

8. Open space technology

Open space technology- developed by Harrison Owen – creates a space where large groups are invited to take ownership of their problem solving and lead individual sessions. Open space technology is a great format when you have a great deal of expertise and insight in the room and want to allow for different takes and approaches on a particular theme or problem you need to be solved.

Start by bringing your participants together to align around a central theme and focus their efforts. Explain the ground rules to help guide the problem-solving process and then invite members to identify any issue connecting to the central theme that they are interested in and are prepared to take responsibility for.

Once participants have decided on their approach to the core theme, they write their issue on a piece of paper, announce it to the group, pick a session time and place, and post the paper on the wall. As the wall fills up with sessions, the group is then invited to join the sessions that interest them the most and which they can contribute to, then you’re ready to begin!

Everyone joins the problem-solving group they’ve signed up to, record the discussion and if appropriate, findings can then be shared with the rest of the group afterward.

Open Space Technology   #action plan   #idea generation   #problem solving   #issue analysis   #large group   #online   #remote-friendly   Open Space is a methodology for large groups to create their agenda discerning important topics for discussion, suitable for conferences, community gatherings and whole system facilitation

Techniques to identify and analyze problems

Using a problem-solving method to help a team identify and analyze a problem can be a quick and effective addition to any workshop or meeting.

While further actions are always necessary, you can generate momentum and alignment easily, and these activities are a great place to get started.

We’ve put together this list of techniques to help you and your team with problem identification, analysis, and discussion that sets the foundation for developing effective solutions.

Let’s take a look!

  • The Creativity Dice
  • Fishbone Analysis
  • Problem Tree
  • SWOT Analysis
  • Agreement-Certainty Matrix
  • The Journalistic Six
  • LEGO Challenge
  • What, So What, Now What?
  • Journalists

Individual and group perspectives are incredibly important, but what happens if people are set in their minds and need a change of perspective in order to approach a problem more effectively?

Flip It is a method we love because it is both simple to understand and run, and allows groups to understand how their perspectives and biases are formed. 

Participants in Flip It are first invited to consider concerns, issues, or problems from a perspective of fear and write them on a flip chart. Then, the group is asked to consider those same issues from a perspective of hope and flip their understanding.  

No problem and solution is free from existing bias and by changing perspectives with Flip It, you can then develop a problem solving model quickly and effectively.

Flip It!   #gamestorming   #problem solving   #action   Often, a change in a problem or situation comes simply from a change in our perspectives. Flip It! is a quick game designed to show players that perspectives are made, not born.

10. The Creativity Dice

One of the most useful problem solving skills you can teach your team is of approaching challenges with creativity, flexibility, and openness. Games like The Creativity Dice allow teams to overcome the potential hurdle of too much linear thinking and approach the process with a sense of fun and speed. 

In The Creativity Dice, participants are organized around a topic and roll a dice to determine what they will work on for a period of 3 minutes at a time. They might roll a 3 and work on investigating factual information on the chosen topic. They might roll a 1 and work on identifying the specific goals, standards, or criteria for the session.

Encouraging rapid work and iteration while asking participants to be flexible are great skills to cultivate. Having a stage for idea incubation in this game is also important. Moments of pause can help ensure the ideas that are put forward are the most suitable. 

The Creativity Dice   #creativity   #problem solving   #thiagi   #issue analysis   Too much linear thinking is hazardous to creative problem solving. To be creative, you should approach the problem (or the opportunity) from different points of view. You should leave a thought hanging in mid-air and move to another. This skipping around prevents premature closure and lets your brain incubate one line of thought while you consciously pursue another.

11. Fishbone Analysis

Organizational or team challenges are rarely simple, and it’s important to remember that one problem can be an indication of something that goes deeper and may require further consideration to be solved.

Fishbone Analysis helps groups to dig deeper and understand the origins of a problem. It’s a great example of a root cause analysis method that is simple for everyone on a team to get their head around. 

Participants in this activity are asked to annotate a diagram of a fish, first adding the problem or issue to be worked on at the head of a fish before then brainstorming the root causes of the problem and adding them as bones on the fish. 

Using abstractions such as a diagram of a fish can really help a team break out of their regular thinking and develop a creative approach.

Fishbone Analysis   #problem solving   ##root cause analysis   #decision making   #online facilitation   A process to help identify and understand the origins of problems, issues or observations.

12. Problem Tree 

Encouraging visual thinking can be an essential part of many strategies. By simply reframing and clarifying problems, a group can move towards developing a problem solving model that works for them. 

In Problem Tree, groups are asked to first brainstorm a list of problems – these can be design problems, team problems or larger business problems – and then organize them into a hierarchy. The hierarchy could be from most important to least important or abstract to practical, though the key thing with problem solving games that involve this aspect is that your group has some way of managing and sorting all the issues that are raised.

Once you have a list of problems that need to be solved and have organized them accordingly, you’re then well-positioned for the next problem solving steps.

Problem tree   #define intentions   #create   #design   #issue analysis   A problem tree is a tool to clarify the hierarchy of problems addressed by the team within a design project; it represents high level problems or related sublevel problems.

13. SWOT Analysis

Chances are you’ve heard of the SWOT Analysis before. This problem-solving method focuses on identifying strengths, weaknesses, opportunities, and threats is a tried and tested method for both individuals and teams.

Start by creating a desired end state or outcome and bare this in mind – any process solving model is made more effective by knowing what you are moving towards. Create a quadrant made up of the four categories of a SWOT analysis and ask participants to generate ideas based on each of those quadrants.

Once you have those ideas assembled in their quadrants, cluster them together based on their affinity with other ideas. These clusters are then used to facilitate group conversations and move things forward. 

SWOT analysis   #gamestorming   #problem solving   #action   #meeting facilitation   The SWOT Analysis is a long-standing technique of looking at what we have, with respect to the desired end state, as well as what we could improve on. It gives us an opportunity to gauge approaching opportunities and dangers, and assess the seriousness of the conditions that affect our future. When we understand those conditions, we can influence what comes next.

14. Agreement-Certainty Matrix

Not every problem-solving approach is right for every challenge, and deciding on the right method for the challenge at hand is a key part of being an effective team.

The Agreement Certainty matrix helps teams align on the nature of the challenges facing them. By sorting problems from simple to chaotic, your team can understand what methods are suitable for each problem and what they can do to ensure effective results. 

If you are already using Liberating Structures techniques as part of your problem-solving strategy, the Agreement-Certainty Matrix can be an invaluable addition to your process. We’ve found it particularly if you are having issues with recurring problems in your organization and want to go deeper in understanding the root cause. 

Agreement-Certainty Matrix   #issue analysis   #liberating structures   #problem solving   You can help individuals or groups avoid the frequent mistake of trying to solve a problem with methods that are not adapted to the nature of their challenge. The combination of two questions makes it possible to easily sort challenges into four categories: simple, complicated, complex , and chaotic .  A problem is simple when it can be solved reliably with practices that are easy to duplicate.  It is complicated when experts are required to devise a sophisticated solution that will yield the desired results predictably.  A problem is complex when there are several valid ways to proceed but outcomes are not predictable in detail.  Chaotic is when the context is too turbulent to identify a path forward.  A loose analogy may be used to describe these differences: simple is like following a recipe, complicated like sending a rocket to the moon, complex like raising a child, and chaotic is like the game “Pin the Tail on the Donkey.”  The Liberating Structures Matching Matrix in Chapter 5 can be used as the first step to clarify the nature of a challenge and avoid the mismatches between problems and solutions that are frequently at the root of chronic, recurring problems.

Organizing and charting a team’s progress can be important in ensuring its success. SQUID (Sequential Question and Insight Diagram) is a great model that allows a team to effectively switch between giving questions and answers and develop the skills they need to stay on track throughout the process. 

Begin with two different colored sticky notes – one for questions and one for answers – and with your central topic (the head of the squid) on the board. Ask the group to first come up with a series of questions connected to their best guess of how to approach the topic. Ask the group to come up with answers to those questions, fix them to the board and connect them with a line. After some discussion, go back to question mode by responding to the generated answers or other points on the board.

It’s rewarding to see a diagram grow throughout the exercise, and a completed SQUID can provide a visual resource for future effort and as an example for other teams.

SQUID   #gamestorming   #project planning   #issue analysis   #problem solving   When exploring an information space, it’s important for a group to know where they are at any given time. By using SQUID, a group charts out the territory as they go and can navigate accordingly. SQUID stands for Sequential Question and Insight Diagram.

16. Speed Boat

To continue with our nautical theme, Speed Boat is a short and sweet activity that can help a team quickly identify what employees, clients or service users might have a problem with and analyze what might be standing in the way of achieving a solution.

Methods that allow for a group to make observations, have insights and obtain those eureka moments quickly are invaluable when trying to solve complex problems.

In Speed Boat, the approach is to first consider what anchors and challenges might be holding an organization (or boat) back. Bonus points if you are able to identify any sharks in the water and develop ideas that can also deal with competitors!   

Speed Boat   #gamestorming   #problem solving   #action   Speedboat is a short and sweet way to identify what your employees or clients don’t like about your product/service or what’s standing in the way of a desired goal.

17. The Journalistic Six

Some of the most effective ways of solving problems is by encouraging teams to be more inclusive and diverse in their thinking.

Based on the six key questions journalism students are taught to answer in articles and news stories, The Journalistic Six helps create teams to see the whole picture. By using who, what, when, where, why, and how to facilitate the conversation and encourage creative thinking, your team can make sure that the problem identification and problem analysis stages of the are covered exhaustively and thoughtfully. Reporter’s notebook and dictaphone optional.

The Journalistic Six – Who What When Where Why How   #idea generation   #issue analysis   #problem solving   #online   #creative thinking   #remote-friendly   A questioning method for generating, explaining, investigating ideas.

18. LEGO Challenge

Now for an activity that is a little out of the (toy) box. LEGO Serious Play is a facilitation methodology that can be used to improve creative thinking and problem-solving skills. 

The LEGO Challenge includes giving each member of the team an assignment that is hidden from the rest of the group while they create a structure without speaking.

What the LEGO challenge brings to the table is a fun working example of working with stakeholders who might not be on the same page to solve problems. Also, it’s LEGO! Who doesn’t love LEGO! 

LEGO Challenge   #hyperisland   #team   A team-building activity in which groups must work together to build a structure out of LEGO, but each individual has a secret “assignment” which makes the collaborative process more challenging. It emphasizes group communication, leadership dynamics, conflict, cooperation, patience and problem solving strategy.

19. What, So What, Now What?

If not carefully managed, the problem identification and problem analysis stages of the problem-solving process can actually create more problems and misunderstandings.

The What, So What, Now What? problem-solving activity is designed to help collect insights and move forward while also eliminating the possibility of disagreement when it comes to identifying, clarifying, and analyzing organizational or work problems. 

Facilitation is all about bringing groups together so that might work on a shared goal and the best problem-solving strategies ensure that teams are aligned in purpose, if not initially in opinion or insight.

Throughout the three steps of this game, you give everyone on a team to reflect on a problem by asking what happened, why it is important, and what actions should then be taken. 

This can be a great activity for bringing our individual perceptions about a problem or challenge and contextualizing it in a larger group setting. This is one of the most important problem-solving skills you can bring to your organization.

W³ – What, So What, Now What?   #issue analysis   #innovation   #liberating structures   You can help groups reflect on a shared experience in a way that builds understanding and spurs coordinated action while avoiding unproductive conflict. It is possible for every voice to be heard while simultaneously sifting for insights and shaping new direction. Progressing in stages makes this practical—from collecting facts about What Happened to making sense of these facts with So What and finally to what actions logically follow with Now What . The shared progression eliminates most of the misunderstandings that otherwise fuel disagreements about what to do. Voila!

20. Journalists  

Problem analysis can be one of the most important and decisive stages of all problem-solving tools. Sometimes, a team can become bogged down in the details and are unable to move forward.

Journalists is an activity that can avoid a group from getting stuck in the problem identification or problem analysis stages of the process.

