examples of joint problem solving

The process of exploring options, developing strategy, identifying barriers, and ultimately solving problems jointly is the most exciting, and often the most challenging aspect of the collaborative governance process. This is the stage that everyone has been preparing for, the reason for the proper framing, working principles, relationship building, and joint discovery that have come before it. Because the problems and challenges that agreement-seeking is trying to address are quite different from those in collective action, the joint problem-solving steps for each type of process will be discussed separately below.

As set forth in chapter 3, policy agreement-seeking processes are focused on reconciling diverse interests to reach agreement on the question of what is to be done. Agreement-seeking is used most often, though not exclusively, when there is a conflict. The major challenges it must overcome include positional bargaining, disparities in power, and trust issues.

When trying to resolve conflicts, parties often resort to positional bargaining, staking out their opposing positions before engaging in a struggle to see who can compromise the least. A developer wants to build 120 housing units, for example, while the neighborhood organization’s position is a maximum of 65. Each may have a less extreme position they would be willing to accept, but they begin the negotiation with their optimum number, giving themselves room to eventually compromise. The problem with this positional bargaining approach in a collaborative governance setting is that it frames the problem as win-lose, making mutual benefit—and agreement—more difficult. Consensus may eventually be reached, but opportunities for greater mutual gain go unrealized. Focusing instead on underlying interests, that is, why the positions were taken, expands the range of potential solutions and opportunities for agreement.

In our example of the proposed residential development, residents’ interests in retaining the neighborhood’s more rural character may conflict with the developer’s interests. However, the neighborhood residents may have other interests as well, such as maintaining a neighborly atmosphere, preserving easy access to commercial services such as groceries and pharmacies, protecting pedestrian spaces, easing traffic circulation, and so forth. Packaging solutions that address multiple interests is one way of finding agreement when a group finds itself stuck on a particular issue.

Another challenge for agreement-seeking processes is disparity in power among participants. These disparities are often created by asymmetries in the interdependence between the parties (Coleman et al. 288). Some parties are simply more dependent on the actions or resources of others. Put another way, if the negotiations do not work out, some parties may have better options than others. When this happens, two conditions often follow that create barriers to agreement. The first is that those who perceive themselves as having relatively good alternatives to a collaborative agreement are likely to be less committed to the process. They will be less willing to work hard to find mutually-beneficial outcomes; in other words, they will be less cooperative. Then, as we discussed in chapter 4, this less cooperative behavior will elicit distrust and, therefore, less cooperative behavior in return. Addressing this challenging cycle is important to success.

Some would say the biggest challenge to agreement-seeking, particularly in situations requiring resolution of historic conflicts, is distrust. We previously discussed in chapter 4 the role that trust plays as social capital, enabling exchanges to happen between parties. When there is an atmosphere of distrust, however, the exchanges necessary for agreement-seeking become far more difficult. Therefore, the joint problem-solving approach needs to take into account the levels of trust between parties, and incorporate procedural elements that can either repair trust or create situational trust through contingencies, joint monitoring, and other measures. We discuss some of these procedural elements below, and delve into them further in chapter 9.

To solve the problem of reconciling diverse interests, and addressing the challenges presented above, we focus on three problem-solving steps for agreementseeking projects: developing criteria together, exploring potential options, and jointly evaluating those options against the criteria.

The problem-solving process can often be aided by first developing objective criteria for evaluating solutions. These criteria should derive from the parties’ interests and incorporate legal and other constraints for potential solutions. They will be most helpful if they are as objective, straightforward, and measurable as possible. Subjective criteria, such as “best looking design,” may elicit entirely different responses, depending on the stakeholder making the judgment. More helpful and measurable criteria might be a ranking based upon cost or greenhouse gas emissions.

The establishment of objective criteria, as Carpenter and Kennedy point out, contrasts with the often common approach of every party evaluating each option based upon how closely it resembles their own proposal (53). These objective criteria, however, should be used to help the group reach consensus, rather than to rigidly constrain it, or prohibit creative solutions. The criteria should be intended to clarify trade-offs and develop the best solution, or package of solutions, rather than dictate what the solutions should be.

The joint development of criteria is also an opportunity to shift the focus to underlying interests by incorporating the various interests in the criteria. In the Columbia River project discussed earlier, for example, the agreed-upon criteria for the placement of dredged material included economic development impacts and ecological impacts, as well as other technical criteria. Particularly in high conflict situations, when each party sees their interests reflected in the criteria adopted by the group, the belief that “we’re in this together” is reinforced. Similarly, when there are disparities in power among the participants, having all interests reflected in the criteria can help foster a sense of belonging and can help ensure more equitable outcomes.

Before a group begins the process of moving toward a decision, it is often helpful to engage in creative thinking, opening up the range of possibilities by brainstorming ideas. Susskind and Cruikshank call this process “inventing.” It is important to refrain from jumping to evaluation during this brainstorming step to discourage group members from immediately responding with—that will never work! Get as many ideas out on the table as possible, expanding the range of possible solutions, before beginning the process of winnowing them down. As Susskind and Cruikshank say, “the more good ideas, the better” (90).

In the Tillamook flooding project described in chapter 1, the group consisted of federal and state agencies, community groups, landowners, environmental groups, and local governments. All participants, it seemed, had different ideas about the best solution. They developed an early list of eighteen actions, from wetland restoration and channel widening to dredging the bay. That list of actions served a unifying function, representing everyone’s ideas. While they subsequently identified clear priorities for action, and some of the ideas have yet to be implemented, none of the original ideas were taken off the list.

As the joint problem-solving process moves toward the evaluation of options and developing agreements, a second phase of brainstorming may be needed, this time to brainstorm possible packages of solutions.

As noted previously, the evaluation of options is intended to aid the decisionmaking process rather than constrain it, to focus the discussion so that decisions can be made. In the Eastern Oregon water policy process discussed in chapter 6, where the group was attempting to improve conditions for migrating fish as well as increase irrigation water for farmers, the brainstorming phase created a full range of options, based upon the group’s fact-finding and technical analysis. After the group went through the first round of evaluations, however, there was a clear separation between the top nine options and the others that followed, and the group chose to focus their deliberation on the nine that had the best chance of being approved by the whole group.

Evaluating the potential options using the adopted criteria, as described above, is one of several techniques that can be used for winnowing options. Another method for moving toward agreement is to agree first on a general plan or principles, and then to dive into a deeper round of negotiation on the details. A third approach is to develop a single negotiating text, which becomes the starting point for parties to make revisions and additions until they find agreement. As we stated at the beginning of this chapter, there is no unified approach that fits all collaborative processes.

As we have previously emphasized, the people at the collaborative governance table are representatives of organizations or constituencies. As such, they need to take the critical step of keeping their constituencies informed and up-to-date. When moving toward agreement, it is critical that the representatives have checked in with their constituencies along the way to ensure that those constituencies understand the new information gathered in the fact-finding stage, their interdependence with others at the table and in the community, and the alternatives to a collaborative outcome. The representatives at the table should also bring interests, information, and concerns back from their constituencies to the collaborative group so that those interests and concerns can be considered as the group moves toward agreement. A reminder of this responsibility by the group’s convener or facilitator can ensure that a broad range of interests is considered and that the agreement will not be unraveled because the essential constituencies were not fully consulted and represented.

The basic problem that a collective action process is trying to solve is fundamentally different than an agreement-seeking process. The goal of collective action is to create a public good. The problem is that no one party has the authority, expertise, or resources to do so on its own. Because the basic problem to be solved is quite different than that for agreement-seeking, it is not surprising that the principal challenges are different as well.

The classic and most well-documented challenge of collective action is the problem of free riders. Because a public good can, by definition, be enjoyed by everyone, every party has an incentive to take a free ride, that is, enjoy the benefits while leaving others to step up and contribute to those benefits. The paradox is that if everyone acts on that incentive, no one contributes, and no public good is produced. Think about a public transit system that depends upon the honor system for riders to pay their fare before riding. Each rider may ultimately think they will get to ride whether they pay or not, and, therefore, choose to ride for free. But if all riders do that, the transit system itself will not survive, and nobody will get to ride. This problem of free riders becomes more pronounced the larger the group and the smaller each party’s relative contribution.

Another key challenge to collective action stems from the horizontal nature of collaborative relationships. Even when parties understand they need the help and cooperation of others, they are often wary of entering into an enterprise where their success is dependent upon the actions of those they can’t control. This can result in either a lack of commitment to the collaborative process and reduction in their own contribution or an attempt to control the process and others who are participating in it. Both become challenges to the success of the enterprise.

One of the more difficult challenges that can face a group trying to initiate collective action is the lack of what we call a principal implementing party. Nearly all projects or programs require someone to step up to take on a kind of principal administrative or coordinating role, convening the other partners when needed to address an unanticipated problem, for example. Without someone playing this role, there is no foundation for others to add to. We discuss this particular challenge in more detail in the next chapter.

Given this different set of challenges, the joint problem-solving phase for collective action, therefore, involves a slightly different series of steps and questions designed to solve the specific problem and challenges surrounding the creation of a public good.

The first step is usually development of a preliminary strategy for solving the problem. Once a group agrees on the initial strategic approach, it can then make an initial assessment of what potential resources are represented at the table. We normally help groups make this assessment by simply asking each party at the table in turn why they support the project and what they might be able to contribute. For example, in a project to improve the structural integrity of the Columbia River levee system in Portland, Oregon, participants first agreed upon a general strategy of conducting engineering studies and sharing the costs of levee improvements among a number of public jurisdictions.

The initial strategy and commitments provide the group with a starting point, and a road map for the work ahead. Depending upon the resources available, the problem-solving strategy may need to be revised over time. Most often, the details of the strategy need to be filled into more specifically identify the resource needs (discussed further in the section below). More important, the group needs to identify remaining barriers, challenges, and what resources are missing or might be added to complete or improve the project. Adding details to the problem-solving strategy, identifying gaps and opportunities, and finding missing resources then become the collaborative problem-solving work for the group.

While there is often broad agreement about the general strategy, moving to implementation usually requires greater detail to better clarify the actions and resources actually needed to make implementation successful. Groups will often charge committees with tackling the detail of various parts of the initial strategy, bringing recommendations or options back to the larger group. The collaborative group working on the Portland levee project may have found agreement on the general strategy relatively easy, but the devil was in the details. A committee of key stakeholders subsequently spent months detailing, negotiating, and vetting the cost-sharing formula before finally bringing it back to the larger group for approval.

Depending upon the type of collective action (fixed goal, incremental improvement, or coordinated interdependent actions) required, the group must identify what resources or actions are needed. What are the political or resource challenges? Potential resources at the table may have been identified earlier, but they now need to be quantified and reaffirmed. As the group approaches success and gets more resources committed, the effort to fill the gap gets more and more targeted. In the Vernonia school project, the known price tag was $38 million to replace three schools in the community that had been destroyed by flooding. At every meeting, the group would report new commitments, and the gap would get smaller. In the rural transportation project discussed in chapter 4, every meeting would include reports of additional resource commitments, but the need for a principal implementing party was still reported as a gap, until ultimately that gap was filled. In addition to filling gaps, a collective-action group should also identify opportunities. There may be ways to magnify the impact of a project by adding additional resources or actions.

Finding and aligning the needed resources and other commitments to create a public good is the essential problem of collective action. A good starting point is to identify who might particularly benefit from the public good, as these are the stakeholders who have a vested interest in making sure the effort succeeds. Economists would argue that the degree to which a party benefits should be relatively proportional to the degree to which the party is willing to contribute to ensure that benefit.