In Journalists, the group is invited to draft the front page of a fictional newspaper and figure out what stories deserve to be on the cover and what headlines those stories will have. By reframing how your problems and challenges are approached, you can help a team move productively through the process and be better prepared for the steps to follow.

Journalists   #vision   #big picture   #issue analysis   #remote-friendly   This is an exercise to use when the group gets stuck in details and struggles to see the big picture. Also good for defining a vision.

Problem-solving techniques for developing solutions 

The success of any problem-solving process can be measured by the solutions it produces. After you’ve defined the issue, explored existing ideas, and ideated, it’s time to narrow down to the correct solution.

Use these problem-solving techniques when you want to help your team find consensus, compare possible solutions, and move towards taking action on a particular problem.

  • Improved Solutions
  • Four-Step Sketch
  • 15% Solutions
  • How-Now-Wow matrix
  • Impact Effort Matrix

21. Mindspin  

Brainstorming is part of the bread and butter of the problem-solving process and all problem-solving strategies benefit from getting ideas out and challenging a team to generate solutions quickly. 

With Mindspin, participants are encouraged not only to generate ideas but to do so under time constraints and by slamming down cards and passing them on. By doing multiple rounds, your team can begin with a free generation of possible solutions before moving on to developing those solutions and encouraging further ideation. 

This is one of our favorite problem-solving activities and can be great for keeping the energy up throughout the workshop. Remember the importance of helping people become engaged in the process – energizing problem-solving techniques like Mindspin can help ensure your team stays engaged and happy, even when the problems they’re coming together to solve are complex. 

MindSpin   #teampedia   #idea generation   #problem solving   #action   A fast and loud method to enhance brainstorming within a team. Since this activity has more than round ideas that are repetitive can be ruled out leaving more creative and innovative answers to the challenge.

22. Improved Solutions

After a team has successfully identified a problem and come up with a few solutions, it can be tempting to call the work of the problem-solving process complete. That said, the first solution is not necessarily the best, and by including a further review and reflection activity into your problem-solving model, you can ensure your group reaches the best possible result. 

One of a number of problem-solving games from Thiagi Group, Improved Solutions helps you go the extra mile and develop suggested solutions with close consideration and peer review. By supporting the discussion of several problems at once and by shifting team roles throughout, this problem-solving technique is a dynamic way of finding the best solution. 

Improved Solutions   #creativity   #thiagi   #problem solving   #action   #team   You can improve any solution by objectively reviewing its strengths and weaknesses and making suitable adjustments. In this creativity framegame, you improve the solutions to several problems. To maintain objective detachment, you deal with a different problem during each of six rounds and assume different roles (problem owner, consultant, basher, booster, enhancer, and evaluator) during each round. At the conclusion of the activity, each player ends up with two solutions to her problem.

23. Four Step Sketch

Creative thinking and visual ideation does not need to be confined to the opening stages of your problem-solving strategies. Exercises that include sketching and prototyping on paper can be effective at the solution finding and development stage of the process, and can be great for keeping a team engaged. 

By going from simple notes to a crazy 8s round that involves rapidly sketching 8 variations on their ideas before then producing a final solution sketch, the group is able to iterate quickly and visually. Problem-solving techniques like Four-Step Sketch are great if you have a group of different thinkers and want to change things up from a more textual or discussion-based approach.

Four-Step Sketch   #design sprint   #innovation   #idea generation   #remote-friendly   The four-step sketch is an exercise that helps people to create well-formed concepts through a structured process that includes: Review key information Start design work on paper,  Consider multiple variations , Create a detailed solution . This exercise is preceded by a set of other activities allowing the group to clarify the challenge they want to solve. See how the Four Step Sketch exercise fits into a Design Sprint

24. 15% Solutions

Some problems are simpler than others and with the right problem-solving activities, you can empower people to take immediate actions that can help create organizational change. 

Part of the liberating structures toolkit, 15% solutions is a problem-solving technique that focuses on finding and implementing solutions quickly. A process of iterating and making small changes quickly can help generate momentum and an appetite for solving complex problems.

Problem-solving strategies can live and die on whether people are onboard. Getting some quick wins is a great way of getting people behind the process.   

It can be extremely empowering for a team to realize that problem-solving techniques can be deployed quickly and easily and delineate between things they can positively impact and those things they cannot change. 

15% Solutions   #action   #liberating structures   #remote-friendly   You can reveal the actions, however small, that everyone can do immediately. At a minimum, these will create momentum, and that may make a BIG difference.  15% Solutions show that there is no reason to wait around, feel powerless, or fearful. They help people pick it up a level. They get individuals and the group to focus on what is within their discretion instead of what they cannot change.  With a very simple question, you can flip the conversation to what can be done and find solutions to big problems that are often distributed widely in places not known in advance. Shifting a few grains of sand may trigger a landslide and change the whole landscape.

25. How-Now-Wow Matrix

The problem-solving process is often creative, as complex problems usually require a change of thinking and creative response in order to find the best solutions. While it’s common for the first stages to encourage creative thinking, groups can often gravitate to familiar solutions when it comes to the end of the process. 

When selecting solutions, you don’t want to lose your creative energy! The How-Now-Wow Matrix from Gamestorming is a great problem-solving activity that enables a group to stay creative and think out of the box when it comes to selecting the right solution for a given problem.

Problem-solving techniques that encourage creative thinking and the ideation and selection of new solutions can be the most effective in organisational change. Give the How-Now-Wow Matrix a go, and not just for how pleasant it is to say out loud. 

How-Now-Wow Matrix   #gamestorming   #idea generation   #remote-friendly   When people want to develop new ideas, they most often think out of the box in the brainstorming or divergent phase. However, when it comes to convergence, people often end up picking ideas that are most familiar to them. This is called a ‘creative paradox’ or a ‘creadox’. The How-Now-Wow matrix is an idea selection tool that breaks the creadox by forcing people to weigh each idea on 2 parameters.

26. Impact and Effort Matrix

All problem-solving techniques hope to not only find solutions to a given problem or challenge but to find the best solution. When it comes to finding a solution, groups are invited to put on their decision-making hats and really think about how a proposed idea would work in practice. 

The Impact and Effort Matrix is one of the problem-solving techniques that fall into this camp, empowering participants to first generate ideas and then categorize them into a 2×2 matrix based on impact and effort.

Activities that invite critical thinking while remaining simple are invaluable. Use the Impact and Effort Matrix to move from ideation and towards evaluating potential solutions before then committing to them. 

Impact and Effort Matrix   #gamestorming   #decision making   #action   #remote-friendly   In this decision-making exercise, possible actions are mapped based on two factors: effort required to implement and potential impact. Categorizing ideas along these lines is a useful technique in decision making, as it obliges contributors to balance and evaluate suggested actions before committing to them.

27. Dotmocracy

If you’ve followed each of the problem-solving steps with your group successfully, you should move towards the end of your process with heaps of possible solutions developed with a specific problem in mind. But how do you help a group go from ideation to putting a solution into action? 

Dotmocracy – or Dot Voting -is a tried and tested method of helping a team in the problem-solving process make decisions and put actions in place with a degree of oversight and consensus. 

One of the problem-solving techniques that should be in every facilitator’s toolbox, Dot Voting is fast and effective and can help identify the most popular and best solutions and help bring a group to a decision effectively. 

Dotmocracy   #action   #decision making   #group prioritization   #hyperisland   #remote-friendly   Dotmocracy is a simple method for group prioritization or decision-making. It is not an activity on its own, but a method to use in processes where prioritization or decision-making is the aim. The method supports a group to quickly see which options are most popular or relevant. The options or ideas are written on post-its and stuck up on a wall for the whole group to see. Each person votes for the options they think are the strongest, and that information is used to inform a decision.

All facilitators know that warm-ups and icebreakers are useful for any workshop or group process. Problem-solving workshops are no different.

Use these problem-solving techniques to warm up a group and prepare them for the rest of the process. Activating your group by tapping into some of the top problem-solving skills can be one of the best ways to see great outcomes from your session.

  • Check-in/Check-out
  • Doodling Together
  • Show and Tell
  • Constellations
  • Draw a Tree

28. Check-in / Check-out

Solid processes are planned from beginning to end, and the best facilitators know that setting the tone and establishing a safe, open environment can be integral to a successful problem-solving process.

Check-in / Check-out is a great way to begin and/or bookend a problem-solving workshop. Checking in to a session emphasizes that everyone will be seen, heard, and expected to contribute. 

If you are running a series of meetings, setting a consistent pattern of checking in and checking out can really help your team get into a groove. We recommend this opening-closing activity for small to medium-sized groups though it can work with large groups if they’re disciplined!

Check-in / Check-out   #team   #opening   #closing   #hyperisland   #remote-friendly   Either checking-in or checking-out is a simple way for a team to open or close a process, symbolically and in a collaborative way. Checking-in/out invites each member in a group to be present, seen and heard, and to express a reflection or a feeling. Checking-in emphasizes presence, focus and group commitment; checking-out emphasizes reflection and symbolic closure.

29. Doodling Together  

Thinking creatively and not being afraid to make suggestions are important problem-solving skills for any group or team, and warming up by encouraging these behaviors is a great way to start. 

Doodling Together is one of our favorite creative ice breaker games – it’s quick, effective, and fun and can make all following problem-solving steps easier by encouraging a group to collaborate visually. By passing cards and adding additional items as they go, the workshop group gets into a groove of co-creation and idea development that is crucial to finding solutions to problems. 

Doodling Together   #collaboration   #creativity   #teamwork   #fun   #team   #visual methods   #energiser   #icebreaker   #remote-friendly   Create wild, weird and often funny postcards together & establish a group’s creative confidence.

30. Show and Tell

You might remember some version of Show and Tell from being a kid in school and it’s a great problem-solving activity to kick off a session.

Asking participants to prepare a little something before a workshop by bringing an object for show and tell can help them warm up before the session has even begun! Games that include a physical object can also help encourage early engagement before moving onto more big-picture thinking.

By asking your participants to tell stories about why they chose to bring a particular item to the group, you can help teams see things from new perspectives and see both differences and similarities in the way they approach a topic. Great groundwork for approaching a problem-solving process as a team! 

Show and Tell   #gamestorming   #action   #opening   #meeting facilitation   Show and Tell taps into the power of metaphors to reveal players’ underlying assumptions and associations around a topic The aim of the game is to get a deeper understanding of stakeholders’ perspectives on anything—a new project, an organizational restructuring, a shift in the company’s vision or team dynamic.

31. Constellations

Who doesn’t love stars? Constellations is a great warm-up activity for any workshop as it gets people up off their feet, energized, and ready to engage in new ways with established topics. It’s also great for showing existing beliefs, biases, and patterns that can come into play as part of your session.

Using warm-up games that help build trust and connection while also allowing for non-verbal responses can be great for easing people into the problem-solving process and encouraging engagement from everyone in the group. Constellations is great in large spaces that allow for movement and is definitely a practical exercise to allow the group to see patterns that are otherwise invisible. 

Constellations   #trust   #connection   #opening   #coaching   #patterns   #system   Individuals express their response to a statement or idea by standing closer or further from a central object. Used with teams to reveal system, hidden patterns, perspectives.

32. Draw a Tree

Problem-solving games that help raise group awareness through a central, unifying metaphor can be effective ways to warm-up a group in any problem-solving model.

Draw a Tree is a simple warm-up activity you can use in any group and which can provide a quick jolt of energy. Start by asking your participants to draw a tree in just 45 seconds – they can choose whether it will be abstract or realistic. 

Once the timer is up, ask the group how many people included the roots of the tree and use this as a means to discuss how we can ignore important parts of any system simply because they are not visible.

All problem-solving strategies are made more effective by thinking of problems critically and by exposing things that may not normally come to light. Warm-up games like Draw a Tree are great in that they quickly demonstrate some key problem-solving skills in an accessible and effective way.

Draw a Tree   #thiagi   #opening   #perspectives   #remote-friendly   With this game you can raise awarness about being more mindful, and aware of the environment we live in.

Each step of the problem-solving workshop benefits from an intelligent deployment of activities, games, and techniques. Bringing your session to an effective close helps ensure that solutions are followed through on and that you also celebrate what has been achieved.

Here are some problem-solving activities you can use to effectively close a workshop or meeting and ensure the great work you’ve done can continue afterward.

  • One Breath Feedback
  • Who What When Matrix
  • Response Cards

How do I conclude a problem-solving process?

All good things must come to an end. With the bulk of the work done, it can be tempting to conclude your workshop swiftly and without a moment to debrief and align. This can be problematic in that it doesn’t allow your team to fully process the results or reflect on the process.

At the end of an effective session, your team will have gone through a process that, while productive, can be exhausting. It’s important to give your group a moment to take a breath, ensure that they are clear on future actions, and provide short feedback before leaving the space. 

The primary purpose of any problem-solving method is to generate solutions and then implement them. Be sure to take the opportunity to ensure everyone is aligned and ready to effectively implement the solutions you produced in the workshop.

Remember that every process can be improved and by giving a short moment to collect feedback in the session, you can further refine your problem-solving methods and see further success in the future too.

33. One Breath Feedback

Maintaining attention and focus during the closing stages of a problem-solving workshop can be tricky and so being concise when giving feedback can be important. It’s easy to incur “death by feedback” should some team members go on for too long sharing their perspectives in a quick feedback round. 

One Breath Feedback is a great closing activity for workshops. You give everyone an opportunity to provide feedback on what they’ve done but only in the space of a single breath. This keeps feedback short and to the point and means that everyone is encouraged to provide the most important piece of feedback to them. 

One breath feedback   #closing   #feedback   #action   This is a feedback round in just one breath that excels in maintaining attention: each participants is able to speak during just one breath … for most people that’s around 20 to 25 seconds … unless of course you’ve been a deep sea diver in which case you’ll be able to do it for longer.

34. Who What When Matrix 

Matrices feature as part of many effective problem-solving strategies and with good reason. They are easily recognizable, simple to use, and generate results.

The Who What When Matrix is a great tool to use when closing your problem-solving session by attributing a who, what and when to the actions and solutions you have decided upon. The resulting matrix is a simple, easy-to-follow way of ensuring your team can move forward. 

Great solutions can’t be enacted without action and ownership. Your problem-solving process should include a stage for allocating tasks to individuals or teams and creating a realistic timeframe for those solutions to be implemented or checked out. Use this method to keep the solution implementation process clear and simple for all involved. 

Who/What/When Matrix   #gamestorming   #action   #project planning   With Who/What/When matrix, you can connect people with clear actions they have defined and have committed to.

35. Response cards

Group discussion can comprise the bulk of most problem-solving activities and by the end of the process, you might find that your team is talked out! 

Providing a means for your team to give feedback with short written notes can ensure everyone is head and can contribute without the need to stand up and talk. Depending on the needs of the group, giving an alternative can help ensure everyone can contribute to your problem-solving model in the way that makes the most sense for them.

Response Cards is a great way to close a workshop if you are looking for a gentle warm-down and want to get some swift discussion around some of the feedback that is raised. 

Response Cards   #debriefing   #closing   #structured sharing   #questions and answers   #thiagi   #action   It can be hard to involve everyone during a closing of a session. Some might stay in the background or get unheard because of louder participants. However, with the use of Response Cards, everyone will be involved in providing feedback or clarify questions at the end of a session.

Save time and effort discovering the right solutions

A structured problem solving process is a surefire way of solving tough problems, discovering creative solutions and driving organizational change. But how can you design for successful outcomes?

With SessionLab, it’s easy to design engaging workshops that deliver results. Drag, drop and reorder blocks  to build your agenda. When you make changes or update your agenda, your session  timing   adjusts automatically , saving you time on manual adjustments.

Collaborating with stakeholders or clients? Share your agenda with a single click and collaborate in real-time. No more sending documents back and forth over email.

Explore  how to use SessionLab  to design effective problem solving workshops or  watch this five minute video  to see the planner in action!

rapid problem resolution technique

Over to you

The problem-solving process can often be as complicated and multifaceted as the problems they are set-up to solve. With the right problem-solving techniques and a mix of creative exercises designed to guide discussion and generate purposeful ideas, we hope we’ve given you the tools to find the best solutions as simply and easily as possible.

Is there a problem-solving technique that you are missing here? Do you have a favorite activity or method you use when facilitating? Let us know in the comments below, we’d love to hear from you! 

' src=

thank you very much for these excellent techniques

' src=

Certainly wonderful article, very detailed. Shared!

Leave a Comment Cancel reply

Your email address will not be published. Required fields are marked *

cycle of workshop planning steps

Going from a mere idea to a workshop that delivers results for your clients can feel like a daunting task. In this piece, we will shine a light on all the work behind the scenes and help you learn how to plan a workshop from start to finish. On a good day, facilitation can feel like effortless magic, but that is mostly the result of backstage work, foresight, and a lot of careful planning. Read on to learn a step-by-step approach to breaking the process of planning a workshop into small, manageable chunks.  The flow starts with the first meeting with a client to define the purposes of a workshop.…

rapid problem resolution technique

How does learning work? A clever 9-year-old once told me: “I know I am learning something new when I am surprised.” The science of adult learning tells us that, in order to learn new skills (which, unsurprisingly, is harder for adults to do than kids) grown-ups need to first get into a specific headspace.  In a business, this approach is often employed in a training session where employees learn new skills or work on professional development. But how do you ensure your training is effective? In this guide, we'll explore how to create an effective training session plan and run engaging training sessions. As team leader, project manager, or consultant,…

rapid problem resolution technique

Effective online tools are a necessity for smooth and engaging virtual workshops and meetings. But how do you choose the right ones? Do you sometimes feel that the good old pen and paper or MS Office toolkit and email leaves you struggling to stay on top of managing and delivering your workshop? Fortunately, there are plenty of online tools to make your life easier when you need to facilitate a meeting and lead workshops. In this post, we’ll share our favorite online tools you can use to make your job as a facilitator easier. In fact, there are plenty of free online workshop tools and meeting facilitation software you can…

Design your next workshop with SessionLab

Join the 150,000 facilitators using SessionLab

Sign up for free

Rapid Problem Resolution

More on problem solving: Catch-22 , Evaporating Cloud , Heuristics , Hypothesis Testing , Intuition , more on problem solving ...

You may also like: Full-time MBA , Executive MBA , Executive Education , Online MBA .

MBA Brief offers concise, yet precise definitions of concepts, methods and models as taught in a study Master of Business Administration.

We like to keep things short, and provide links to learn more about your subject.

© 2024 MBA Brief - Last updated: 22-2-2024  -   Privacy   |    Terms

Lean Vlog

No videos yet!

Click on "Watch later" to put videos here

What is Problem Solving. How to set a Rapid Problem Solving in 8 points.

What is Problem Solving explained by Tips and Rules to implement.

The best way to learn about problem solving is to practice.

in collaboration with Fabrizio Cireddu (Lean Manufacturing and Kaizen) we created this Video with 8 Tips and Rules to start with the problem solving.

Here the text of the video.

Tips & Rules: How to Implement a Rapid Problem Solving Constitution in 8 steps:

1) 3 No Defects : don’t accept, don’t produce, don’t delivery

2) Andon system : operator must raise the hand in case of deviation from standards and must to be allowed to stop the line/process

3) Fix Escalation’s rules from lowest level of the organization until top management

4) Fix 1 team leader for each group of operators

5) Have tracking system for escalation and open “Corrective Action Request” for repetitive issues

6) Hour by hour chart: Leader will review result to take action in case of gaps

7) Ensure containment and feedback flow

8) Daily KPI meeting: review global result with team and Fix 3 priorities to address gaps

Learn lean Manufacturing Faster

Session expired

Please log in again. The login page will open in a new tab. After logging in you can close it and return to this page.

rapid problem resolution technique

4 Step Rapid Problem Solving – Skill Level 1: Knowledge

Process – rapid problem solving, what are the key aspects to rapid problem solving.

rapid problem resolution technique

Process Teach Point Video

Key Learning Points

rapid problem resolution technique

Key Learning Points from Video

1. “Go and See” at the workplace – grasp the real situation.

2. Use a Structured Scientific Method – not guessing. In Rapid Problem Solving it is 4 Steps.

3. Follow Plan – Do – Check – Act an approach of rapid trials and tests to prove out theories and learn.

4. Take a step towards where we ultimately want to be (One problem at a time.)

rapid problem resolution technique

4 Steps of Rapid Problem Solving

1. Concern – This is where you define the Gap you want to close and clarify the Problem to Pursue.

2. Contain – Can we stop the problem now! A temporary fix to stop the bleeding like a band aid.

3. Cause – Find the Direct Causes and hence the Root Causes using 5 Why Analysis.

4. Countermeasure & Confirm – Implement Countermeasures to confirm that the Gap is closed.

The Fundamental thinking for Problem Solving is Plan-Do-Check-Act ( P D C A )

Problem Solving Framework

rapid problem resolution technique

Types of Problems

rapid problem resolution technique

Not one size or problem solving approach fits all as there are different Types of Problems.

Art Smalley’s Book describes Four Main Types of Problems as:

Type 1 = Troubleshooting

Type 2 = Gap from Sta ndard

Type 3 = Target Condition

Type 4 = Open Ended

If we understand the types of problems, we stand a better chance of applying an appropriate process to “solving” them. Thus we avoid the issues in the famous quote from Abraham Maslow, “I suppose it is tempting, if the only tool you have is a hammer, to treat everything as if it were a nail.”

Most business problems fall into four main categories (see the diagram below), each requiring  different thought processes, improvement methods, and management cadences:

rapid problem resolution technique

Before using a method to solve a problem you need to understand what type of problem you are trying to solve.

Need to consider the Type of Problems, their Properties, the Analysis required and Level in the organisation.

Otherwise you waste time and resource.

Problem Solving Methods

rapid problem resolution technique

Reacting to an unexpected event – For Type 1 Troubleshooting

Typically lots of them in the day, easy to fix quickly and you don’t need to analyse them so much.

Like changing a flat tyre or putting out a fire, you just fix it now! Everyone can do this. Like reacting to Andon cord pulls on a moving assembly line.

rapid problem resolution technique

A 4 Step approach based upon the fundamentals of: Concern, Contain, Cause, Countermeasure & Confirm to tackle one off or step change type gaps in the workplace (Type 2 & 3).

Generally taught by functional and team leaders to natural work teams

Problem solving thinking captured on a quadrant chart. Uses the 7 Problem Solving tools to support fast but structured approach to problem solving, designed for first line leaders – not experts or after extensive training. Simple visual tools are used to capture the thinking.

rapid problem resolution technique

An 8 step problem solving approach taking the Rapid method further. For current and longer term business issues requiring more analysis to get to the root causes.

For Type 2 & 3 mainly although thinking way helps considerably with Type 4 problems.

Some problems need a little more time and deeper thinking in order to solve them. The root causes and countermeasures are not that straight forward or immediately obvious as in Rapid for example. Uses the 7 Problem Solving tools to support logical thinking.

Performed by Leaders and functional Specialists typically. A3’s are used to summarise the thinking, capture the story and share the learning.

React, Rapid and Practical can be used to tackle most problems encountered within the organisation ~ >90%.

rapid problem resolution technique

Used for innovative problem solving to seek out new solutions. Achieves radical improvement, often a new product, process, system or value for the customer well beyond current levels.

Many different methods can be used but usually technical or specialist knowledge is required. These are infrequent, hard problems to solve typically.

For use on problems often with multiple drivers in play. Experimentation may be needed to learn and understand what is happening and what is needed.

Can take some time and deep analysis but the results can be a step change in performance.

“Organisations and individuals at all levels fall into this trap of having one primary or standard way of solving every problem,” said Smalley, who learned problem solving at Toyota’s historic Kamigo engine plant from Harada-san.

Four Types of Problems

Why Start with Rapid Problem Solving?