In one project that we facilitated, the City of Eugene, Oregon, approached our center to convene a collaborative process to transform unsightly riverside gravel pits into an urban natural area with pedestrian trails and viewing platforms surrounding scenic ponds that fill during the high-water months. When the project—which became known as the Delta Ponds project—began, one of the first steps was to identify and contact the owners of property abutting the ponds. If the project was successful, the city reasoned, those property owners would not only enjoy the improved amenities, but also have the value of their own properties substantially increased. Each of those property owners had an incentive to help make that project successful, and many of them ended up contributing to the project’s success.

Successful groups also look for how they can combine their individual assets to create greater public value. If one party has already committed actions or invested resources to address a problem, for example, others at the table may be able to add additional resources to boost that effort. By piggy-backing on the existing commitments, group members can produce something bigger, better, faster, or cheaper.

The challenge, as we described above, is the free-rider problem, and each party’s fear that others will be free riders. If one party steps forward, they risk having others take less responsibility for the solution. This risk is real, and often prevents parties from stepping forward to fill the necessary gaps. One way to deal with this problem is to arrange for joint or simultaneous commitments. The transparency of the collaborative governance process, with its face-to-face interactions that encourage accountability to the group, can foster these joint commitments. It is, in fact, one key advantage of transparency. When multiple parties make a commitment in the same meeting, it starts to become a group norm, and other commitments are likely to follow. The research is clear that creating a group norm of contributing is an effective way to solve the free-rider problem (Ostrom 9). It is one of the reasons we recommend against having a significant number of interested stakeholders with no incentive or ability to contribute participate in collective action projects. The more non-contributors are involved, the more difficult it becomes to create a group expectation that everyone contributes, paving the way for free riders.

Another strategy for reducing the incidence of free riders is for participants to make contingent offers. For example, I will commit my organization’s staff time, other organizations can commit financial resources to pay for the materials. We have seen parties successfully leverage their resources by making them contingent on a commitment by others. In the Lakeview project discussed in chapter 4, one company offered to construct a new mill that would process small-diameter logs, creating needed jobs in the community. That offer, however, was contingent upon federal agencies guaranteeing a supply of small-diameter logs. Both commitments were ultimately kept.

One of the most effective antidotes to the free-rider problem is creating a sense of momentum. One way to engender belief in potential success is to recognize and celebrate resource commitments as they are made rather than waiting until the end of the process. This approach not only provides greater belief in the enterprise, it reinforces the group norm that everyone contributes. We have observed that when a certain critical mass of resources and support starts to accumulate, increasing the chances of success, other parties become more willing to contribute. For example, in the project in which the neighborhood was working with the city to build a community bike park, the neighbors were raising money to build the park with mostly small donations obtained through a crowdfunding platform. As they got closer to their goal, they held a press conference, and the media reported their success. Then, seemingly out of the blue, a major corporation—with no previous connection to the project—made a $25,000 contribution. Everyone, it seems, wants to be associated with a winner.

These unexpected synergies are why it is important to mark success along the way and to publicly recognize the contributions or efforts of various parties. We’ve seen project teams utilize news articles, widely-distributed newsletters, joint appearances, or almost any opportunity to celebrate and recognize their collaborative success. The project to repair the Portland Columbia River levee, described earlier, began with a relatively narrow geographic scope. After nearby jurisdictions learned of the successful initial stage of the project, however, they soon petitioned to join the group. They did not want to be left out of a good thing.

What should be done if the needed actions and resources are not found around the table? If needed resources can be identified outside the group, the parties that control those resources should be invited to join the group. Indeed, one of the questions the group should ask itself in the early stages of the collective action process is: Who else can help? Celebrating the resources that have already been harnessed can help in that regard. The project to rebuild the Vernonia schools began with a number of substantial commitments, not least of which was the passage of a local bond measure that raised $13 million. Still, the group faced a major gap, and began to approach private foundations and businesses that had not previously been at the collaborative table. Eventually, this effort to enlarge the circle of contributors filled the gap.

Whether for agreement-seeking or collective action joint problem-solving is truly the heart of the collaborative process, one which hopefully leads to a group decision. It is to that decision-making process that we next turn our attention.

Collaborative Negotiation Done Right

October 10, 2014

Selena McLachlan

Collaborative negotiation – 6 important reminders about this win-win approach.

Getting to Yes: How To Negotiate Agreement Without Giving In, by Roger Fisher, was written in 1981, yet remains a best-seller. Why? Because it’s brilliant. Because it’s straightforward. Because it speaks to us leaders who value relationships. It’s a universally applicable method for negotiating personal and professional disputes without getting taken – and without getting angry. The book offers a concise, step-by-step, proven strategy for coming to mutually acceptable agreements in every sort of conflict. And as leaders, we know how invaluable this practice is.

If you’re like many, you’ve probably already read the book. But if you’re like most, you’d probably also benefit from a periodic refresher. If you don’t have several hours to spend, I’ve taken some liberties to summarize the most salient points below.

Collaborative negotiation in a nutshell

Collaborative negotiation – also called constructive, principled or interest-based negotiation – is an approach that treats the “relationship” as an important and valuable element of what’s at stake, while seeking an equitable and fair agreement. As opposed to always conceding in order to sustain the relationship.

A “competitive” approach to negotiation assumes a fixed pie, zero-sum, win-lose situation. In collaborative negotiation, it’s essentially assumed that the pie can be enlarged by finding things of value to both parties, creating a win-win situation, so that everyone leaves the table feeling like they’ve gained something of value.

Fair-process

Unlike most of the animal kingdom, we humans have a profound and deep need for fairness. And when this doesn’t happen – even if we’re the ones emerging as “winners” from a competitive negotiation – the end result is often not truly satisfying. A better feeling, and result, occurs when our needs are met; including the need for fairness.

Joint problem-solving

A collaborative approach to negotiation strives to convert individual wants into a single problem, bringing both parties together to work on solving the problem. The theory stems from the notion that by converting individual positions, wants and desires into separated problems, the negotiators are able to free themselves of any jealously or personal attachment to their requirements, in order to take a more objective and equitable position to collaborate from.

Transparency and trust

While it may not be possible or necessary to give away all of your information, there’s little tolerance for deceptive practices in collaborative negotiation. Moreover, gaining trust will be next to impossible. A simple way to eliminate suspicion is to be open and transparent, giving out most or all of your information (i.e. your wants, desires, end goal) before the other party requests it. The exact opposite of playing your best poker hand!

Dealing with competitive negotiators

So what happens when not everyone is playing by the same rules? Indeed, a huge challenge can occur if the other party takes a competitive approach, and tries to take advantage of your desire to collaborate. Sometimes we’re even perceived by competitive negotiators, to be weak. A proven way to deal with this type of situation is to be assertive and remain calm. Fend off your fight-or-flight reaction, recap your interests and summarize what you heard as their interests. Offer up a bit of an olive branch, while staying strong. And perhaps most importantly, know in advance what your BATNA is (back-up alternative to negotiated agreement), and demonstrate that you’re prepared to use it.

Remember, being a collaborative leader does not mean being weak or giving in. On the contrary, a collaborative approach seeks to gain the best possible solution for all. A true win-win situation. As educators, this means that our teachers, parents, students and school boards can all walk away feeling like they’ve come out winners. Kind of like a good haggle over a cup of tea at a middle-eastern carpet bazaar!

Think about the next time you need to engage your stakeholders in a collaborative negotiation. What’s your starting position? What are you prepared to give up? What are you not? And what’s your fall-back plan?

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Industrial and Commercial Training

ISSN : 0019-7858

Article publication date: 1 February 1978

The joint problem solving process is not just a matter of using a good logical system, or just a matter of effective interaction and sound group processes. It is a complex interplay between ‘social’ and ‘rational’ processes. Kepner and Tregoe, examined a number of successful problem solvers — and found that there was a consistent logical pattern in which they moved from problem definition, to a comparison of the problem situation with the non‐problem situation then on to locating the cause and finally on to some form of positive decision and action plan. Another social scientist, Norman Maier has suggested that effective group processes are important, but that an effective group solution depends largely on the nature of the actual problem; he also gave an account of the rational and group processes in joint problem solving. Others, such as Rensis Likert, believe that problem solving effectiveness is due primarily to supportive group relationships. Another writer, William Gore, attributes successful problem solving to a type of ‘unconscious’ non‐rational process which has to be surfaced and accepted in order to get the best solutions. Alex Osborn pioneered the creative element in problem solving and laid emphasis on brainstorming where the group generates a wide range of alternatives in an unrestricted manner prior to deciding on the best solution to a problem. All these writers have made a valuable contribution to understanding the joint problem solving process and any effective approach to problem‐solving should take serious account of this wide range of approaches. But the approaches are nevertheless very different and may be difficult to reconcile in a unified approach.

MISSELHORN, H. (1978), "Joint problem solving: Building better relationships and better solutions", Industrial and Commercial Training , Vol. 10 No. 2, pp. 60-70. https://doi.org/10.1108/eb003654

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Collaborative Problem Solving: What It Is and How to Do It

What is collaborative problem solving, how to solve problems as a team, celebrating success as a team.

Problems arise. That's a well-known fact of life and business. When they do, it may seem more straightforward to take individual ownership of the problem and immediately run with trying to solve it. However, the most effective problem-solving solutions often come through collaborative problem solving.

As defined by Webster's Dictionary , the word collaborate is to work jointly with others or together, especially in an intellectual endeavor. Therefore, collaborative problem solving (CPS) is essentially solving problems by working together as a team. While problems can and are solved individually, CPS often brings about the best resolution to a problem while also developing a team atmosphere and encouraging creative thinking.

Because collaborative problem solving involves multiple people and ideas, there are some techniques that can help you stay on track, engage efficiently, and communicate effectively during collaboration.

Set Expectations. From the very beginning, expectations for openness and respect must be established for CPS to be effective. Everyone participating should feel that their ideas will be heard and valued.
Provide Variety. Another way of providing variety can be by eliciting individuals outside the organization but affected by the problem. This may mean involving various levels of leadership from the ground floor to the top of the organization. It may be that you involve someone from bookkeeping in a marketing problem-solving session. A perspective from someone not involved in the day-to-day of the problem can often provide valuable insight.
Communicate Clearly.  If the problem is not well-defined, the solution can't be. By clearly defining the problem, the framework for collaborative problem solving is narrowed and more effective.
Expand the Possibilities.  Think beyond what is offered. Take a discarded idea and expand upon it. Turn it upside down and inside out. What is good about it? What needs improvement? Sometimes the best ideas are those that have been discarded rather than reworked.
Encourage Creativity.  Out-of-the-box thinking is one of the great benefits of collaborative problem-solving. This may mean that solutions are proposed that have no way of working, but a small nugget makes its way from that creative thought to evolution into the perfect solution.
Provide Positive Feedback. There are many reasons participants may hold back in a collaborative problem-solving meeting. Fear of performance evaluation, lack of confidence, lack of clarity, and hierarchy concerns are just a few of the reasons people may not initially participate in a meeting. Positive public feedback early on in the meeting will eliminate some of these concerns and create more participation and more possible solutions.
Consider Solutions. Once several possible ideas have been identified, discuss the advantages and drawbacks of each one until a consensus is made.
Assign Tasks.  A problem identified and a solution selected is not a problem solved. Once a solution is determined, assign tasks to work towards a resolution. A team that has been invested in the creation of the solution will be invested in its resolution. The best time to act is now.
Evaluate the Solution. Reconnect as a team once the solution is implemented and the problem is solved. What went well? What didn't? Why? Collaboration doesn't necessarily end when the problem is solved. The solution to the problem is often the next step towards a new collaboration.