  • Rapid Problem Solving is a proven method based on Toyota’s approach for developing people to solve problems.
  • Rapid Problem Solving enables Team leaders and members to tackle most of their current and near term performance and improvement challenges in their areas.
  • Once you have mastered Rapid Problem Solving, it will prepare you well to eventually progress and tackle more complex, medium, longer term business issues using the A3 8 Step Practical Problem Solving approach.

In the “Skill Level 2” course you will gain a deep Understanding of the 4 Step Rapid Problem Solving Method and learn how to visualise your problem solving story onto an A 4 Quadrant Chart.

Now move onto the next Topic .

Explore Lean Thinking and Practice / Problem-Solving

Problem-Solving

Problem Solving graphic icon

Explore the process that’s foundational to assuring every individual becomes engaged by arming them with methods they can use to overcome obstacles and improve their work process.

leapers digging up problems

Overcoming obstacles to achieve or elevate a standard 

In a lean management system, everyone is engaged in ongoing problem-solving that is guided by two characteristics:

  • Everything described or claimed should be based on verifiable facts, not assumptions and interpretations. 
  • Problem-solving is never-ending; that is, it begins rather than ends when an improvement plan is implemented. The implementation process is a learning opportunity to discover how to make progress toward the target condition. 

Lean thinkers & practitioners understand that the problem-solving process is impeded if you make the common mistake of mechanically reaching for a familiar or favorite problem-solving methodology or, worse, jump quickly to a solution. 

Leaders and teams avoid this trap by recognizing that most business problems fall into four categories, each requiring different thought processes, improvement methods, and management cadences.

Problem-Solving

The Four Types of Problems

Type 1: Troubleshooting:   reactive problem-solving that hinges upon rapidly returning abnormal conditions to known standards. It provides some immediate relief but does not address the root cause.

Type 2: Gap from Standard: structured problem-solving that focuses on defining the problem, setting goals, analyzing the root cause, and establishing countermeasures, checks, standards, and follow-up activities. The aim is to prevent the problem from recurring by eliminating its underlying causes.

Type 3: Target Condition:   continuous improvement ( kaizen ) that goes beyond existing standards of performance. It may utilize existing methods in new, creative ways to deliver superior value or performance toward a new target state of improvement.

Type 4: Open-ended:  innovative problem-solving based on creativity, synthesis, and recognition of opportunity. It establishes new norms that often entail unexpected products, processes, systems, or value for the customer well beyond current levels. 

By helping everyone in the organization to understand the importance of taking ownership of seeing and solving all types of problems, lean thinking & practice:

  • Engenders a sense of empowerment and autonomy in all workers, which in turn promotes engagement in and ownership of the work process
  • Enables organizations to overcome obstacles at their source, so they do not become more significant problems upstream

Ultimately, building a problem-solving culture creates a competitive advantage that is difficult for competitors to match.  

Relevant Posts

Why the A3 Process Involves More than Filling in Boxes

Problem Solving

Why the A3 Process Involves More than Filling in Boxes

Article by Tracey Richardson

Big Problems? Start Small

Big Problems? Start Small

Article by Josh Howell

Article graphic image with repeating icons

What’s your problem

Article, Video by John Shook

Recent Posts

WLEI POdcast graphic with DHL logo

Revolutionizing Logistics: DHL eCommerce’s Journey Applying Lean Thinking to Automation  

Podcast by Matthew Savas

WLEI podcast with CEO of BEstBaths

Transforming Corporate Culture: Bestbath’s Approach to Scaling Problem-Solving Capability

WLEI Barton Malow Podcast

Building a Problem-Solving Culture: Insights from Barton Malow’s Lean University

Relevant Products

Four Types of Problems Book

Four Types of Problems

by Art Smalley

Managing to Learn: Using the A3 management process

Managing to Learn: Using the A3 management process

by John Shook

Getting Home

Getting Home

by Liz McCartney and Zack Rosenburg

Steady Work

Steady Work

by Karen Gaudet

Relevant Events

March 07, 2024 | (Seattle Area) Redmond, Washington

Building a Lean Operating and Management System 

March 19, 2024 | Optional Post-Summit Workshops March 21-22 Carlsbad, California

Lean Summit 2024

April 08, 2024 | Coach-Led Online Course

Managing to Learn

Be the first to learn of new learning opportunities and the latest practical, actionable information. subscribe to an lei newsletter., join us on social, privacy overview.

Not logged in

  • Create account

Rapid problem resolution diagnosis

Page actions.

  • View source

Rapid problem resolution diagnosis (or RPR diagnosis) is a method of problem diagnosis designed to determine the root cause of IT problems.

  • 3 Standards alignment
  • 4 Limitations and considerations
  • 6 Further reading

The method was originally developed by Advance7 in 1990 as Advanced Network Troubleshooting, with the first fully documented version produced in 1995. Early versions included problem management guidance but this was removed over time as the method became more closely aligned to ITIL, and the method name was changed to Rapid Problem Resolution (RPR). RPR is now focused on Problem Diagnosis based on Root Cause Identification. Due to the highly practical nature of the Supporting Techniques and the ever changing IT landscape, Advance7 continues to develop RPR to keep it relevant to current IT environments.

Until November 2007 Advance7 made the RPR material available to its employees only, although a limited number of other IT professionals had been trained in the use of the method. In late 2007 the company announced its intention to make RPR training and material more widely available.

In March 2009 the TSO added a significant amount of RPR information to the ITIL Best Practice Live website within the areas dealing with Problem Management.

In September 2011, Advance7 published RPR: A Problem Diagnosis Method for IT Professionals which fully describes version 2.03 of the method.

RPR deals with failures, incorrect output and performance issues, and its particular strengths are in the diagnosis of ongoing & recurring grey problems . The method comprises:

  • Core process
  • Supporting techniques

The core process defines a step-by-step approach to problem diagnosis and has three phases:

  • Gather and review existing information
  • Reach an agreed understanding
  • Create and execute a diagnostic data capture plan
  • Analyse the results and iterate if necessary
  • Identify root cause
  • Translate diagnostic data
  • Determine and implement fix
  • Confirm root cause addressed

The supporting techniques detail how the objectives of the core-process steps are achieved, and cite examples using tools and techniques that are available in every business.

Standards alignment

RPR has been fully aligned with ITIL v3 since RPR 2.01 was released in April 2008. RPR fits directly into the ITIL v3 problem management process as a sub-process. Some organisations handle ongoing recurring problems within incident management, and RPR also fits into the ITIL v3 incident management process as a sub-process.

COBIT also defines a problem management process (DS10) with key activity of Perform root cause analysis . RPR is a superset of this step in that it defines a process that covers all of the activities needed to perform Problem investigation & diagnosis, including Root Cause identification.

Limitations and considerations

RPR has some limitations and considerations, including:

  • RPR deals with a single symptom at a time
  • RPR identifies the technical root cause of a problem, it can't be used to identify the non-technical root cause with people, process, etc.
  • RPR is not a forensic technique and so historical data alone is rarely sufficient
  • The Investigate phase requires the user to experience the problem one more time
  • ITIL v3 problem management
  • ITIL v3 incident management
  • Grey problem

Further reading

  • Offord, Paul (2011). RPR: A Problem Diagnosis Method for IT Professionals . Advance Seven Limited. ISBN :978-1-4478-4443-3.
  • RPR presentation to the British Computer Society
  • Information technology management
  • Problem solving

rapid problem resolution technique

  • Add a new article
  • Search in all topics
  • Search in namespaces
  • Search in categories
  • Search using prefix
  • About HandWiki
  • How to edit
  • Citation manager
  • Formatting articles
  • List of categories
  • Recent pages
  • Recent changes
  • Random page
  • Support & Donate
  • Special pages
  • Cite this page

User page tools

  • What links here
  • Related changes
  • Printable version
  • Permanent link
  • Page information

Other projects

In other languages.

Powered by MediaWiki

  • This page was last edited on 6 February 2024, at 14:34.
  • Privacy policy
  • Disclaimers

Business Analysis Guidebook/Root Cause Analysis

  • 1 What it is/Why Important
  • 2 When is it Used
  • 3 Questions to Consider
  • 4 Sources of Problems
  • 5.1 Fishbone Diagram
  • 5.2 Ask Why 5 Times
  • 5.3 Check Sheets/Pareto Chart
  • 5.4 Interrelationship Diagram
  • 5.5 Rapid Problem Resolution (RPR)
  • 6 In Summary
  • 7 References

What it is/Why Important [ edit | edit source ]

Root cause analysis, simply put, is a careful examination of a particular situation to discern the underlying reasons for a specific problem or variance. The Business Analysis Body Of Knowledge (BABOK) defines this as a “ structured examination of the aspects of a situation to establish the root causes and resulting effects of the problem ”. Depending upon the rigorousness of the examination conducted, it is possible to identify several layers of symptoms before reaching the underlying cause or causes of a particular situation.

When is it Used [ edit | edit source ]

Root causes analysis is most commonly affiliated with Problem Solving , although it can also be applied to organizational analysis, variance analysis, process improvement and software bug fixing. Essentially, whenever an outcome is less than ideal, it is generally possible to find a causal relationship or two or more. Given that some of the tools to discern root cause analysis can be subjective, it can often a judgment call as to the underlying contributing factor causing the variance—especially when the system undergoing evaluation is complex.

Questions to Consider [ edit | edit source ]

By carefully seeking out the root cause to a particular problem, and then applying some mitigation to the root cause, problems generally go away. By merely treating the symptoms of the problem, the underlying problem is likely to manifest itself in a new way, but not go away. Take for instance (dream up a good example). Often problems may not be severe enough to apply rigorous evaluation. In deciding how deep or quick to dive for the root causes, here are some questions to consider:

  • What are the consequences of this issue/problem? Is it front-page headlines? Life-threatening or merely annoying?
  • Is this a single occurrence or has it happened before?
  • What is the probability of the situation occurring again?
  • Were there events leading up to the problem/issue that could have served as an early warning signal?
  • Was there a recent change prior to the occurrence which may have directly or indirectly facilitated its occurrence?
  • Is this a system wide type of issue or is it limited to a single office or department?
  • Are there controls in place to detect this type of issue/problem?

Sources of Problems [ edit | edit source ]

Root causes can be quite vast. Often it is a series of small problems and not just one single problem. The following list was adapted from Paul Wilson et al.’s book “Root Cause Analysis” published in 1993. Having a list of contributing factors can oftentimes help with identifying the actual root cause.

  • Training (formal and informal)
  • Management Methods (resource and schedule planning)
  • Change Management (Modifications to existing process)
  • Communication (effective or not)
  • External (factors outside of the control of the agency)
  • Design (equipment and systems that support the work)
  • Work Practices (methods used to achieve the task)
  • Work Organization (organizing performance and sequence of tasks)
  • Physical Conditions (factors impacting performance)
  • Procurement (getting necessary resources)
  • Documentation (instructions and procedures)
  • Maintenance/Testing (including preventative maintenance)
  • Man/Machine relationships (alarms and controls in place)

It is important to note that these potential root causes could be symptoms instead, and in some situations, it is possible to have multiple root causes.

Methods [ edit | edit source ]

There are a number of tools that can be used in determining the root cause. Each of these methodologies will be explained briefly, a sample chart provided to illustrate the concept, and tools for construction and interpretation will be provided. The tools profiled include:

  • Fishbone diagram
  • Ask why 5 times
  • Check Sheets/Pareto Chart
  • Interrelationship Diagram
  • RPR (Rapid Problem Resolution)

Fishbone Diagram [ edit | edit source ]

This tool is also referred to as the Ishikawa Diagram or the Cause and effect Diagram. It was named for Karou Ishikawa who pioneered TQM processes in the 1960s at the Kawasaki shipyards. It derives its common name from the shape of the diagram as evidenced in the Figure below:

rapid problem resolution technique

To construct a Fishbone Diagram, start with the problem you are addressing near the eye of the fish. From there, identify the primary causes of the problem. Typically, these are the 4 Ps or the 4 Ms, but can be what makes sense for the particular problem at hand. The 4 Ps are People, Procedure, Policy and Plant. The 4 Ms are Man, Machinery, Methods and Material. A sample chart showing an example of why a cup of coffee “could” be bad is as follows:

rapid problem resolution technique

These diagrams can easily be constructed with pen and paper, and also various charting tools such as Visio (See business processes/cause and effect diagram). To analyze the results, looks for common examples. Is something listed several times? In this instance, no training and poor quality inputs (e.g. bad sugar, dirty cups, etc.) appear to be very common themes to explore further. This is an excellent tool to use in a group setting.

Ask Why 5 Times [ edit | edit source ]

While it is easy to jump to a solution, it is often more difficult to pinpoint why something occurred. One of the most commonly used root cause analysis tools is referred to as the “5 Whys”. This is based on the premise of continually asking why. Using the dirty coffee in the previous illustration, you could start with the apparent problem that the coffee is bad. By asking “why is the coffee bad”, one of the first responses could be its weak. The next why would be, “Why is the Coffee weak”, and the reply could be not enough coffee. In asking “why not enough coffee used”, the reply could be we ran out. The asking of “why” continues until you get to possible root causes. To illustrate this concept, see the figure below:

rapid problem resolution technique

A real life example on using this tool can be found in Washington DC at the Jefferson Memorial. The National Park Service noted that this monument was deteriorating at a faster rate than other DC monuments. By asking Why 5 times, they were able to get at the root of the problem as follows:

  • Why is the memorial deteriorating faster? Because it was being washed more frequently.
  • Why was the monument being washed more frequently? Because there were a lot of bird droppings.
  • Why were there more bird droppings on the monument? Because birds were very attracted to the monument.
  • Why were birds more attracted to the Jefferson memorial? Because of the number of fat spiders in and around the monument.
  • Why are there a lot of spiders? Because of the number of insects that fly around the monument during evening hours.
  • Why more insects? Because the monument's illumination attracted more insects.

In evaluating various solutions to this problem (e.g. pesticides, special coatings, different light, etc.), groups will identify different areas to focus on. In this particular case study, the Park Service chose to turn on the lights an hour later every evening. This one change reduced the bird dropping problem by 90%.

When using this technique, it is possible to follow different paths and derive different solutions. Should this occur, several factors can be considered when identifying the appropriate solution, such as what is within the group's ability to control. In the case of the Jefferson Memorial, they had the ability to control lighting and selected a no cost option that addressed the problem.

This technique is also used for requirements elicitation, particularly when interviewing subject matter experts. See the section Documenting and Managing Requirements.

Check Sheets/Pareto Chart [ edit | edit source ]

There is an old saying: “what gets measured, gets done.” In the case of root cause analysis, the combination of creating a simple checksheet to collect data from observations or occurrences and charting onto a Pareto Chart can help pinpoint problem areas. In the absence of data, often perceived or apparent problems can lead you down the wrong path. By observing and recording the frequency of an occurrence for a specific period of time, it is possible to determine relative severity. See figure below for an example of a checksheet.

In constructing a check sheet, it's as simple as identifying the things you want to count and then counting as they occur. After a reasonable period of time, just count up the occurrences. In this example, the errors identified point to a paper jam (problem with paper and equipment) and incorrect information entered by the operator. For the paper jam—it could be the printer or it could be the material you are trying to print (weight, material, coating, etc.). To address this problem—it will be necessary to do several trial tests to help discern what the true root cause is. For the “incorrect info entered” it may be as simple as retraining cashier B or adding some behind the scenes edit checks to look for common errors. In all instances—it is best to focus on items within your immediate control and environment first, before trying to throw technology at the problem. Once the data has been collected, one powerful tool you can use to document the results is called a Pareto Diagram. The Pareto Chart displays the relative importance of problems or occurrences and is based on the principle that 80% of the problems result from 20% of the causes. The basis for the 80-20 rule was an Italian economist, Vilfredo Pareto, who noted that 80% of the land was owned by 20% of the people. By applying the results from the check sheet above, a sample diagram is below:

rapid problem resolution technique

Note that the figure has two vertical axes. The one on the left provides a relative count of the number of occurrences, where the one on the right focuses on cumulative % of total occurrences. By focusing problem solving efforts on the largest volume, the total errors will be reduced significantly.

Interrelationship Diagram [ edit | edit source ]

An interrelationship diagram is another valuable tool that helps to compare related issues in order to determine which ones are driving forces (root causes) and which ones are being influenced by others (symptoms). This exercise is best done in a group setting where you have a variety of perspectives. The matrices can take some time to get through, but typically provide valuable insights once completed. Using a list of symptoms/root causes, create a matrix (we are using a 5x5 example here), and then add 3 additional summary columns to the right.

For this example, we will look at causes of ineffective meetings and the 5 potential symptoms or root causes are: lack of an agenda, lack of facilitation, wrong people at the meeting, airtime dominated by a few and rehashing same stuff. For this example, the symptoms will vary by group and organization and not doubt with group input, it is possible to come up with more items. The small number is more to demonstrate how to construct, facilitate and evaluate the results. A completed matrix is below:

EDIT NOTE: Insert table representing interrelationship diagram for poor meetings

For each issue identified—ask the group the impact of each item against another. Starting with A. Lack of Agenda against B. Lack of Facilitation, ask the group, does A drive or influence B or does B influence A? Typically, if you have a facilitator, you often have an agenda so in this instance, an “up” arrow is placed on row A/column B to show impact of A on B and on row B column A. you will put an “in” arrow to show the influence of A onto B. Next you will look at Lack of an Agenda and Wrong people at the meeting. While you “could “ make a weak case that if you had an agenda, it could be obvious that you have the wrong people at the meeting—there are other drivers for this—so in this case—we will put in a “-“ dash signifying no relationship. For each pair—the matrix will receive a relationship mark. Once completed—it is time to add things up. All arrows pointing inwards (items being influenced) get added for each row and the sum is reported in the “In” column. All arrows pointing upwards (items influencing) get added for each row and the sum reported in the “Out” column and then both in and out are added together. In evaluating the results, look for the largest number of “out” as your root cause. In this example, the lack of a facilitator leads to rehashing the same stuff (meeting after meeting). This tool is also very good for determining critical processes, as well as root causes. Instead of listing problems or issues, record all of your processes with letters and evaluate which processes influence or directly impact other processes.

Rapid Problem Resolution (RPR) [ edit | edit source ]

This technique was designed specifically to identify the root cause of IT problems. While it is aligned with ITIL Problem Management Process, it requires that the problem be replicated and the method is designed to focus on a single symptom at a time until a root cause is identified. The method is comprised of three steps: 1) Discover 2) Investigate and 3) Fix. During the discovery phase, it is important to obtain as much information about the problem as possible (what is the problem, when does it occur, in what environment, frequency, etc.) and settle on what is the problem we are trying to solve. The investigate phase focuses on being able to replicate the problem so that it is possible to discern what is causing it. In this instance, it is necessary to develop and execute a diagnostic data capture tool so that results can be obtained to identify what is causing the problem. Once the root cause has been determined, then it is possible to trace where it occurs through reviewing diagnostic data. Once the problem is found, then a fix needs to be developed and implemented, and the solution verified.

In Summary [ edit | edit source ]

Root cause analysis is a critical component to problem solving. If you do not treat the root cause(s) of a problem, it is likely that the problem will not go away. By treating symptoms, the problem often manifests itself differently, offering a new set of symptoms. Since time and resources available to solve problems vary, it is good to have several tools available for seeking out root causes.

References [ edit | edit source ]

EDIT NOTE: Compile and add list following formatting rules

rapid problem resolution technique

  • Book:Business Analysis Guidebook

Navigation menu

  • 01325 731 050
  • Baltic Careers
  • Blogs & Resources
  • Customer Service

Home / Approaches to Problem Solving

Approaches to Problem Solving

  • How can we help you? * I'm looking to recruit a new apprentice I'm looking to upskill an existing staff member I'm looking to upskill multiple existing staff members
  • Full Name *
  • Job Title *
  • Work Email *
  • Mobile/Telephone *
  • Company Name *
  • What is the size of your company? * 1 - 10 Employees 11 - 50 Employees 51 - 150 Employees 151 - 499 Employees 500+ Employees
  • Do you pay into the Apprenticeship Levy? * Yes No Not sure
  • Your company’s postcode *
  • How did you find us? * Google Social Media National Apprenticeship Service TotalJobs You have worked with us previously You have been contacted by us You have been referred by someone Other

By downloading this resource, you are consenting to opt-in to receive marketing communications from us. You may unsubscribe from our communications at any time. For more information on how we store your data, view our Privacy Policy.

Problem solving is a great transferable skill that you’ll develop throughout your career. As an apprentice, you’ll apply problem solving methods to your everyday work on a regular basis – but you might not always realise it!

For example, an IT apprentice often troubleshoots connectivity issues, whereas a Digital Marketer will apply problem solving approaches to optimise campaigns. Software apprentices problem solving to debug their code, while Data apprentices often investigate unexpected results to uncover errors in their dataset.

In this blog, we’ll take you through some common frameworks for problem solving, so that you can systematically tackle any problems you might come across in the workplace.

How To Solve a Problem at Work

When trying to solve a problem at work, there are several different techniques you can use, from a Root Cause Analysis to The GROW Model or Rapid Problem Resolution. We’ll cover these specific approaches later in this blog, but what they each have in common are four key steps:

  • Step 1: Define the problem
  • Step 2: Generate solution ideas
  • Step 3: Choose an appropriate solution
  • Step 4: Implement and evaluate the solution

Problem Solving Technique: Root Cause Analysis

Root Cause Analysis is a problem-solving technique that aims to address the underlying causes of a problem, rather than produce surface-level solutions that will only treat the symptoms.

As part of a Root Cause Analysis, you’ll take a deep dive into the different variables that contribute to a problem and try to come up with a solution that will prevent the problem happening again in the future.

How to Do a Root Cause Analysis

A simple approach to conducting a Root Cause Analysis is known as The 5 Whys. You take the problem at hand, and ask yourself but why did this happen? Then, you take the answer and ask but why again working backwards until you arrive at the root cause.

Usually, within 5 but why you’ll have an underlying cause to troubleshoot and fix.

If you’re a more visual thinker, the Fishbone Diagram is a great alternative to the The 5 Whys for conducting a Root Cause Analysis.

With a Fish Bone Diagram, you’ll start with the problem in the middle, kind of like the backbone of a fish. Next, you aim to create the ribs of your fish with different categories to brainstorm potential causes.

Each fish bone category can be quite wide-ranging, such as suppliers, systems, surroundings, or skills. You then go through each category systematically and add or eliminate potential causes of the problem at hand.

With this approach, you’ll get a deep understanding of all the underlying causes and factors that contributed to your problem, allowing you and your team to tackle these and make real and lasting improvements.

Problem Solving Technique: the GROW Model

The GROW Model is a really simple framework that can be used for both problem solving and setting goals. It works by inviting you (or your team) to think through an issue logically, identifying what you want to achieve and make a plan for getting there.

How to Use the GROW Model for Problem Solving

GROW is an acronym. Each letter stands for a particular stage in the process, and a key question you should ask:

  • Goal: What do you want to achieve?
  • Reality: Where are you now?
  • Opportunity: What could you do?
  • Way Forward: What will you do?

Once you’ve worked through all four questions, you should have arrived at a solution.

Problem Solving Technique: Rapid Problem Resolution

Rapid Problem Resolution is also known as RPR Problem Diagnosis. It is a problem solving method that was developed for resolving IT issues, so is a great one for IT Support or Networking apprentices to learn. The general principles can also be applied to other sectors.

How to Implement Rapid Problem Resolution

There are three key stages for conducting RPR Problem Diagnosis:

  • Step 1: Discovery. During this stage you should gather and review existing information, and reach an understanding of what the problem involves.
  • Step 2: Investigate. Create a diagnostic data capture plan, analyse the results and identify the root cause.
  • Step 3: Fix. Take your diagnostic data, implement the solution, and check whether the root cause has been addressed.

Choosing a Problem Solving Approach

There are no right or wrong ways to tackle a problem. These frameworks included above offer a range of popular techniques that you can adapt to your job role and the task at hand. Whichever one you choose, we hope you will find a useful tool to help you finally say problem solved!