The burden that is lifted when a problem is solved is enough victory for some. However, a team that plays together should celebrate together. It's not only collaboration that brings unity to a team. It's also the combined celebration of a unified victory—the moment you look around and realize the collectiveness of your success.

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A more reflective form of joint problem solving

Published: 07 March 2017
Volume 12 , pages 9–33, ( 2017 )

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Richard Alterman 1 &
Kendall Harsch 1

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This paper explores the emergence of joint problem solving in online environments where the participants work together but at different times and from different places. Collaborations of this sort have been referred to as loosely coupled collaborations. The focus is on venue which is the virtual substitute for physical copresence under these conditions. Venue is fundamentally a social construct. It functions to “localize” participation dynamics, communication and register, the creation and sharing of domain objects, and situation-dependent knowledge. Within venue, the reflective parts of joint problem solving become more prominent. Within venue, small teams of students align their views, coordinate their efforts, share their understanding and work, and jointly problem solve.

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Collaborative problem solving in a choice-affluent environment

Investigation 11. The Multilayered Nature of Small-Group Learning: Productive Interactions in Object-Oriented Collaboration

The multi-layered nature of small-group learning: productive interactions in object-oriented collaboration.

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Alterman, R., Harsch, K. A more reflective form of joint problem solving. Intern. J. Comput.-Support. Collab. Learn 12 , 9–33 (2017). https://doi.org/10.1007/s11412-017-9250-1

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Team-Building Strategies: Building a Winning Team for Your Organization

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Four Ways to Manage Conflict in the Workplace

To effectively resolve conflict in the workplace, we need to get past the tendency to blame and accuse. instead, listen actively and focus on joint problem-solving..

By Katie Shonk — on November 6th, 2023 / Business Negotiations

Samantha was livid. While making a presentation during a meeting that both attended, Brad, a newcomer in her department, had shared some slides during a presentation that were clearly based on ideas for a project she’d shared with him privately—without giving her credit. Samantha angrily confronted Brad in his office after the meeting; he became defensive and denied the accusation. They were at a stalemate. How should they manage conflict in the workplace?

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Conflict in the workplace happens every day and in every corner of the globe. Although there are some steps we can take to avoid the causes of conflict , conflict will still crop up from time to time at work. The following strategies can help you engage in effective workplace conflict resolution .

Don’t Go It Alone. Employees usually make matters worse when they try to resolve conflict in the workplace on their own. Because our perceptions are based on self-interest, we’re likely to have difficulty finding solutions that both sides consider to be fair. In addition, people tend to escalate their commitment to conflict, leading to deeper and deeper animosity. If you experience conflict in the workplace, whether due to a personality issue or a disagreement over a work matter, enlist the help of a manager—someone you trust to handle the conflict confidentially and effectively.
Listen Actively. In the midst of a heated conflict, our first instinct is to defend ourselves and our point of view, while attacking the other party. This battlefield mentality will get you nowhere. When negotiating conflict in the workplace with others, set a productive tone by letting the party you’ve been arguing with speak first. Samantha, for example, might give Brad as much time as he needs to explain what happened in the meeting, resisting the urge to interrupt him. She could question her understanding of what he’s said until she feels she has fully absorbed his perspective. When it’s time to air your own perspective on the conflict, claim the same ability to express your perspective without interruption. Focus on explaining how you view the situation, presenting hard evidence if necessary.
Don’t Leave Emotions out of the Equation. It also can be important to talk about the feelings you’ve experienced when dealing with conflict in the workplace. Expressing the deep emotions that a conflict can engender not only can be cathartic, but should also help the other party see you as a multi-faceted human being, rather than as the “enemy.” Your disclosures could prompt the other party to open up about his own feelings regarding the conflict. For example, Samantha may explain that she felt not just angry but betrayed and hurt after believing that Brad stole her ideas. Brad might, in turn, disclose that he admires Samantha’s success and was trying to emulate her style, only to feel humiliated when she accused him of idea theft. By opening up about their emotions during conflict management , disputants expand their understanding of each other.
Capitalize on Differences. In business negotiations, we can capitalize on our differing needs and preferences to create value. If one business partner has more money to contribute upfront, and the other expects to be able to contribute more later, they can structure financing to make the most of this difference. Similarly, employees embroiled in conflict in the workplace can often leverage their differences to create value. In their conflict, Samantha’s primary interest lies in getting credit for her ideas, while Brad’s lies in gaining stature in the organization. If their manager appreciates this, she might recommend that Samantha and Brad work together on Samantha’s initial ideas and try to collaborate on advancing them. At a follow-up team meeting, the manager could give credit where it’s due (to Samantha), and Samantha could tacitly endorse Brad by partnering with him on the project. When dealing with conflict in the workplace, capitalizing on differences can help employees transition from disputants to negotiators focused on solving a joint problem to their mutual benefit.

As you determine how to manage conflict at work, it’s important to remember that the more quickly you can exchange a combative attitude for a problem-solving mindset, the more likely you will be to resolve the dispute amicably. By bringing proven negotiation techniques to your dispute, including active listening, emotional intelligence skills, and value creation, you may even be able to transform your conflict in the workplace into a productive working relationship.

What other strategies have you used to effectively resolve conflict in the workplace?

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9 Collaboration techniques to solve problems: A guide for leaders and people managers

Knowing when to ask for help is a strength. Learn why collaboration to solve problems is essential to your business and how to promote a culture of teamwork.

Imagine you’re in Rome for the summer. You don’t speak the language and the transportation system is completely different from your home country.

You’re using Google Maps and a translation app to read signs and get around on your own. But after wandering around the Roma Termini for 15 minutes with no idea where to find your train platform, it’s time to get some help.

In this case, no one would think less of you for asking for directions. So why are we often too worried about being judged to do the same at work?

It’s a strength to know when to seek help and use collaboration to solve problems. Acknowledging that there are things you don’t know or can’t solve on your own isn’t only smart, but is actually more productive. As soon as you and your team start playing to each other’s strengths, you’ll find those KPIs far more achievable.

Instead of spinning their wheels when they’re stuck on a problem, your team needs to know when to bring in an outside perspective to find possible solutions. By the end of this article, you’ll have a clear understanding of the benefits of collaborative problem-solving and learn how to get your team working together to overcome challenges.

Work together to find the best solutions to your business problems. Add a whiteboard to your Switchboard room and collect your team’s ideas live or async. Learn more

Benefits of collaborative problem solving

Solving complex problems in groups helps you find solutions faster. With more perspectives in the room, you’ll get ideas you’d never have thought of alone. In fact, collaboration can cause teams to spend 24% less time on idea generation. Together, you’ll spark more ideas and reach innovative solutions more quickly.

Not only that, but looking at problems in groups allows your team to learn from others, which can make them more resilient to issues in future.

Peer-to-peer learning is also an opportunity to upskill your team while strengthening their relationships. That’s because collaborative problem-solving encourages people to trust each other as they work together towards common goals. It’s team collaboration best practice to encourage your team to share ideas without risk of humiliation.

How to get your team to solve problems collaboratively

Promoting collaborative problem-solving skills within your team allows you to create a culture where people are comfortable seeking feedback on their work. That means you won’t have to host a dedicated brainstorming session to get your team to collaborate—they’ll just start doing it naturally.

To get there, you need to foster a psychologically safe environment, provide them with the right tools, and reinforce the power of teamwork whenever possible. Here are ways to enable a collaborative problem-solving culture:

1. Create the right environment

Simply inviting your team to work together isn’t enough for them to actually do it. You need to foster psychological safety so they feel comfortable sharing ideas and aren’t afraid of getting called out if they are wrong.

It all starts with your team culture

Your culture should be supportive, inclusive, safe, trusting, respectful, and empathetic. It should make people certain that asking for help is a sign of strength, not weakness.

Remind your team that brainstorming spaces are safe and all ideas are welcomed. They shouldn’t wait until they have a perfect solution to intervene. Be open-minded and treat all ideas as important even if you think they aren’t viable. This can be as simple as writing down all solutions on a shared document and asking questions for further clarification.

Give them what they need to do their job

Set your team up with the necessary resources and information to solve problems effectively. This includes written guidelines or even training on communication, leading a brainstorming session, or problem solving skills.

Also, technology improves collaboration in the workplace , so equip your team with the right tools for effective communication, information sharing, and project management. Make sure your team finds it easy to work with the tools they have. If they struggle to reach team mates due to technicalities, they’ll likely end up working on their own.

Switchboard can support your existing tech stack since all browser-based apps work in their persistent rooms. In this visual digital workspace , team members always know where to find project-related information and can work together on those apps directly from Switchboard—without switching tabs.

Switchboard room with multiple files opened

2. Promote open, transparent communication and feedback

A huge part of creating a psychologically safe environment for collaboration is encouraging open communication and establishing a culture that embraces feedback. Using active listening techniques, such as paraphrasing their words to check your understanding, can help you truly understand individual points of view focusing only on your answer.

For example, if your team member is struggling to find the words to express themselves, don’t jump in straight away with your own assumptions. Listen openly and let them fill the silence with their thoughts. Then, try and summarize what they’ve said so far and let them correct you.

It’s also important to be transparent when setting goals and addressing potential setbacks.

“The clearer you can be about what you need as a leader, what you need from your team, and what your clients need, you’ll be able to take action that's in alignment with creating that outcome,” says Tarah Keech , Founder of Tarah Keech Coaching .

Finally, follow-up on discussions when you have results so each contributor can see the impact of their input.

3. Set clear common goals

What makes collaboration different from compromising, for example, is that you get to work toward a common objective . When team members have a shared purpose, they become allies and are more likely to work together to find the best solution possible, instead of trying to be in the right.

For instance, when you offer profit sharing, people earn more money if the company makes higher revenue. That means if two people work together on finding a solution, they’ll likely decide on the one that’s better for the business—because, in the end, it’ll be beneficial for both.

Also, when you set clear goals for the collaboration, you get more focused answers and help improve team productivity. For example, start a brainstorming session by clearly stating the problem “Sign-ups are down by 1%, we need to come up with ideas to get back to the regular signup rate.”

Making it clear that you’ve identified a gap and know exactly what you need from others helps them understand why the session is relevant and what they need to do.

4. Present collaboration as a win-win

If you don’t set up a collaborative culture, team members will spin their wheels rather than get help to solve a problem. It’s crucial that you explain the benefits of collaboration clearly to your team so you can:

Reach profitable business solutions
Make people feel heard and valued
Bring your team together
Increase trust in the company’s decisions
Make people feel part of something bigger
Promote knowledge sharing

It’s your job to help team members understand that collaboration is beneficial for both individual and collective success—and find win-win scenarios.

5. Eliminate silos and solicit diverse opinions

Working in silos can affect productivity and morale as people spend more time coming up with solutions. A way to eliminate silos is by encouraging cross-functional projects and hosting team-building activities for colleagues to get to know each other.

“The only path that creates positive change is the one you haven't taken yet,” says Tarah. Encouraging teamwork allows you to come up with more diverse alternatives to problems. “And, the fastest way to identify the path that works is by using each other as resources and co-creators,” she adds.

Gather multiple perspectives on a problem by ensuring everyone shares their thoughts even if they’re introverted. For example, create a Switchboard room and invite everyone to add one or two ideas to the whiteboard either during or before the meeting. Then, go over each one of those ideas and vote on the best ones. This can happen anonymously so people feel more comfortable sharing their thoughts.

This is an easy way to bring diverse people together and see problems from multiple perspectives. “We all have stories from our lives where we pull lessons from. Imagine if we had access to other people's lessons. How much time would that save us?” says Tarah.