Read More: How Can Apprentices Develop Leadership Skills?

  • Project management |

What is RAPID decision-making?

Alicia Raeburn contributor headshot

RAPID is an acronym used for assigning roles on your team when you’re faced with a larger decision. The acronym stands for: Recommend, Agree, Perform, Input, and Decide. RAPID helps you make better decisions by clarifying the different types of feedback you need from each stakeholder—so you can get the full benefit of their expertise.

Enter RAPID decision-making, a framework that helps you assign team members to specific roles. RAPID is particularly helpful for making larger decisions with a lot of stakeholders, because each stakeholder knows what type of feedback they’re expected to provide. RAPID is an acronym for five roles, each of which are responsible for different aspects of the decision-making process.

What is the rapid decision-making model?

Developed by Bain & Company , the RAPID decision-making model is used to assign key roles to different people during the decision-making process. RAPID is an acronym for the different roles each person can hold in the decision-making process. It stands for:

Keep in mind, the order of the acronym doesn’t usually match up with the order for your decision-making process. For example, you’ll want to gather input (I) first for most decisions, even though it’s fourth on the list. The number of people involved in your RAPID will vary as well. On smaller teams, the same person might hold more than one role. In larger organizations, there might be a full tiger team for one role. 

No more silos: Optimizing your organizational structure for stronger cross-team collaboration

In this ebook, learn how to structure your organization to prevent silos, move faster, and stay aligned in the face of change.

Optimizing your organizational structure for stronger cross-team collaboration ebook banner image

When to use RAPID

Ironically, the RAPID framework isn’t meant to be a rapid process. Instead, the focus of RAPID is to help you make key decisions thoughtfully and accurately—even if that takes a little longer. That being said, RAPID decisions tend to take less time than a disorganized decision-making process. By clearly assigning roles and responsibilities for each stakeholder, you're communicating exactly what type of feedback stakeholders can (and can't) give. 

RAPID is a thoughtful and constructive process, but it’s not meant for every problem. The process naturally lends itself to more complex issues that require a lot of stakeholder input.

In general, you won’t need RAPID for:

Simple problems.

Time-sensitive decisions.

Decisions that can be made by one person.

RAPID decision-making vs. RACI charts

Both RAPID and RACI are frameworks to help you determine roles, but they're roles for different scenarios. RACI charts help you determine roles for projects while RAPID roles are typically assigned for important decisions.

RACI charts : Used to define project roles in order to clarify decision-making responsibilities within a specific project. They’re a way to generally identify your project team’s roles and responsibilities for any task, milestone , or project deliverable . 

RAPID: Used to define roles for individuals or groups in order to make decisions about complex issues. Often, there are many stakeholders involved and lots of input is needed when you’re using RAPID.

For example, a RACI chart might determine that an engineer is responsible for product development during their day-to-day work lives. Then a RAPID framework can temporarily assign the same engineer to a hiring committee. 

The 5 roles in RAPID decision-making

RAPID roles are assigned to a single person or group of people that handle an organization’s decision-making. One person can have multiple roles, or there might be multiple people in one role. RAPID is meant to be flexible while also providing a structure that prioritizes good decision-making.

This structure is built around the five roles of RAPID:

1. Recommend (R)

The recommender is similar to a team lead because they have a lot of influence over how the process takes place. The recommender role is responsible for the proposal and a lot of the actual work that goes into decision-making. Because of their influence, the recommend role can be filled by an individual or a task force. 

For example, let’s say you’re trying to decide whether or not to update your software. The recommender is responsible for creating a proposal for the new software and coordinating between the other roles to gather relevant information. 

2. Agree (A)

Whoever lands in the agree role has quite a bit of authority. Their job is to help the recommender come to the best possible decision. While all stakeholder’s opinions might be considered during the RAPID decision process, you must consider the agreer’s input in the final decision. You don’t need to assign an agree role for every decision, just the more specialized ones. 

Using the above example, the agreer might be the software developer who shows you the exact code to use for an error-free feature. It’s non-negotiable—if you don’t want bugs in the software, you have to consider the input from your developer.

3. Perform (P)

The perform role is responsible for implementing whatever decision is made. This is the last step of the decision-making process, but you should still assign it in advance. This way the performer is looped in on all the details, which is important with complex processes. By getting the performer lined up before they’re needed, you can move more quickly from ideation to implementation.

Continuing with the example, the performer would likely be the software developer who actually creates your new software. Or it might be the project manager responsible for a development team, who in turn designs the software.

4. Input (I)

While it’s further down in the acronym, the input role is normally the first RAPID role you assign. There are usually multiple people responsible for input, including skilled experts, stakeholders, and those who will be impacted by the decision. The input role’s responsibility is to provide all information and advice to consider throughout the decision-making process. While similar to the agreer, the input role does not have the final say. Instead, they’re merely presenting information.

For example, a project manager might be on the input team and perform different analyses, such as a cost benefit analysis , to help the decider determine if this is a viable project. In this case, a software developer might also be on the input team in order to provide relevant technical information about what would go into creating new software.

5. Decide (D)

The decide role is the person who makes the final decision. In order to make a high-quality decision, they should understand all sides of the story, any trade-offs, and know the impacts that the decision will have on everyone involved. The decider must consider the information and opinions of the agreer, though they don’t necessarily need to share their opinion. 

Closing out our example, the decision maker would likely be from a different team (not software) so they could review all relevant data objectively before deciding whether to create the new software. Note that the decider does not need to be in leadership. In fact, it’s helpful to assign  someone who’s not a team lead or company executive to the decide role to reduce bias in your decision-making.

Example of RAPID in action

Let’s look at how you might use RAPID in your day-to-day work. For example, let’s say you’re on the team responsible for product pricing. Pricing is a huge decision that impacts revenue, growth, and the inevitable success of your business model. Price products too high, and you can lose customers. But if they’re too low, you’re leaving money on the table.

To find that sweet spot, you can use RAPID to build out a group of people who will use data and alternate perspectives to help you decide how to price your product. Using RAPID in this scenario ensures that different teams, experts, and stakeholders are all part of the decision. On the flip side, if you tried to decide how to price your product without using RAPID, you might end up with an arbitrary number that doesn't maximize profits or, even worse, scares away potential customers.

Benefits of using RAPID

The beauty of using RAPID for decision making is that it involves a variety of stakeholders in critical decisions. Instead of relying solely on the board of directors or your CEO to determine the next course of action, anyone at any level can have a say. 

On top of this, the RAPID framework helps you:

Involve more people in decisions that directly impact them. This is a more empowering way to lead than making decisions without your team’s input. 

Increase transparency in the decision-making process. If you disagree, you know who to talk to and how to go about making changes.

Distribute power in an organization, so it’s not always those at the top who make decisions.

Include different perspectives to spot different opportunities or challenges. The more inclusive your RAPID is, the more perspectives (and ultimately, solutions) you’re exposed to.

Empower everyone in the organization to make decisions, which can help them feel more ownership over their work, roles, and the entire organization. 

Create decision accountability to the accountability across teams and individuals, so everyone feels how they impact company choices.

What to watch out for

RAPID decision making is a useful, powerful tool, but it can be challenging to apply. Like any large-scale change, when you first use RAPID, you might get some pushback. Knowing and planning for these potential challenges in advance can help make the transition easier.

Here’s what to watch out for:

Power dynamics. RAPID highlights that certain people might have more power than others, which can cause conflicts. This isn’t necessarily a bad thing—sometimes power needs to be redistributed. But it can be uncomfortable. If conflicts arise when you’re implementing RAPID, try practicing conflict resolution strategies that get to the root of the issues and (hopefully) make the team stronger in the end. 

Comfortable control. The decider role can be a fun one to hold. Sometimes, people are reluctant to give up that control and hand off decision-making to someone else. Maybe they’re worried that they’re the only ones who can make the right decisions, or maybe they’re just used to holding that position. But in RAPID, it makes more sense to hand decision-making off to those might not normally have it to get less biased results.

Too much reliance on leadership. It’s easy to fall back on leaders to make decisions. RAPID encourages you to vary the person who’s in the decide role so it’s not always a C-suite executive or board of directors. But first, you need to break the habit of assuming that leaders are the only ones who can make decisions.

RAPID decisions over rapid results

When you want to decide which shirt to wear, you’re better off closing your eyes and pointing. But when you’re deciding those big-picture questions that will have a long-lasting impact on your business, team, or work, RAPID can help you make a better, higher-quality decision than you might on your own. 

Complex decision making relies on complex thinking. But organizing those thoughts, data, and inputs should be simple. With Asana, you can collaborate on every high-impact decision, assign RAPID roles, and track the progress as your decisions move through the process—all in one central space.

Related resources

rapid problem resolution technique

7 causes of content calendar chaos—and how to solve them

rapid problem resolution technique

What is resource management? A guide to getting started

rapid problem resolution technique

What is a product launch? A guide from planning to execution

rapid problem resolution technique

Project portfolio management 101

Psynso

RPR Problem Diagnosis

RPR is a problem diagnosis method specifically designed to determine the root cause of IT problems.

RPR (Rapid Problem Resolution) deals with failures, incorrect output and performance issues, and its particular strengths are in the diagnosis of ongoing & recurring grey problems. The method comprises:

  • Core Process
  • Supporting Techniques

The Core Process defines a step-by-step approach to problem diagnosis and has three phases:

  • Gather & review existing information
  • Reach an agreed understanding

Investigate

  • Create & execute a diagnostic data capture plan
  • Analyse the results & iterate if necessary
  • Identify Root Cause
  • Translate diagnostic data
  • Determine & implement fix
  • Confirm Root Cause addressed

The Supporting Techniques detail how the objectives of the Core Process steps are achieved, and cite examples using tools and techniques that are available in every business.

Standards alignment

RPR has been fully aligned with ITIL v3 since RPR 2.01 was released in April 2008. RPR fits directly into the ITIL v3 Problem Management Process as a sub-process. Some organisations handle ongoing recurring problems within Incident Management, and RPR also fits into the ITIL v3 Incident Management Process as a sub-process.

COBIT also defines a Problem Management Process (DS10) with key activity of Perform root cause analysis. RPR is a superset of this step in that it defines a process that covers all of the activities needed to perform Problem investigation & diagnosis, including Root Cause identification.

Limitations

RPR has some limitations and considerations, including:

  • RPR deals with a single symptom at a time
  • RPR is not a forensic technique and so historical data alone is rarely sufficient
  • The Investigate phase requires the user to experience the problem one more time

The method was originally developed by Advance7 in 1990 as the Rapid Problem Resolution Method, with the first fully documented version produced in 1995. Early versions included problem management guidance but this was removed over time as the method became more closely aligned to ITIL. RPR is now focused on Problem Diagnosis based on Root Cause Identification. Due to the highly practical nature of the Supporting Techniques and the ever changing IT landscape, Advance7 continues to develop RPR to keep it relevant to current IT environments.

Until November 2007 Advance7 made the RPR material available to its employees only, although a limited number of other IT professionals had been trained in the use of the method. In late 2007 the company announced its intention to make RPR training and material more widely available.

In March 2009 the TSO added a significant amount of RPR information to the ITIL Best Practice Live website within the areas dealing with Problem Management.

Trauma From Dating Someone With BPD

Fawn trauma response, women’s trauma treatment centers, ptsd and narcissism, ptsd and dissociation, hypersexuality and trauma, acute stress disorder vs. ptsd, abandonment trauma, trauma counseling center of los angeles, ptsd treatment nyc, ptsd treatment centers in florida, ptsd treatment centers california, residential trauma treatment programs, trauma therapy philadelphia, residential trauma treatment program, ptsd treatment danbury, cbt for trauma, rapid resolution therapy.

  • IFS Therapy
  • Trauma Focused CBT

spot_img

Estimated reading time: 26 minute(s)

Rapid Resolution Therapy (RRT) stands as a transformative therapeutic approach designed to alleviate emotional distress and trauma swiftly. Developed by Dr. Jon Connelly, RRT integrates various psychotherapeutic techniques and principles from neurology, hypnosis, and cognitive-behavioral therapy into a streamlined method. The innovative modality aims to bring about profound and lasting changes in individuals’ lives, often in a shorter duration compared to traditional therapy.