Two people in a Switchboard room writing ideas on a virtual whiteboard

6. Train your team on how to resolve conflicts

Conflict resolution is a skill all managers should have, so make sure to give training on this topic. Equip your team with problem-resolution skills—for them to find mutually beneficial solutions. This will allow them to address disagreements and conflicts before they escalate to something bigger. Do this by:

Leaving your ego at the door

Many times conflicts occur when people take things personally or when you enter team meetings with your ego by your side.

The best advice for learning how to solve conflicts is to leave your ego at the door and assume you all want what’s best for the business. The idea of working together toward a common goal instead of discussing who’s right or which proposal is best helps reach consensus and a better alternative to all ideas.

7. “Yes, and…” every idea

This concept comes from improv and means acknowledging others’ proposals and adding to them. Improv actors use this technique to come up with stories in a group.

For example, someone enters the scene and goes “Help, mother, help!” The next person should say “ Yes , dear, I’m here. And , what do you need?” If they enter the room and say “I’ve told you a thousand times, I’m not your mother,” it’ll neglect the first actor’s proposal and can make the story stagnant.

You can apply this practice to business teamwork. If during collaborative problem-solving, you suggest an idea and someone neglects that thought, the conversation goes nowhere.

Instead, try establishing a “yes, and…” mentality to move the conversation forward. This is an example of how this would look in practice:

Do: “I think the problem is that users are struggling to find the sign-up button.” “ Yes , that’s a potential issue, and it might also be because the color of the button doesn’t stand out. Let’s look at our web page analytics.”
Don’t: “I think the problem is that users are struggling to find the sign-up button.” “Hmm, not really , we’ve conducted usability testing and that was never an issue.”

This mindset gives space for ideas to grow, even if they seem off the mark initially. Let people explain their thoughts and you'll be surprised how solutions can result. Avoid premature judgment and create a safe space for creativity and exploration.

8. Play to everyone’s strengths

You can’t expect the same type of insights from all team members. The beauty of having diverse people on your team is that they can all add to the conversation from their unique perspectives.

Assign roles and responsibilities based on team members' strengths and expertise. Encourage collaboration and reach potential solutions to problems by assigning tasks that require different skill sets.

For example, let’s say the customer support team’s workload increased in the last month. They don’t know why, but people keep complaining about their orders being wrong. The team is so busy trying to find quick solutions for the customers that they can’t take the time to get to the root cause of the problem.

You can’t afford to close the online store and decide to host a brainstorming session with one or two key players from each department. Inviting them to this session helps bring their own experiences to the table and will help you find the problem faster. Not necessarily the ones affected by an issue are the most suited to solve it.

9. Recognize and reward teamwork

Acknowledge and appreciate collaborative efforts within the team. Recognize individuals who actively contribute to problem-solving and emphasize the importance of teamwork. This will help you keep your team engaged and motivated as well as remind everyone that if they collaborate, they might get rewarded.

Give negative feedback in private with useful examples, and celebrate successes in public as a team. However, not everyone likes public recognition, so take time to understand what motivates different people from your team and implement it.

Encourage risk taking and turn failure into learning opportunities. Part of collaborating toward solutions is understanding that making mistakes is part of the process, and the faster you get to fail, the better.

The fastest way to succeed is by solving problems in groups

You can make mistakes as a tourist in Rome because the worst thing that could happen is getting lost for a couple of hours (and you can always call an Uber).

It’s different at work. Many people think that making mistakes could cause them to build up a bad reputation or, in extreme cases, lose their job. However, that mindset is what causes you to get stuck on a problem. And, if you don’t ask others to support you, you might struggle to come up with solutions in a timely manner.

But asking for help isn’t a mistake. It’s a sign of strength and your company should encourage people to seek different perspectives. To encourage your team to use collaboration to solve problems, build a psychologically safe environment for people to speak openly about their ideas.

Set common goals, eliminate siloed work, and promote a “yes, and…” mentality. And, along with leaving your ego at the door, you should get equipped with the right team collaboration tools .

Using a tool like Switchboard makes it easy for your team to work together to solve problems in a shared room. There, everyone can add files, edit content directly from browser-based applications, or include their ideas on a whiteboard to simplify team communication and reach solutions faster.

Work in groups to find the best solution to your business problems. Add a whiteboard to your Switchboard room and collect your worker’s ideas live or async. Learn more

Frequently asked questions about collaboration to solve problems

What is the purpose of collaboration.

The purpose of collaboration is to bring diverse people together to share ideas to work together towards solving a common goal. Teamwork can help organizations:

Shorten decision-making loops
Solve problems faster
Drive innovation
Improve knowledge sharing
Tighten team relationships
Get better at managing conflict
Create a sense of belonging

What is the difference between collaboration and compromise?

The difference between collaboration and compromise is that the first one aims to reach a common goal; while compromising, means finding a middle ground. Collaboration presents the opportunity to reach win-win solutions while compromising means someone needs to cede.

What is the difference between brainstorming and collaborative problem-solving?

The difference between brainstorming and collaborative problem-solving is that brainstorming is meant for doing group work to come up with ideas that may or may not solve a problem. Collaborative problem-solving, on the other hand, is much more structured and aims to find practical solutions to a specific problem (brainstorming can be one of the techniques used to reach that solution).

Keep reading

Musings on remote work and the future of collaboration

The best b2b marketing tools (for remote, hybrid, and distributed teams)

6 tips for how to give creative feedback

Stop, collaborate, and listen.

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More From Forbes

How to adopt a collaborative problem-solving approach through 'yes, and' thinking.

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After more than 24 years of coaching, I've noticed that teams and organizations still use traditional problem-solving techniques despite these being either obsolete or ineffective. For example, individuals still attempt to focus and dissect problems on their own with the hope of coming up with a solution by themselves.

I also notice a pattern of clients operating in silos. They have a tendency to equate the ability to solve problems by themselves as a form of independence and initiative. This works only to a certain degree. As the problem becomes more complex, this solo-solving technique becomes ineffective. Instead, teams should tap into the increasingly diverse and multidisciplinary pool that makes up the workforce. Not only is this useful for performance and productivity but also for problem solving.

I have found the collaborative problem-solving approach, by Alexander Hancock , to be an effective approach to achieving clients’ objectives. Collaborative problem solving occurs as you collaborate with other people to exchange information, ideas or perspectives. The essence of this type of collaboration is based on “yes, and” thinking – building on and valuing each other’s ideas.

Any individual, team or company can take advantage of this approach. I have found this approach to be most effective for companies facing problems that involve team members from different departments, backgrounds and personalities. This is also an approach that is usually unique to the coaching profession.

In any situation, when someone comes to you as a leader with a problem to discuss, your role is to help him or her look for the causes and discover solutions. Your role is not to resolve the problem alone but to guide them through collaborative problem-solving approach.

Attitudes For Collaborative Problem Solving

Hancock provides the list below of attitudes that are best paired with the approach:

• Win-win abundance thinking: Collaboration allows you to work with others to develop solutions that will benefit you both. The key concept is to believe that it is possible to create a synergistic solution before you create them. It is not "you vs. me" — we can both succeed. Develop an "abundance mentality" — there is enough for everyone. “If you win, we all win.”

• Patience: Collaboration takes time. You need to recognize that you are both helping one another to reach a resolution, and it may take more than one meeting to discuss. You will often need to work together over time to reach a satisfying solution that you will both agree on.

• “Yes, and” thinking: Move away from polarized (either/or) thinking, and develop a “yes, and” way of thinking. This thinking is supporting a suggested idea and building on the idea to make it better.

Benefits Of Collaborative Problem Solving

Collaborative problem solving opens communication and builds trust in the relationship as you and your co-collaborator discover that you are both working together toward a shared outcome. This increases a joint commitment to the relationship and to the organization. It also indicates a commitment to helping others reach their goals and objectives, and to improve everyone’s performance for the company or the organization. Collaborative communication also encourages finding creative solutions. This increases the likelihood that others will take ownership of an issue and its solution.

Collaborative Problem-Solving Techniques

There are techniques that can help you engage in collaborative communication. Here are a few examples:

• Build on and connect ideas, rather than discarding one idea and looking for another one.

• Explore the strengths and drawbacks of each idea, compare and balance the pluses and drawbacks of each idea.

• Convert drawbacks to new possibilities. Try to find ways to integrate and combine new possibilities into an existing idea.

• When sharing your own opinion, make sure you offer it as a suggestion and not as a directive. The intention of collaborative problem solving is to provide a catalyst for exploration and consideration, instead of having the other person accept your advice or direction.

The collaborative problem-solving approach paves ways to open communication, trust, better planning and smooth implementation of a plan or strategy.

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Culture Development

Workplace problem-solving examples: real scenarios, practical solutions.

March 11, 2024

In today’s fast-paced and ever-changing work environment, problems are inevitable. From conflicts among employees to high levels of stress, workplace problems can significantly impact productivity and overall well-being. However, by developing the art of problem-solving and implementing practical solutions, organizations can effectively tackle these challenges and foster a positive work culture. In this article, we will delve into various workplace problem scenarios and explore strategies for resolution. By understanding common workplace problems and acquiring essential problem-solving skills, individuals and organizations can navigate these challenges with confidence and success.

Understanding Workplace Problems

Before we can effectively solve workplace problems , it is essential to gain a clear understanding of the issues at hand. Identifying common workplace problems is the first step toward finding practical solutions. By recognizing these challenges, organizations can develop targeted strategies and initiatives to address them.

Identifying Common Workplace Problems

One of the most common workplace problems is conflict. Whether it stems from differences in opinions, miscommunication, or personality clashes, conflict can disrupt collaboration and hinder productivity. It is important to note that conflict is a natural part of any workplace, as individuals with different backgrounds and perspectives come together to work towards a common goal. However, when conflict is not managed effectively, it can escalate and create a toxic work environment.

In addition to conflict, workplace stress and burnout pose significant challenges. High workloads, tight deadlines, and a lack of work-life balance can all contribute to employee stress and dissatisfaction. When employees are overwhelmed and exhausted, their performance and overall well-being are compromised. This not only affects the individuals directly, but it also has a ripple effect on the entire organization.

Another common workplace problem is poor communication. Ineffective communication can lead to misunderstandings, delays, and errors. It can also create a sense of confusion and frustration among employees. Clear and open communication is vital for successful collaboration and the smooth functioning of any organization.

The Impact of Workplace Problems on Productivity

Workplace problems can have a detrimental effect on productivity levels. When conflicts are left unresolved, they can create a tense work environment, leading to decreased employee motivation and engagement. The negative energy generated by unresolved conflicts can spread throughout the organization, affecting team dynamics and overall performance.

Similarly, high levels of stress and burnout can result in decreased productivity, as individuals may struggle to focus and perform optimally. When employees are constantly under pressure and overwhelmed, their ability to think creatively and problem-solve diminishes. This can lead to a decline in the quality of work produced and an increase in errors and inefficiencies.

Poor communication also hampers productivity. When information is not effectively shared or understood, it can lead to misunderstandings, delays, and rework. This not only wastes time and resources but also creates frustration and demotivation among employees.

Furthermore, workplace problems can negatively impact employee morale and job satisfaction. When individuals are constantly dealing with conflicts, stress, and poor communication, their overall job satisfaction and engagement suffer. This can result in higher turnover rates, as employees seek a healthier and more supportive work environment.

In conclusion, workplace problems such as conflict, stress, burnout, and poor communication can significantly hinder productivity and employee well-being. Organizations must address these issues promptly and proactively to create a positive and productive work atmosphere. By fostering open communication, providing support for stress management, and promoting conflict resolution strategies, organizations can create a work environment that encourages collaboration, innovation, and employee satisfaction.

The Art of Problem Solving in the Workplace

Now that we have a clear understanding of workplace problems, let’s explore the essential skills necessary for effective problem-solving in the workplace. By developing these skills and adopting a proactive approach, individuals can tackle problems head-on and find practical solutions.

Problem-solving in the workplace is a complex and multifaceted skill that requires a combination of analytical thinking, creativity, and effective communication. It goes beyond simply identifying problems and extends to finding innovative solutions that address the root causes.

Essential Problem-Solving Skills for the Workplace

To effectively solve workplace problems, individuals should possess a range of skills. These include strong analytical and critical thinking abilities, excellent communication and interpersonal skills, the ability to collaborate and work well in a team, and the capacity to adapt to change. By honing these skills, individuals can approach workplace problems with confidence and creativity.

Analytical and critical thinking skills are essential for problem-solving in the workplace. They involve the ability to gather and analyze relevant information, identify patterns and trends, and make logical connections. These skills enable individuals to break down complex problems into manageable components and develop effective strategies to solve them.

Effective communication and interpersonal skills are also crucial for problem-solving in the workplace. These skills enable individuals to clearly articulate their thoughts and ideas, actively listen to others, and collaborate effectively with colleagues. By fostering open and honest communication channels, individuals can better understand the root causes of problems and work towards finding practical solutions.

Collaboration and teamwork are essential for problem-solving in the workplace. By working together, individuals can leverage their diverse skills, knowledge, and perspectives to generate innovative solutions. Collaboration fosters a supportive and inclusive environment where everyone’s ideas are valued, leading to more effective problem-solving outcomes.

The ability to adapt to change is another important skill for problem-solving in the workplace. In today’s fast-paced and dynamic work environment, problems often arise due to changes in technology, processes, or market conditions. Individuals who can embrace change and adapt quickly are better equipped to find solutions that address the evolving needs of the organization.

The Role of Communication in Problem Solving

Communication is a key component of effective problem-solving in the workplace. By fostering open and honest communication channels, individuals can better understand the root causes of problems and work towards finding practical solutions. Active listening, clear and concise articulation of thoughts and ideas, and the ability to empathize are all valuable communication skills that facilitate problem-solving.

Active listening involves fully engaging with the speaker, paying attention to both verbal and non-verbal cues, and seeking clarification when necessary. By actively listening, individuals can gain a deeper understanding of the problem at hand and the perspectives of others involved. This understanding is crucial for developing comprehensive and effective solutions.

Clear and concise articulation of thoughts and ideas is essential for effective problem-solving communication. By expressing oneself clearly, individuals can ensure that their ideas are understood by others. This clarity helps to avoid misunderstandings and promotes effective collaboration.

Empathy is a valuable communication skill that plays a significant role in problem-solving. By putting oneself in the shoes of others and understanding their emotions and perspectives, individuals can build trust and rapport. This empathetic connection fosters a supportive and collaborative environment where everyone feels valued and motivated to contribute to finding solutions.

In conclusion, problem-solving in the workplace requires a combination of essential skills such as analytical thinking, effective communication, collaboration, and adaptability. By honing these skills and fostering open communication channels, individuals can approach workplace problems with confidence and creativity, leading to practical and innovative solutions.

Real Scenarios of Workplace Problems

Now, let’s explore some real scenarios of workplace problems and delve into strategies for resolution. By examining these practical examples, individuals can develop a deeper understanding of how to approach and solve workplace problems.

Conflict Resolution in the Workplace

Imagine a scenario where two team members have conflicting ideas on how to approach a project. The disagreement becomes heated, leading to a tense work environment. To resolve this conflict, it is crucial to encourage open dialogue between the team members. Facilitating a calm and respectful conversation can help uncover underlying concerns and find common ground. Collaboration and compromise are key in reaching a resolution that satisfies all parties involved.

In this particular scenario, let’s dive deeper into the dynamics between the team members. One team member, let’s call her Sarah, strongly believes that a more conservative and traditional approach is necessary for the project’s success. On the other hand, her colleague, John, advocates for a more innovative and out-of-the-box strategy. The clash between their perspectives arises from their different backgrounds and experiences.

As the conflict escalates, it is essential for a neutral party, such as a team leader or a mediator, to step in and facilitate the conversation. This person should create a safe space for both Sarah and John to express their ideas and concerns without fear of judgment or retribution. By actively listening to each other, they can gain a better understanding of the underlying motivations behind their respective approaches.

During the conversation, it may become apparent that Sarah’s conservative approach stems from a fear of taking risks and a desire for stability. On the other hand, John’s innovative mindset is driven by a passion for pushing boundaries and finding creative solutions. Recognizing these underlying motivations can help foster empathy and create a foundation for collaboration.

As the dialogue progresses, Sarah and John can begin to identify areas of overlap and potential compromise. They may realize that while Sarah’s conservative approach provides stability, John’s innovative ideas can inject fresh perspectives into the project. By combining their strengths and finding a middle ground, they can develop a hybrid strategy that incorporates both stability and innovation.

Ultimately, conflict resolution in the workplace requires effective communication, active listening, empathy, and a willingness to find common ground. By addressing conflicts head-on and fostering a collaborative environment, teams can overcome challenges and achieve their goals.

Dealing with Workplace Stress and Burnout

Workplace stress and burnout can be debilitating for individuals and organizations alike. In this scenario, an employee is consistently overwhelmed by their workload and experiencing signs of burnout. To address this issue, organizations should promote a healthy work-life balance and provide resources to manage stress effectively. Encouraging employees to take breaks, providing access to mental health support, and fostering a supportive work culture are all practical solutions to alleviate workplace stress.

In this particular scenario, let’s imagine that the employee facing stress and burnout is named Alex. Alex has been working long hours, often sacrificing personal time and rest to meet tight deadlines and demanding expectations. As a result, Alex is experiencing physical and mental exhaustion, reduced productivity, and a sense of detachment from work.

Recognizing the signs of burnout, Alex’s organization takes proactive measures to address the issue. They understand that employee well-being is crucial for maintaining a healthy and productive workforce. To promote a healthy work-life balance, the organization encourages employees to take regular breaks and prioritize self-care. They emphasize the importance of disconnecting from work during non-working hours and encourage employees to engage in activities that promote relaxation and rejuvenation.

Additionally, the organization provides access to mental health support services, such as counseling or therapy sessions. They recognize that stress and burnout can have a significant impact on an individual’s mental well-being and offer resources to help employees manage their stress effectively. By destigmatizing mental health and providing confidential support, the organization creates an environment where employees feel comfortable seeking help when needed.

Furthermore, the organization fosters a supportive work culture by promoting open communication and empathy. They encourage managers and colleagues to check in with each other regularly, offering support and understanding. Team members are encouraged to collaborate and share the workload, ensuring that no one person is overwhelmed with excessive responsibilities.

By implementing these strategies, Alex’s organization aims to alleviate workplace stress and prevent burnout. They understand that a healthy and balanced workforce is more likely to be engaged, productive, and satisfied. Through a combination of promoting work-life balance, providing mental health support, and fostering a supportive work culture, organizations can effectively address workplace stress and create an environment conducive to employee well-being.

Practical Solutions to Workplace Problems

Now that we have explored real scenarios, let’s discuss practical solutions that organizations can implement to address workplace problems. By adopting proactive strategies and establishing effective policies, organizations can create a positive work environment conducive to problem-solving and productivity.

Implementing Effective Policies for Problem Resolution

Organizations should have clear and well-defined policies in place to address workplace problems. These policies should outline procedures for conflict resolution, channels for reporting problems, and accountability measures. By ensuring that employees are aware of these policies and have easy access to them, organizations can facilitate problem-solving and prevent issues from escalating.

Promoting a Positive Workplace Culture

A positive workplace culture is vital for problem-solving. By fostering an environment of respect, collaboration, and open communication, organizations can create a space where individuals feel empowered to address and solve problems. Encouraging teamwork, recognizing and appreciating employees’ contributions, and promoting a healthy work-life balance are all ways to cultivate a positive workplace culture.

The Role of Leadership in Problem Solving

Leadership plays a crucial role in facilitating effective problem-solving within organizations. Different leadership styles can impact how problems are approached and resolved.

Leadership Styles and Their Impact on Problem-Solving

Leaders who adopt an autocratic leadership style may make decisions independently, potentially leaving their team members feeling excluded and undervalued. On the other hand, leaders who adopt a democratic leadership style involve their team members in the problem-solving process, fostering a sense of ownership and empowerment. By encouraging employee participation, organizations can leverage the diverse perspectives and expertise of their workforce to find innovative solutions to workplace problems.

Encouraging Employee Participation in Problem Solving

To harness the collective problem-solving abilities of an organization, it is crucial to encourage employee participation. Leaders can create opportunities for employees to contribute their ideas and perspectives through brainstorming sessions, team meetings, and collaborative projects. By valuing employee input and involving them in decision-making processes, organizations can foster a culture of inclusivity and drive innovative problem-solving efforts.

In today’s dynamic work environment, workplace problems are unavoidable. However, by understanding common workplace problems, developing essential problem-solving skills, and implementing practical solutions, individuals and organizations can navigate these challenges effectively. By fostering a positive work culture, implementing effective policies, and encouraging employee participation, organizations can create an environment conducive to problem-solving and productivity. With proactive problem-solving strategies in place, organizations can thrive and overcome obstacles, ensuring long-term success and growth.

What is Team Morale and How to Boost It

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Project Convergence: Achieving Overmatch by Solving Joint Problems

By John Michael Murray and Richard E. Hagner Joint Force Quarterly 103

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A s the United States confronts Great Power competition (GPC), incremental improvements to individual Service capabilities will not produce a military able to decisively win on the battlefield. Although important, the enhanced range, precision, and survivability of our weapons systems are just one part of achieving overmatch. When employed effectively, advancements in artificial intelligence (AI) and machine learning, robotics, and autonomy improve our weapons systems’ effectiveness by boosting the decisionmaking pace of our commanders and reducing the options for our adversaries. Success on the battlefield depends on whether we leverage these new technologies to create simultaneous dilemmas across multiple domains.

This article describes what Army Futures Command, in cooperation with the Air Force, Navy, Marine Corps, and coalition partners, is doing to advance emerging technologies and ensure that we achieve convergence —that is, the full integration of effects across all domains to reach overmatch on the battlefield. Project Convergence is the Army’s contribution to the Combined Joint All-Domain Command and Control (CJADC2) concept and will help inform the joint warfighting concept.

GPC and the Need for Overmatch

National security experts agree that gaps in military capability are closing. Better China-Russia relations and accelerated innovations in defense are “eroding U.S. military advantage.” 1 Russia and China are quickly closing in on American military superiority. A Department of Defense report to Congress in 2020 describes China’s goal “to become a ‘world-class’ military by the end of 2049” and outlines the steps the People’s Liberation Army has taken to achieve that objective, including investments in emerging AI and cloud computing technologies. 2 This investment in emerging technologies could result in an asymmetric advantage—an ability to achieve an advantage in one domain through sheer speed of data processing.

The National Defense Strategy (NDS) and National Military Strategy (NMS) address the reemergence of GPC. The NDS points to “military modernization” by China and “use of emerging technologies” by Russia to achieve their respective regional goals. 3 A summary of the NMS states that “the reemergence of Great Power competition with China and Russia represent[s] the most difficult challenges facing the Joint Force.” 4 The NDS and NMS acknowledge and address what policy experts have stated: the military gap between the United States and its near-peers is closing. The result is a complex and dynamic environment the likes of which the U.S. military has not faced since the end of World War II.