At its core, RRT focuses on accessing and reprogramming the subconscious mind, where unresolved traumatic experiences often reside. By utilizing gentle techniques, RRT therapy facilitates the resolution of emotional pain, traumatic memories, and limiting beliefs.

Understanding Rapid Resolution Therapy involves recognizing its potency in swiftly and effectively addressing deep-seated emotional wounds, offering individuals a path toward profound healing and emotional freedom.

What Is Rapid Resolution Therapy And How Does It Work?

Rapid Resolution Therapy operates on the principle that traumatic experiences and emotional distress are stored in the subconscious mind, shaping beliefs and behaviors. By accessing this subconscious realm, RRT aims to reframe perceptions, resolve trauma, and alleviate emotional suffering. The following are the mechanisms and techniques that make RRT work:

Subconscious Reprogramming

RRT delves into the subconscious, where traumatic memories and unresolved emotions reside. Through a blend of techniques, including guided imagery, metaphor, and hypnotic language, the therapist helps individuals reframe these experiences. By altering the way the mind perceives and stores traumatic memories, RRT facilitates resolution without individuals having to relive the trauma extensively.

Rapid Processing of Trauma

Unlike traditional therapies that might require prolonged discussions about traumatic events, RRT often expedites the resolution process. It swiftly guides individuals through their traumatic experiences, allowing them to process and reframe these events in a condensed timeframe.

Neutralization of Emotional Triggers

RRT focuses on identifying and neutralizing emotional triggers associated with past trauma. By altering the emotional charge connected to these triggers, individuals can respond to them more balanced and less distressing.

Language Patterns and Suggestions

The therapist utilizes specific language patterns to communicate with the subconscious mind effectively. These patterns help in dislodging entrenched beliefs or emotional responses linked to traumatic experiences. Suggestion is vital in rewiring neural pathways promoting healthier reactions to past events.

Integration of Neurobiological Principles

RRT incorporates principles from neuroscience and neuroplasticity. By leveraging the brain’s ability to reorganize itself and form new neural connections, the therapy aids in rewiring thought patterns associated with trauma, enabling individuals to adopt healthier coping mechanisms.

Empowerment and Resilience

Through resolving trauma, RRT fosters a sense of empowerment and resilience. Individuals often experience a shift in perspective, feeling more in control of their emotions and responses to triggering situations.

Brief and Focused Approach

RRT typically offers a more condensed therapeutic process compared to traditional therapies. Its efficiency in addressing deep-seated issues appeals to individuals seeking rapid and effective relief from emotional distress.

Client-Centered Process

The therapy is tailored to each individual’s needs and pace. Therapists prioritize creating a safe and supportive environment, ensuring clients feel comfortable.

By amalgamating various therapeutic techniques and harnessing the brain’s innate capacity for change, RRT stands as a powerful tool in resolving trauma and emotional distress, offering individuals a pathway toward healing and emotional freedom.

What Happens During Rapid Resolution Therapy – Stages Of RRT Therapy

During an RRT session, the therapist employs a structured yet flexible approach to guide individuals through the process of resolving trauma and emotional distress. Usually, the process involves multiple stages, such as:

Assessment and Establishing Rapport

The session begins with the therapist conducting an initial assessment, gathering information about the individual’s concerns, history, and goals for therapy. Establishing rapport and building a trusting relationship is necessary in creating a safe space for the client.

Identifying Targets

The therapist collaborates with the individual to identify specific targets or issues they want to address during the session. These could range from traumatic memories to emotional triggers or negative beliefs that are causing distress.

Accessing the Subconscious

RRT involves accessing the subconscious mind, where unresolved trauma and emotional experiences are stored. Through various techniques, such as guided imagery, metaphorical language, and hypnotic elements, the therapist helps the individual access this subconscious realm.

Reframing and Resolution

Once the subconscious is accessed, the therapist guides the individual through a process of reframing perceptions and responses to traumatic experiences. It could involve altering how the mind perceives the memory, neutralizing associated emotions, or restructuring limiting beliefs.

Language and Suggestion

The therapist uses specific language patterns and suggestions to communicate directly with the subconscious mind. These linguistic techniques aid in dislodging entrenched beliefs or emotional responses linked to traumatic experiences.

Eliciting and Processing Emotions

Emotions tied to the targeted issues may arise during the session. The therapist assists the individual in processing these emotions in a safe and controlled manner, allowing for their resolution.

Integration

As the session progresses, individuals often experience a shift in perspective and a sense of empowerment. They gain insights, feel more in control of their emotions, and develop a greater sense of resilience.

Closure and Follow-Up

Towards the end of the session, the therapist ensures closure by discussing the progress made and reinforcing positive changes. They may guide aftercare strategies and offer support or resources for continued progress.

Customized Approach

Each RRT session is customized to suit the individual’s needs and pace. The therapist adapts techniques and interventions based on the client’s responses and progress during the session.

Non-Invasive and Gentle Process

RRT typically does not require individuals to extensively discuss or relive traumatic events, making it a gentle and non-invasive process compared to some traditional therapies.

Rapid Trauma Resolution Therapy – Who Should Get It?

RRT is suitable for individuals of various ages, backgrounds, and experiences who seek to address emotional distress or trauma. While it can benefit many people, several specific groups often find RRT particularly helpful:

  • Individuals with Trauma: RRT is effective for those dealing with trauma, whether from childhood experiences, accidents, combat, abuse, or any other source. It is especially beneficial for those who might feel overwhelmed or hesitant to engage in traditional talk therapies.
  • People with Phobias or Anxiety Disorders: Those struggling with phobias, anxiety disorders, or panic attacks can find relief through RRT. The therapy helps neutralize triggers and alleviate the emotional responses associated with these conditions.
  • Individuals with PTSD: Post-Traumatic Stress Disorder (PTSD) often stems from unresolved traumatic events. RRT’s ability to swiftly address trauma without re-traumatization makes it appealing for individuals dealing with PTSD symptoms.
  • Children and Adolescents: RRT can be adapted for younger age groups, offering an effective means of addressing trauma, anxiety, behavioral issues, or phobias in children and adolescents.
  • Those Seeking Efficient Therapy: Individuals looking for a more expedited approach to therapy, avoiding prolonged discussions about traumatic experiences, often find RRT appealing due to its rapid resolution focus.
  • Anyone Open to Alternative Therapeutic Approaches: RRT can be suitable for individuals open to alternative or complementary therapies, particularly those who have not succeeded with conventional methods or prefer a different therapeutic approach.
  • People with Emotional Blocks or Limiting Beliefs: Those facing emotional blocks, self-limiting beliefs, or struggling with unresolved emotions from the past can benefit from RRT’s ability to reframe perceptions and promote emotional healing.

How long does an RRT session last?

RRT sessions typically last between 60 to 90 minutes. The duration can vary based on individual needs, the complexity of the issues being addressed, and the pace at which the client progresses through the therapeutic process.

Is Rapid Resolution Therapy more effective than traditional therapies?

RRT has shown promising results in providing rapid relief from emotional distress and trauma. While its efficiency in achieving profound changes in shorter durations is a notable advantage, the effectiveness can vary for each individual. Some might find RRT more impactful due to its focused and non-invasive approach. In contrast, others might prefer or benefit more from traditional therapies based on their personal preferences and therapeutic needs.

Does insurance cover Rapid Resolution Therapy?

RRT insurance coverage can vary based on the insurance provider and the specific policy. While some insurance plans might cover RRT sessions, it is better to check with the insurance company to determine coverage eligibility directly. Some providers might classify RRT as an alternative or complementary therapy, affecting coverage terms. Clients can also inquire with their therapists about payment options or potential reimbursement procedures if insurance coverage is unavailable.

Get in Touch for Help

spot_img

Book cover

Encyclopedia of Couple and Family Therapy pp 1948–1952 Cite as

MRI Brief Family Therapy

  • Michael J. Rohrbaugh 4  
  • Reference work entry
  • First Online: 10 October 2019

299 Accesses

1 Citations

Name of Model

Brief problem-focused therapy; Brief strategic therapy; Brief Therapy Center; Mental Research Institute; MRI group; Palo Alto group; Palo Alto model

Introduction

In 1966, Richard Fisch, John Weakland, and Paul Watzlawick formed the Brief Therapy Center *(BTC) at Palo Alto’s Mental Research Institute* (MRI) to investigate therapeutic approaches to rapid problem resolution. A major influence on their work was the “interactional” or “systemic” view of human problems that grew from Gregory Bateson’s (1952–62) research project, in which Weakland, Jay Haley, and MRI founder Don Jackson were coinvestigators. Through applying ideas from cybernetics and systems theory to human communication, the Bateson group provided what many regard as the intellectual foundation of the family therapy movement (Watzlawick et al. 1967 ). Another influence on the MRI group* was the uncommon therapy of Arizona psychiatrist Milton Erickson, whom Weakland and Haley...

This is a preview of subscription content, log in via an institution .

Buying options

  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
  • Available as EPUB and PDF
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Fisch, R., & Schlanger, K. (1999). Brief therapy with intimidating cases: Changing the unchangeable . San Francisco: Jossey-Bass.

Google Scholar  

Fisch, R., Weakland, J. H., & Segal, L. (1982). The tactics of change: Doing therapy briefly . San Francisco: Jossey-Bass.

O’Hanlon, W., & Weiner-Davis, M. (1989). In search of solutions: A new direction in psychotherapy . New York: Norton.

Rohrbaugh, M. J., & Shoham, V. (2001). Brief therapy based on interrupting ironic processes: The Palo Alto model. Clinical Psychology: Science and Practice, 8 , 66–81.

Rohrbaugh, M. J., & Shoham, V. (2011). Family consultation for couples coping with health problems: A social-cybernetic approach. In H. S. Friedman (Ed.), Oxford handbook of health psychology (pp. 480–501). New York: Oxford University Press.

Rohrbaugh, M. J., & Shoham, V. (2015). Brief strategic couple therapy: Toward a family consultation approach. In A. S. Gurman, D. K. Snyder, & J. Lebow (Eds.), Clinical handbook of couple therapy (5th ed., pp. 335–357). New York: Guilford Publications.

Rohrbaugh, M. J., Shoham, V., & Schlanger, K. (1992). In the brief therapy archives: A report on the D. D. Jackson Memorial Award . Palo Alto: Mental Research Institute.

Rohrbaugh, M. J., & Shoham, V. (2017). Family consultation for change resistant health and behaviour problems: A systemic – strategic approach. In A. J. Consoli, L. E. Beutter, & B. Bongar (Eds.), Comprehensive textbook of psychotherapy (2nd ed., pp. 170–187). New York: Oxford University Press.

Shoham, V., Rohrbaugh, M. J., & Patterson, J. (1995). Brief-strategic and solution-focused couples therapy: The MRI and Milwaukee models. In N. S. Jacobson & A. S. Gurman (Eds.), Clinical handbook of couple therapy (pp. 142–163). New York: Guilford Press.

Watzlawick, P., Beavin, J., & Jackson, D. D. (1967). Pragmatics of human communication . New York: Norton.

Watzlawick, P., Weakland, J. H., & Fisch, R. (1974). Change: Principles of problem formation and problem resolution . New York: Norton.

Weakland, J. H., Fisch, R., Watzlawick, P., & Bodin, A. (1974). Brief therapy: Focused problem resolution. Family Process, 13 , 141–168.

Article   Google Scholar  

Download references

Author information

Authors and affiliations.

George Washington University, Washington, DC, USA

Michael J. Rohrbaugh

You can also search for this author in PubMed   Google Scholar

Corresponding author

Correspondence to Michael J. Rohrbaugh .

Editor information

Editors and affiliations.