The challenge of GPC will likely persist for decades as countries develop and employ new systems and technologies, driving competition for information and military superiority. The goal of the United States is to deter through competition but, if needed, win in conflict. Overmatch is the key. Chairman of the Joint Chiefs of Staff General Mark Milley has called for a new modernization approach to deliver “capabilities that are 10 times more lethal than those they replace.” 5 But achieving the 10 times overmatch in individual systems is cost-prohibitive and inefficient. Experts in defense modernization efforts and processes have rightly criticized the lack of integration of these systems—the lack of convergence to accelerate the kill chain. 6

Army Futures Command leads persistent Army modernization and was created to “regain overmatch in MDO [multidomain operations]” and “provide the ‘10x’ capability with increased range, lethality, reliability and survivability.” 7 To enable true overmatch, we must expand that concept of the kill chain and develop “sensor-to-shooter webs” via a new model that shifts away from postdelivery interdependence to prerequirement integration. 8 We will accomplish this overmatch, with our partners, through Project Convergence.

A Campaign of Learning

Project Convergence is a campaign of learning designed to inform how we fight, how we organize, what we fight with, and even who we are. It incorporates the Army’s modernization efforts and culminates in an annual capstone event. The approach monitors the progress of emerging technologies and science and technology investments, which allows us to assess those relatively immature technologies ripe for development and include them into the capstone event. It also shows us the technical challenges or problems we need to address to maximize the collective capability of our signature systems. In this sense, the 10 times overmatch requires only 4 times modernization for the signature programs—the remainder is accomplished through integration of emerging technologies and results in a capability greater than the sum of its parts. This assessment informs the technologies and objectives included in the capstone event. The first event, Project Convergence 20, was held at Yuma Proving Ground in August and September 2020.

Project Convergence 20 was designed as a proof of concept for a new way of advancing technologies. The value of Project Convergence 20, and the catalyst for its success, was the ability to bring together Soldiers and scientists from our various laboratories, program executive offices, and cross-functional teams. For 5 weeks, these teams worked together to solve interoperability problems and advance science and technology efforts, operating outside of the traditional stovepiped model. This collaboration included nightly revisions of code—an effort that would have taken months of back and forth between the engineers and scientists working on systems in our labs. The process of identifying integration barriers and immediately addressing them also highlighted the need for an open architecture design, an observation well documented by those with experience in the defense industrial complex and those in Congress. 9

The result of this focused collaboration was the acceleration of certain programs along the technology readiness level (TRL) stages depicted in the figure. The most striking case may be that of Firestorm, a government-owned target deconfliction platform enabled by AI. Firestorm not only deconflicts airspace but also recommends the best shooter for a given target. It employs AI and machine learning to assess the target and friendly capabilities and determine the priority of the target. The Firestorm example is significant for three reasons. First, from a technology development perspective, Firestorm was able to advance from TRL 3 to TRL 6 because of the experimental conditions established at Yuma. Second, the AI aspect of Firestorm reduced from minutes to seconds the time from sensor to shooter. Whereas a traditional call-for-fire mission takes anywhere from 10 to 20 minutes, Firestorm accomplished it in less than 30 seconds in Yuma. Such a reduction in time will have a significant operational impact.

Finally, and perhaps most important, the process of integrating sensors and shooters through Firestorm allowed us to reassess objectives. By demonstrating our ability to connect sensors to shooters in a way that dramatically reduced the time from target identification to engagement, we were able to reevaluate what the joint kill web requires to be effective. We went into Project Convergence 20 with the objective of connecting “any sensor, any shooter, and any C2 node.” Through the weeks of resolving technical issues and contemplating the implications of what we had accomplished, we adjusted that objective to “all sensors, the best shooter, and the right C2 node.” Although we want to utilize all sensors available, convergence requires that we identify the best shooter and right C2 node at the speed of relevance.

We approach this AI-enabled objective attentive to the concerns policy experts have expressed about ensuring there is always a person making the decision—this is Army policy. 10 Though the discussion of human-in-the-loop and human-on-the-loop is important for determining how we employ AI, robotics, and autonomy, we first need to prove that we can develop the loop. Future war will occur at machine speed. Militaries able to engage at that speed will have a decisive advantage. Project Convergence allows us to test our ability to employ these technologies across the joint force.

AI is just one emerging military technology the Army and its adversaries are pursuing. Policy experts advising Congress have identified autonomous weapons, hypersonics, directed energy, biotechnology, and quantum technology as areas of both opportunity and concern. 11 Project Convergence is a venue to test and conduct analysis on these technologies. Project Convergence 20 set the foundation for Army modernization efforts moving forward. Convergence, however, is not just about Army systems; a common concern among policymakers is how we integrate with joint and coalition partners. 12 We began to address this concern at Yuma, when the Marine Corps provided an opportunity to include an F-35B. Initially, the F-35B could not communicate with ground troops. By the end of the exercise, the F-35B integrated into the kill web as a sensor for ground shooters and a shooter for ground observers. This example presents just one type of problem that we want to work with the joint force to solve.

Informing Joint Concepts by Solving Joint Problems

The Army Modernization Strategy offers guidance on such matters as what we fight with, how we fight, and who we are. 13 Project Convergence puts that guidance into action by establishing a systematic sequence of events designed to integrate the systems we fight with, inform how we fight, and develop the force required to win in the age of GPC. The table shows Army Futures Command’s approach to executing the Army Modernization Strategy through Project Convergence. Building on Project Convergence 20, next year’s capstone event will focus on joint integration by using joint mission threads to test and evaluate emerging technologies. In 2022, the capstone event will include British and Australian technologies that we and coalition partners will begin to integrate.

Winning matters—but winning together matters more. As we turn to Project Convergence 21, we will focus specifically on the joint force. Project Convergence 21 will build on Convergence 20 in two substantial ways. First, it is set as a U.S. Indo-Pacific Command scenario and will incorporate the multidomain task force (MDTF), a division headquarters, and a brigade combat team. This scenario will better inform the joint warfighting concept as well as MDTF functions and requirements. The inclusion of the Air Force’s Advanced Battle Management System and fifth-generation fighters provides opportunities to identify and resolve barriers to effective sensor-shooter connectivity at the joint level. This cooperation is the result of recent Army–Air Force talks and a signed memorandum of understanding between General Charles Brown, chief of staff of the Air Force, and General James McConville, chief of staff of the Army, and the need for both Services to inform the Joint Staff–led JADC2 effort.

There is also increased understanding that “JADC2 cannot be a single approach to achieving convergence but must be a composite of several solutions tailored to the several different environments comprising the expanded battlefield.” 14 Therefore, Project Convergence is the Army’s contribution to JADC2, providing a tailored solution for the land domain and a way to test integration into the “expanded battlefield.” This effort is similar to the Air Force approach for Advanced Battle Management System. Initially developed as an on-ramp model, the Air Force effort is now structured as “Architecture Evaluation Events” complementing Project Convergence. The Navy’s integration endeavors, Project Overmatch and the Naval Introductory Flight Evaluation program, take comparable approaches to informing JADC2 requirements. These Service-driven efforts, however, are not mutually exclusive. For example, to address the challenge of linking sensors and shooters across domains, Project Convergence 21 will include the Air Force’s F-35 and Navy’s Aegis systems. In addition to contributing to JADC2, this interservice cooperation in Project Convergence allows us to identify and address the technical hurdles spotted in the multidomain battle concept of General David Perkins, USA, and General James Holmes, USAF. 15

Project Convergence 22 will build on the momentum gained in 2021, continuing to contribute to JADC2 and informing the joint warfighting concept. Coalition participation in Project Convergence 22 will further develop these concepts and expand the battlefield—and introduce the Combined JADC2 concept. Our position going in is that we will always fight with a coalition, and thus interoperability must be fundamental to our C2 systems. Given the significant data-sharing challenges among coalition units, we are already working with our British and Australian counterparts to identify the technical and policy barriers that must be addressed prior to and during the 2022 capstone event.

Learning from the Past

Project Convergence is an ambitious endeavor. Observers have already cautioned that including too many systems too quickly could derail the new modernization effort and lead the Army astray from its goals. 16 These concerns are valid and should be kept in mind as we move forward. Fortunately, we have several historical examples to inform our approach. Some of these examples—for instance, Future Combat Systems (FCS) and Network Integration Evaluations (NIE)—illustrate how modernization efforts can become too ambitious, be ahead of emerging technology, and not meet the needs of Soldiers and commanders. Less often discussed are the success stories, such as the Louisiana and Tennessee maneuvers prior to World War II and more recent 9 th Infantry Division (ID) and 4 th ID modernization efforts prior to 9/11. The success and failures of these efforts not only have informed our approach but also provide a way ahead for joint force modernization.

It is natural to form opinions of a new initiative or approach by looking to past efforts meant to accomplish the same goals. When discussing Project Convergence, observers typically mention two predecessors: FCS and NIE. While both FCS and NIE ultimately failed to achieve their objectives of a modernized and network-centric force, both have critical lessons to teach us. Perhaps the most important takeaway deals with the requirements process. In the case of FCS, requirements were defined with the anticipation that promising technologies would mature along a predictable timeline. As the RAND autopsy of FCS found:

The Army’s combat developers set out to design an entire brigade of networked systems and subsystems from the ground up, taking advantage of advanced technologies that were largely underdeveloped, untested, and unknown, but were assumed eventually to be capable of achieving revolutionary levels of interoperability and tactical coordination. 17

A key component of Project Convergence is to test emerging technologies before they become a requirement in a program of record. The experimentation conducted at Project Convergence then determines which promising technologies are “capable of achieving revolutionary levels of interoperability and tactical coordination” 18 and which need more time to develop.

The Army’s NIE design likewise relied on preset requirements. At NIE, new systems were put in the hands of operational units to test interoperability and usability; unlike those at FCS, the technologies enabling these systems were already mature. The flaw resulted from the requirements of each individual system being established prior to testing its interoperability or putting it in the hands of Soldiers. The result was multiple high-profile programs being identified as unable to either integrate into a system of systems or meet the needs of the Soldiers and commanders employing them. Project Convergence tests interoperability and leverages the Army’s Soldier-centered design to inform the requirements process. This approach ensures delivery of a desirable capability able to seamlessly integrate with other systems.

Incorporating this two-pronged approach, assessing emerging technology and getting it in the hands of Soldiers and commanders, is critical to the success of Army and joint force modernization. As the RAND report on FCS astutely pointed out, “Any acquisition program faces the dual risks that the future capabilities envisioned today may not meet the actual operational needs of tomorrow and that technological progress simply may not occur as quickly as anticipated.” 19 Project Convergence addresses both threats by using real-world vignettes to inform future operational requirements and evaluating emerging technology to determine what is viable.

There are, of course, examples of successful military modernization efforts that properly considered the emerging technologies and forecasted operating environment. In the leadup to World War II, General George Marshall and General George Patton led the Louisiana and Tennessee maneuvers, respectively. At the time, the emerging technologies were aircraft, tanks, and radios, and the operating environment was Europe. These exercises not only tested the new capabilities but also identified scenarios that replicated the operational needs for war in Europe, to change how the Army fought. Today, the emerging technology is AI, robotics, and autonomy, and the future operating environment will be asymmetric, highly lethal, and hyperactive across all domains.

More recent examples of the 9 th ID and 4 th ID modernization reinforce the benefit of including Soldiers and command nodes in modernization efforts. Such inclusion informs how we fight and the force structure required to effectively use new systems. Incorporating headquarters at echelon (MDTF, Data and Information Viewpoint, and brigade) and Soldiers into the Project Convergence design allows us to do more than experiment with emerging technology; we can test how we employ that technology effectively through force structure, concepts, and doctrine across the joint force. At its core, Project Convergence is a process of “discovery experimentation”—that is, “a deliberately crafted and planned approach for addressing an issue long before it becomes a pressing problem” and one that “allows operators to interact with new or potential concepts and capabilities to explore their military utility.” 20 This tactic, built on lessons from past modernization efforts, provides a framework to identify joint warfighting problems; evaluate potential technological solutions; contribute to joint interoperability, via CJADC2; and inform the joint warfighting concept. Project Convergence allows us to create our own “Yuma Maneuvers” to apply the pre–World War II objectives of the Louisiana maneuvers to today’s joint force.

Great Power competition requires overmatch—and thus a transformation of the joint force to ensure it. General McConville has stated, “In the face of determined adversaries and accelerating technological advances, we must transform today to meet tomorrow’s challenges.” 21 Tomorrow’s challenges are rapidly approaching, and through Project Convergence, Army Forces Command is spearheading the required changes. By leveraging joint mission threads to test and evaluate emerging technology, Project Convergence establishes a process to identify and solve joint problems. This approach to persistent modernization ensures that all efforts build toward eventual and recurring demonstration of joint force capabilities and that we remain grounded in the operational problems we are trying to solve. Collaboration widens our view and expands the collective appreciation of the challenges ahead, specifically those that our respective Services cannot solve alone. Resolving these technical challenges together, and applying new technology to known mission sets, allows us to establish a common architecture (CJADC2) and approach the new joint warfighting concept with an understanding of how we fight, how we organize, and what we fight with. JFQ

1 Andrea Kendall-Taylor and Jeffrey Edmonds, “Addressing Deepening Russia-China Relations,” Center for a New American Security, August 31, 2020, available at < https://www.cnas.org/publications/commentary/addressing-deepening-russia-china-relations >.

2 Military and Security Developments Involving the People’s Republic of China: Annual Report to Congress 2020 (Washington, DC: Department of Defense, 2020).

3 Summary of the 2018 National Defense Strategy of the United States of America: Sharpening the American Military’s Competitive Edge (Washington, DC: Department of Defense, 2018).

4 Description of the National Military Strategy 2018 (Washington, DC: The Joint Staff, 2018).

5 Daniel Gour é , “Winning Future Wars: Modernization and a 21 st Century Defense Industrial Base,” Heritage Foundation, October 4, 2018, available at < https://www.heritage.org/military-strength-topical-essays/2019-essays/winning-future-wars-modernization-and-21st-century >.

6 Christian Brose, The Kill Chain: Defending America in the Future of High-Tech Warfare (New York: Hachette Books, 2020).

7 Daniel S. Roper and Jessica Grassetti, Seizing the High Ground —United States Army Futures Command , ILW Spotlight 18-4 (Arlington, VA: Institute of Land Warfare, Association of the U.S. Army, October 2018), available at < https://www.ausa.org/sites/default/files/publications/SL-18-4-Seizing-the-High-Ground-United-States-Army-Futures-Command.pdf >.

8 David G. Perkins and James M. Holmes, “Multidomain Battle: Converging Concepts Toward a Joint Solution,” Joint Force Quarterly 88 (1 st Quarter 2018), 54–57.

9 Brose, The Kill Chain .

10 Paul Scharre, Army of None: Autonomous Weapons and the Future of War (New York: Norton, 2018).

11 Kelley M. Sayler, Emerging Military Technologies: Background and Issues for Congress , R46458 (Washington, DC: Congressional Research Service, 2020).

12 John Hoehn, Joint All-Domain Command and Control (JADC2) (Washington, DC: Congressional Research Service, updated June 4, 2021).

13 U.S. Army, “Army Modernization Strategy: Investing in the Future,” 2019, available at < https://www.army.mil/e2/downloads/rv7/2019_army_modernization_strategy_final.pdf >.

14 J.P. Clark et al., “Command in Joint All-Domain Operations: Some Considerations,” Carlisle Scholars Program, 2020.

15 Perkins and Holmes, “Multidomain Battle.”

16 Thomas Spoehr, “Project Convergence: Its Success Could Draw Army Astray,” Breaking Defense , November 13, 2020, available at < https://breakingdefense.com/2020/11/project-convergence-its-success-could-draw-army-astray/ >.

17 Christopher G. Pernin et al., Lessons from the Army’s Future Combat Systems Program (Santa Monica, CA: RAND, 2012), available at < https://www.rand.org/pubs/monographs/MG1206.html >.

20 Kevin M. Woods and Thomas C. Greenwood, “Multidomain Battle: Time for a Campaign of Joint Experimentation,” Joint Force Quarterly 88 (1 st Quarter 2018), 14–21.

21 James C. McConville, “AUSA Noon Report,” Association of the U.S. Army, January 19, 2021.

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Make Negotiating Easier by Approaching It as “Joint Problem Solving”

For some people, negotiating comes naturally. For the rest of us, it can feel intimidating, awkward, and slightly confrontational. If this rings true for you, and you have trouble negotiating, try approaching it as “joint problem solving” instead.

Harvard Business Review says that approaching a negotiation as a confrontation actually helps ensure that it will be confrontational. Here’s the alternative they suggest:

Instead, approach it as an act of joint problem-solving: What are the critical issues at hand, what are my interests and their interests, and what are some different possible options for satisfying those various interests?

Instead of focusing on what either of you will have to give up, focus on a creative solution. Of course, you don’t want to be a complete pushover during the negotiating process, either. Just keep in mind—joint problem solving includes your needs, too. This perspective can make it a little easier to negotiate when you’re not a fan of it in the first place. For more detail, check out the full post, below.

How to Negotiate Nicely Without Being a Pushover | HBR

Photo by Flazingo Photos .

26 Expert-Backed Problem Solving Examples – Interview Answers

Published: February 13, 2023

Interview Questions and Answers

Actionable advice from real experts:

Biron Clark

Former Recruiter

Contributor

Dr. Kyle Elliott

Career Coach

Hayley Jukes

Editor-in-Chief

Biron Clark , Former Recruiter

Kyle Elliott , Career Coach

Hayley Jukes , Editor

As a recruiter , I know employers like to hire people who can solve problems and work well under pressure.

A job rarely goes 100% according to plan, so hiring managers are more likely to hire you if you seem like you can handle unexpected challenges while staying calm and logical.

But how do they measure this?

Hiring managers will ask you interview questions about your problem-solving skills, and they might also look for examples of problem-solving on your resume and cover letter.

In this article, I’m going to share a list of problem-solving examples and sample interview answers to questions like, “Give an example of a time you used logic to solve a problem?” and “Describe a time when you had to solve a problem without managerial input. How did you handle it, and what was the result?”

Problem-solving involves identifying, prioritizing, analyzing, and solving problems using a variety of skills like critical thinking, creativity, decision making, and communication.
Describe the Situation, Task, Action, and Result ( STAR method ) when discussing your problem-solving experiences.
Tailor your interview answer with the specific skills and qualifications outlined in the job description.
Provide numerical data or metrics to demonstrate the tangible impact of your problem-solving efforts.

What are Problem Solving Skills?

Problem-solving is the ability to identify a problem, prioritize based on gravity and urgency, analyze the root cause, gather relevant information, develop and evaluate viable solutions, decide on the most effective and logical solution, and plan and execute implementation.

Problem-solving encompasses other skills that can be showcased in an interview response and your resume. Problem-solving skills examples include:

Critical thinking
Analytical skills
Decision making
Research skills
Technical skills
Communication skills
Adaptability and flexibility

Why is Problem Solving Important in the Workplace?

Problem-solving is essential in the workplace because it directly impacts productivity and efficiency. Whenever you encounter a problem, tackling it head-on prevents minor issues from escalating into bigger ones that could disrupt the entire workflow.

Beyond maintaining smooth operations, your ability to solve problems fosters innovation. It encourages you to think creatively, finding better ways to achieve goals, which keeps the business competitive and pushes the boundaries of what you can achieve.

Effective problem-solving also contributes to a healthier work environment; it reduces stress by providing clear strategies for overcoming obstacles and builds confidence within teams.

Examples of Problem-Solving in the Workplace

Correcting a mistake at work, whether it was made by you or someone else
Overcoming a delay at work through problem solving and communication
Resolving an issue with a difficult or upset customer
Overcoming issues related to a limited budget, and still delivering good work through the use of creative problem solving
Overcoming a scheduling/staffing shortage in the department to still deliver excellent work
Troubleshooting and resolving technical issues
Handling and resolving a conflict with a coworker
Solving any problems related to money, customer billing, accounting and bookkeeping, etc.
Taking initiative when another team member overlooked or missed something important
Taking initiative to meet with your superior to discuss a problem before it became potentially worse
Solving a safety issue at work or reporting the issue to those who could solve it
Using problem solving abilities to reduce/eliminate a company expense
Finding a way to make the company more profitable through new service or product offerings, new pricing ideas, promotion and sale ideas, etc.
Changing how a process, team, or task is organized to make it more efficient
Using creative thinking to come up with a solution that the company hasn’t used before
Performing research to collect data and information to find a new solution to a problem
Boosting a company or team’s performance by improving some aspect of communication among employees
Finding a new piece of data that can guide a company’s decisions or strategy better in a certain area

Problem-Solving Examples for Recent Grads/Entry-Level Job Seekers

Coordinating work between team members in a class project
Reassigning a missing team member’s work to other group members in a class project
Adjusting your workflow on a project to accommodate a tight deadline
Speaking to your professor to get help when you were struggling or unsure about a project
Asking classmates, peers, or professors for help in an area of struggle
Talking to your academic advisor to brainstorm solutions to a problem you were facing
Researching solutions to an academic problem online, via Google or other methods
Using problem solving and creative thinking to obtain an internship or other work opportunity during school after struggling at first

How To Answer “Tell Us About a Problem You Solved”

When you answer interview questions about problem-solving scenarios, or if you decide to demonstrate your problem-solving skills in a cover letter (which is a good idea any time the job description mentions problem-solving as a necessary skill), I recommend using the STAR method.

STAR stands for:

It’s a simple way of walking the listener or reader through the story in a way that will make sense to them.

Start by briefly describing the general situation and the task at hand. After this, describe the course of action you chose and why. Ideally, show that you evaluated all the information you could given the time you had, and made a decision based on logic and fact. Finally, describe the positive result you achieved.

Note: Our sample answers below are structured following the STAR formula. Be sure to check them out!

EXPERT ADVICE

Dr. Kyle Elliott , MPA, CHES Tech & Interview Career Coach caffeinatedkyle.com

How can I communicate complex problem-solving experiences clearly and succinctly?

Before answering any interview question, it’s important to understand why the interviewer is asking the question in the first place.

When it comes to questions about your complex problem-solving experiences, for example, the interviewer likely wants to know about your leadership acumen, collaboration abilities, and communication skills, not the problem itself.

Therefore, your answer should be focused on highlighting how you excelled in each of these areas, not diving into the weeds of the problem itself, which is a common mistake less-experienced interviewees often make.

Tailoring Your Answer Based on the Skills Mentioned in the Job Description

As a recruiter, one of the top tips I can give you when responding to the prompt “Tell us about a problem you solved,” is to tailor your answer to the specific skills and qualifications outlined in the job description.

Once you’ve pinpointed the skills and key competencies the employer is seeking, craft your response to highlight experiences where you successfully utilized or developed those particular abilities.

For instance, if the job requires strong leadership skills, focus on a problem-solving scenario where you took charge and effectively guided a team toward resolution.

By aligning your answer with the desired skills outlined in the job description, you demonstrate your suitability for the role and show the employer that you understand their needs.

Amanda Augustine expands on this by saying:

“Showcase the specific skills you used to solve the problem. Did it require critical thinking, analytical abilities, or strong collaboration? Highlight the relevant skills the employer is seeking.”