The Family Institute at Northwestern University, Center for Applied Psychological and Family Studies, Northwestern University, Evanston, IL, USA

Jay L. Lebow

Anthony L. Chambers

Douglas C. Breunlin

Section Editor information

Seton Hall University, South Orange, NJ, USA

Corinne Datchi

The Family Institute at Northwestern University, Evanston, IL, USA

Ryan M. Earl

Rights and permissions

Reprints and permissions

Copyright information

© 2019 Springer Nature Switzerland AG

About this entry

Cite this entry.

Rohrbaugh, M.J. (2019). MRI Brief Family Therapy. In: Lebow, J.L., Chambers, A.L., Breunlin, D.C. (eds) Encyclopedia of Couple and Family Therapy. Springer, Cham. https://doi.org/10.1007/978-3-319-49425-8_163

Download citation

DOI : https://doi.org/10.1007/978-3-319-49425-8_163

Published : 10 October 2019

Publisher Name : Springer, Cham

Print ISBN : 978-3-319-49423-4

Online ISBN : 978-3-319-49425-8

eBook Packages : Behavioral Science and Psychology Reference Module Humanities and Social Sciences Reference Module Business, Economics and Social Sciences

Share this entry

Anyone you share the following link with will be able to read this content:

Sorry, a shareable link is not currently available for this article.

Provided by the Springer Nature SharedIt content-sharing initiative

  • Publish with us

Policies and ethics

  • Find a journal
  • Track your research

cropped psychological scales high resolution logo transparent 1.png

RPR Problem Diagnosis

RPR is a problem diagnosis method specifically designed to determine the root cause of IT problems.

RPR (Rapid Problem Resolution) deals with failures, incorrect output and performance issues, and its particular strengths are in the diagnosis of ongoing & recurring grey problems. The method comprises:

  • Core Process
  • Supporting Techniques

The Core Process defines a step-by-step approach to problem diagnosis and has three phases:

  • Gather & review existing information
  • Reach an agreed understanding

Investigate

  • Create & execute a diagnostic data capture plan
  • Analyse the results & iterate if necessary
  • Identify Root Cause
  • Translate diagnostic data
  • Determine & implement fix
  • Confirm Root Cause addressed

The Supporting Techniques detail how the objectives of the Core Process steps are achieved, and cite examples using tools and techniques that are available in every business.

Standards alignment

RPR has been fully aligned with ITIL v3 since RPR 2.01 was released in April 2008. RPR fits directly into the ITIL v3 Problem Management Process as a sub-process. Some organisations handle ongoing recurring problems within Incident Management, and RPR also fits into the ITIL v3 Incident Management Process as a sub-process.

COBIT also defines a Problem Management Process (DS10) with key activity of Perform root cause analysis. RPR is a superset of this step in that it defines a process that covers all of the activities needed to perform Problem investigation & diagnosis, including Root Cause identification.

Limitations

RPR has some limitations and considerations, including:

  • RPR deals with a single symptom at a time
  • RPR is not a forensic technique and so historical data alone is rarely sufficient
  • The Investigate phase requires the user to experience the problem one more time

The method was originally developed by Advance7 in 1990 as the Rapid Problem Resolution Method, with the first fully documented version produced in 1995. Early versions included problem management guidance but this was removed over time as the method became more closely aligned to ITIL. RPR is now focused on Problem Diagnosis based on Root Cause Identification. Due to the highly practical nature of the Supporting Techniques and the ever changing IT landscape, Advance7 continues to develop RPR to keep it relevant to current IT environments.

Until November 2007 Advance7 made the RPR material available to its employees only, although a limited number of other IT professionals had been trained in the use of the method. In late 2007 the company announced its intention to make RPR training and material more widely available.

In March 2009 the TSO added a significant amount of RPR information to the ITIL Best Practice Live website within the areas dealing with Problem Management.

Related terms:

  • Psychological Diagnosis
  • DIFFERENTIAL DIAGNOSIS
  • Selecting a Diagnosis
  • Golgi Tendon Organ
  • Color Blindness
  • Calculate the Minimum Value of a Column in PySpark
  • Calculate Mean of Multiple Columns in PySpark
  • Calculate a Cumulative Sum in PySpark

IMAGES

  1. How to Guide Rapid Problem Solving

    rapid problem resolution technique

  2. Process

    rapid problem resolution technique

  3. 4 Step Rapid Problem Solving

    rapid problem resolution technique

  4. Purpose

    rapid problem resolution technique

  5. The Rapid Problem Solver

    rapid problem resolution technique

  6. Rapid Problem Resolution (RPR) Explained

    rapid problem resolution technique

VIDEO

  1. ECOLAB3D Redefine Possible

  2. What is a session of Rapid Resolution Therapy like?

  3. 649744-NIDO Climate Shelter-Video

  4. Rapid Resolution Therapy The Quickest Therapy for Anxiety & Depression

  5. Main Stage How Hologic introduced Rapid Problem Solving

  6. Rapid Resolution Dua: Eliminate Troubles Swiftly in One Day!

COMMENTS

  1. How to Guide Rapid Problem Solving

    The Rapid Problem Solving Process has 4 key Steps: Define & Investigate the problem Brainstorm potential Causes Root Cause Analysis Identify Solutions & Assign Countermeasures IMPORTANT: Use a Standardised template to navigate through the process. To download Rapid Problem Solving template, click here. Example of a Rapid Problem Solving Template:

  2. Rapid problem resolution diagnosis

    Rapid problem resolution diagnosis (or RPR diagnosis) is a method of problem diagnosis designed to determine the root cause of IT problems. History The method was originally developed by Advance7 in 1990 as Advanced Network Troubleshooting, with the first fully documented version produced in 1995.

  3. Basic Root Cause Analysis Methods

    The failure mode and effects analysis (FMEA) is a technique aimed to find various modes for failure within a system. Many manufacturing companies utilize this technique. FMEA requires several steps to execute: All failure modes (the way in which an observed failure occurs) must be determined. How many times does a cause of failure occur?

  4. Rapid Problem Solving Overview

    Our Senior Lean Coach David Marriott provides an short overview of Rapid Problem Solving.

  5. 35 problem-solving techniques and methods for solving complex problems

    Problem-solving methods are primarily designed to help a group or team through a process of first identifying problems and challenges, ideating possible solutions, and then evaluating the most suitable.

  6. What is Rapid Problem Resolution? Definition and meaning

    Definition: Rapid Problem Resolution is a problem solving method specifically designed to determine the root cause of IT problems. RPR deals with failures, incorrect output and performance issues, and its particular strengths are in the diagnosis of ongoing & recurring grey problems. The method comprises: - Core process - Supporting techniques

  7. What is Problem Solving. How to set a Rapid Problem Solving ...

    Tips & Rules: How to Implement a Rapid Problem Solving Constitution in 8 steps: 1) 3 No Defects: don't accept, don't produce, don't delivery 2) Andon system: operator must raise the hand in case of deviation from standards and must to be allowed to stop the line/process

  8. Process

    1. "Go and See" at the workplace - grasp the real situation. 2. Use a Structured Scientific Method - not guessing. In Rapid Problem Solving it is 4 Steps. 3. Follow Plan - Do - Check - Act an approach of rapid trials and tests to prove out theories and learn. 4. Take a step towards where we ultimately want to be (One problem at a time.)

  9. What is Problem Solving? Steps, Process & Techniques

    1. Define the problem. Diagnose the situation so that your focus is on the problem, not just its symptoms. Helpful problem-solving techniques include using flowcharts to identify the expected steps of a process and cause-and-effect diagrams to define and analyze root causes.. The sections below help explain key problem-solving steps.

  10. Lean Problem Solving

    The Four Types of Problems. Type 1: Troubleshooting: reactive problem-solving that hinges upon rapidly returning abnormal conditions to known standards.It provides some immediate relief but does not address the root cause. Type 2: Gap from Standard: structured problem-solving that focuses on defining the problem, setting goals, analyzing the root cause, and establishing countermeasures, checks ...

  11. Rapid problem resolution diagnosis

    Rapid problem resolution diagnosos (or RPR diagnosis) is a method of problem diagnosis designed to determine the root cause of IT problems. Contents. 1 History; 2 Overview; 3 Standards alignment; ... The supporting techniques detail how the objectives of the core-process steps are achieved, and cite examples using tools and techniques that are ...

  12. Business Analysis Guidebook/Root Cause Analysis

    Rapid Problem Resolution (RPR) [edit | edit source] This technique was designed specifically to identify the root cause of IT problems. While it is aligned with ITIL Problem Management Process, it requires that the problem be replicated and the method is designed to focus on a single symptom at a time until a root cause is identified.

  13. Causal Analysis: Effective Techniques to Problem Solving

    Seven tried-and-true techniques for solving any problem Employing one of these causal analysis techniques can help you find a sustainable solution. 1. 5 Whys Analysis One of the simplest causal analysis methods involves asking yourself "why" five times. [4] You start by identifying the problem. "My house is always disorganized."

  14. Approaches to Problem Solving

    When trying to solve a problem at work, there are several different techniques you can use, from a Root Cause Analysis to The GROW Model or Rapid Problem Resolution. We'll cover these specific approaches later in this blog, but what they each have in common are four key steps: Step 1: Define the problem Step 2: Generate solution ideas

  15. What is RAPID Decision-Making? [2023] • Asana

    Developed by Bain & Company, the RAPID decision-making model is used to assign key roles to different people during the decision-making process. RAPID is an acronym for the different roles each person can hold in the decision-making process. It stands for: R ecommend. A gree.

  16. PDF Definitive Diagnostic Data: A Rapid Problem Resolution Perspective

    DDD is a salient characteristic of the Rapid Problem Resolution methodology that Paul Offord and Advance7 have developed and that provides the framework for the ... trouble-shooting techniques or wanting an introduction to this specific RPR concept. Take back to work A catalogue of specific techniques, both quick and dirty as well as thorough ...

  17. Rapid Problem Resolution: An "Uncommon-Sense" Approach to

    A new and innovative approach to the rehabilitation of the more difficult client, called Rapid Problem Resolution, has been developed and its effectiveness is presently being researched. Rapid Problem Resolution is one of the methods being examined under a grant to improve ways of working with clients with epilepsy. It calls for working with families or social systems in assessing and solving ...

  18. The effectiveness of rapid problem resolution with rehabilitation failures

    At the Regional Research Institute, Portland State University, 2 counselors working together used the Rapid Problem Resolution (RPR) technique with 29 problem clients (mean age 27.3 yrs) whose cases were about to be closed unsuccessfully by the state rehabilitation agency. Ss were administered a battery of tests, including the Tennessee Self-Concept Scale and the Human Service Scale, to create ...

  19. RPR Problem Diagnosis

    RPR is a problem diagnosis method specifically designed to determine the root cause of IT problems. Overview RPR (Rapid Problem Resolution) deals with failures, incorrect output and performance issues, and its particular strengths are in the diagnosis of ongoing & recurring grey problems. The method comprises: Core Process Supporting Techniques

  20. What Are The Stages Of Rapid Resolution Therapy(RRT)?

    At its core, RRT focuses on accessing and reprogramming the subconscious mind, where unresolved traumatic experiences often reside. By utilizing gentle techniques, RRT therapy facilitates the resolution of emotional pain, traumatic memories, and limiting beliefs.

  21. MRI Brief Family Therapy

    In principle, MRI brief therapy is applicable to a broad range of individual, couple, and family problems when there is a clear complaint and at least one customer for change. In practice, MRI-style brief therapy may be particularly relevant for clients and complaints that seem resistant to change. Published case reports suggest that this form ...

  22. PDF The Problem-solving Process: Resolution

    that there is a problem you can work on, identified what the root of the problem is—in other words, the problem that must be resolved—and thought of potential solutions, obstacles, and ways to overcome them. The next step is resolving the problem. Ombudsman representatives always seek to resolve a problem to the satisfaction of the resident.

  23. RPR Problem Diagnosis In Psychology

    RPR is a problem diagnosis method specifically designed to determine the root cause of IT problems. Overview RPR (Rapid Problem Resolution) deals with failures, incorrect output and performance issues, and its particular strengths are in the diagnosis of ongoing & recurring grey problems. The method comprises: Core Process Supporting Techniques The Core Process defines