Interview Answers to “Tell Me About a Time You Solved a Problem”

Now, let’s look at some sample interview answers to, “Give me an example of a time you used logic to solve a problem,” or “Tell me about a time you solved a problem,” since you’re likely to hear different versions of this interview question in all sorts of industries.

The example interview responses are structured using the STAR method and are categorized into the top 5 key problem-solving skills recruiters look for in a candidate.

1. Analytical Thinking

Situation: In my previous role as a data analyst , our team encountered a significant drop in website traffic.

Task: I was tasked with identifying the root cause of the decrease.

Action: I conducted a thorough analysis of website metrics, including traffic sources, user demographics, and page performance. Through my analysis, I discovered a technical issue with our website’s loading speed, causing users to bounce.

Result: By optimizing server response time, compressing images, and minimizing redirects, we saw a 20% increase in traffic within two weeks.

2. Critical Thinking

Situation: During a project deadline crunch, our team encountered a major technical issue that threatened to derail our progress.

Task: My task was to assess the situation and devise a solution quickly.

Action: I immediately convened a meeting with the team to brainstorm potential solutions. Instead of panicking, I encouraged everyone to think outside the box and consider unconventional approaches. We analyzed the problem from different angles and weighed the pros and cons of each solution.

Result: By devising a workaround solution, we were able to meet the project deadline, avoiding potential delays that could have cost the company $100,000 in penalties for missing contractual obligations.

3. Decision Making

Situation: As a project manager , I was faced with a dilemma when two key team members had conflicting opinions on the project direction.

Task: My task was to make a decisive choice that would align with the project goals and maintain team cohesion.

Action: I scheduled a meeting with both team members to understand their perspectives in detail. I listened actively, asked probing questions, and encouraged open dialogue. After carefully weighing the pros and cons of each approach, I made a decision that incorporated elements from both viewpoints.

Result: The decision I made not only resolved the immediate conflict but also led to a stronger sense of collaboration within the team. By valuing input from all team members and making a well-informed decision, we were able to achieve our project objectives efficiently.

4. Communication (Teamwork)

Situation: During a cross-functional project, miscommunication between departments was causing delays and misunderstandings.

Task: My task was to improve communication channels and foster better teamwork among team members.

Action: I initiated regular cross-departmental meetings to ensure that everyone was on the same page regarding project goals and timelines. I also implemented a centralized communication platform where team members could share updates, ask questions, and collaborate more effectively.

Result: Streamlining workflows and improving communication channels led to a 30% reduction in project completion time, saving the company $25,000 in operational costs.

5. Persistence

Situation: During a challenging sales quarter, I encountered numerous rejections and setbacks while trying to close a major client deal.

Task: My task was to persistently pursue the client and overcome obstacles to secure the deal.

Action: I maintained regular communication with the client, addressing their concerns and demonstrating the value proposition of our product. Despite facing multiple rejections, I remained persistent and resilient, adjusting my approach based on feedback and market dynamics.

Result: After months of perseverance, I successfully closed the deal with the client. By closing the major client deal, I exceeded quarterly sales targets by 25%, resulting in a revenue increase of $250,000 for the company.

Tips to Improve Your Problem-Solving Skills

Throughout your career, being able to showcase and effectively communicate your problem-solving skills gives you more leverage in achieving better jobs and earning more money .

So to improve your problem-solving skills, I recommend always analyzing a problem and situation before acting.

When discussing problem-solving with employers, you never want to sound like you rush or make impulsive decisions. They want to see fact-based or data-based decisions when you solve problems.

Don’t just say you’re good at solving problems. Show it with specifics. How much did you boost efficiency? Did you save the company money? Adding numbers can really make your achievements stand out.

To get better at solving problems, analyze the outcomes of past solutions you came up with. You can recognize what works and what doesn’t.

Think about how you can improve researching and analyzing a situation, how you can get better at communicating, and deciding on the right people in the organization to talk to and “pull in” to help you if needed, etc.

Finally, practice staying calm even in stressful situations. Take a few minutes to walk outside if needed. Step away from your phone and computer to clear your head. A work problem is rarely so urgent that you cannot take five minutes to think (with the possible exception of safety problems), and you’ll get better outcomes if you solve problems by acting logically instead of rushing to react in a panic.

You can use all of the ideas above to describe your problem-solving skills when asked interview questions about the topic. If you say that you do the things above, employers will be impressed when they assess your problem-solving ability.

More Interview Resources

3 Answers to “How Do You Handle Stress?”
How to Answer “How Do You Handle Conflict?” (Interview Question)
Sample Answers to “Tell Me About a Time You Failed”

About the Author

Biron Clark is a former executive recruiter who has worked individually with hundreds of job seekers, reviewed thousands of resumes and LinkedIn profiles, and recruited for top venture-backed startups and Fortune 500 companies. He has been advising job seekers since 2012 to think differently in their job search and land high-paying, competitive positions. Follow on Twitter and LinkedIn .

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Our wellness advice is expert-vetted . Our top picks are based on our editors’ independent research, analysis, and hands-on testing. If you buy through our links, we may get a commission. Reviews ethics statement

Best Vitamins and Supplements for Joint Health of 2024

If you have joint pain, adding a supplement to your diet may be helpful in addition to adding nutrition to your daily diet and an overall management plan.

Added coconut oil to cheap coffee before keto made it cool.

CNET’s expert staff reviews and rates dozens of new products and services each month, building on more than a quarter century of expertise.

What to consider

Cause of joint pain

Before you get started on a joint supplement, it's important to get to the bottom of your symptoms to find the true cause and prevent more health effects. The best way to do this is to go to your doctor, who can evaluate your lifestyle, work habits and medical history to best manage your joint pain.

Whether you're taking medication

Common prescriptions, including blood thinners, may interact with certain supplements taken for joint health and cause serious side effects. Always be sure to clear any new dietary supplement with your doctor or pharmacist before adding it to your daily rotation if you're taking any medication, even though you can easily get most dietary supplements over-the-counter.

If you're allergic to anything, check any supplement's label and look into the brand before purchasing. Some of the best supplements for joint health may contain allergens, such as fish.

Feeling aches or stiffness at times is a common experience, but it's always best to be seen by a doctor who knows your health history to ensure you're addressing the root of the aches as well as doing what you can to manage or minimize them by adding nutrition to your diet or other lifestyle or exercise tweaks. For some people, adding a supplement may be an easy way to ensure you're doing everything you can to ease the pain, though keep in mind research tends to be mixed on whether even the best supplements or vitamins for joint pain will ease symptoms.

"Generally, I think it’s hard to find a full-on solution for your joint pain through supplements alone,” said Dr. Navya Mysore , a primary care physician and women's health expert. But save for a review of someone's health history and any medications they're taking that may interact with their supplement of choice, there's also no harm in adding a supplement for joint health, Mysore said.

Best joint supplements of 2024

Glucosamine

While "there's not a ton of evidence out there to firmly say one supplement is going to help you over another," Mysore said, glucosamine likely has the most evidence backing its use. Glucosamine naturally occurs in our bodies -- it's in your cartilage and helps your joints function. A glucosamine supplement is believed to help with arthritis in that it can bring down some of the pain brought on by osteoarthritis or rheumatoid arthritis. According to the Arthritis Foundation, glucosamine is commonly sold in combination with chondroitin as a single supplement, and both are two of the most commonly used supplements for arthritis.

Mysore said people with shellfish and iodine allergies need to be careful about taking this supplement, as it's often made from shellfish, and that it could also affect people with asthma. It has the potential to cause side effects like nausea and heartburn, and there's also a risk of interaction with blood thinners or anticoagulant medications that could cause bleeding issues. Talk with your doctor or dietician before adding it to your diet.

Omega-3s are fatty acids that may alleviate inflammation and joint pain. Some research has shown that these supplements may reduce stiffness in people with arthritis and also combat joint pain; other research has found they may "prevent experimental arthritis and may decrease disease activity in rheumatoid arthritis." If you currently take a blood thinner, speak to your doctor before taking an omega-3 because they may interact and pose health risks.

It's also important to note that it may be more beneficial to get your omega-3s through your food, if possible. One omega-3 rich diet to get you started is the Mediterranean diet .

Turmeric isn't just a spice used in some cuisines, it's been used in traditional medicine as a healing spice, and it's considered one of the more powerful natural ingredients you can add to your meal for a health boost. Specifically, its active ingredient or compound, curcumin, has antioxidant and anti-inflammatory properties .

Mysore says that if you're interested in adding a turmeric supplement for pain relief, make sure it contains curcumin for better absorption. And as an alternative, tastier way to incorporate the spice's wellness properties into your routine, Mysore suggested a meal that contains turmeric and black pepper, which contains a compound that can help the body absorb turmeric's important properties. For example, she said, a smoothie with added turmeric and eggs seasoned with black pepper.

As is true with every supplement on this list, check with your doctor if you're taking prescription medications, as turmeric may interfere with blood thinners and immunosuppressive drugs, according to Johns Hopkins Medicine .

Vitamin D is known to support bone health, which is why some believe a vitamin D supplement could be useful in aiding in joint health. There is some research that suggests taking a vitamin D supplement can help with arthritis pain and inflammation, but the result doesn't necessarily lend itself to a definitive answer.

Overall, vitamin D is a great resource for the body , which aids in other functions like cognitive function, immune function and mood. Take care when adding a vitamin D supplement to your routine, though, as high levels of this vitamin can interact with several drugs. Most notably, high levels of vitamin D can be highly problematic if you're on Lanoxin , as it can put you at risk for hypercalcemia. (Unless your doctor recommends it, most health experts seem to recommend not taking more than 4,000 IU per day.) Other medications mixed with a vitamin D supplement can also affect how your body processes the supplement.

People often turn to vitamin E to support their immune systems, as this vitamin is an antioxidant. And there is some research showcasing vitamin E may slow the progression of osteoarthritis and promote the growth of new cartilage cells . However, much of this research requires further study. That being said, vitamin E is a good supplement to keep in your rotation, as it also promotes good vision and brain health. Just note that it can interact with blood thinners and put you at risk for bleeding.

Chondroitin

You'll often see chondroitin mentioned alongside glucosamine, as they're similarly studied for arthritis and often sold together as a single supplement. Chondroitin is also found in the cartilage in your body, which is why it's believed to be beneficial in boosting joint health. Research into chondroitin has had largely inconclusive results, but it's still accepted as a supplement that could be beneficial in aiding joint health. It's generally viewed as a safe supplement, though, like many others, it can interact with blood thinners like Warfarin and put you at risk for bleeding.

Collagen is a protein your body makes -- and as you age, you have less and less of it. It's what keeps your skin tight and firm and what keeps your joints working smoothly. But as you get older, there's less collagen in your joints, which is where joint supplements could help. Though there isn't a lot of research on whether collagen can actually help your joints , doctors largely think that it won't hurt either -- if it makes you feel better while paired with low-impact exercises like swimming, then go for it.

How we chose the best supplements for joint health

We didn't test any supplements for joint health ourselves. Rather, we rounded up a list of the leading compounds, supplements and vitamins with some research supporting relief for arthritis symptoms and joint health.

Factors to consider when choosing a supplement for joint health

Cause of joint pain: Before you get started on a joint supplement, it's important to get to the bottom of your symptoms to find the true cause and prevent more health effects. There are over 100 different kinds of arthritis, according to the Arthritis Foundation . The easiest way to find the cause of your symptoms is to go to your doctor, who will also be able to tell you which supplements are recommended and safe for you to take based on your current medications and medical history.

Whether you're taking medications: Common prescriptions, including blood thinners, may interact with certain supplements taken for joint health and cause serious side effects. Always be sure to clear any new dietary supplement with your doctor or pharmacist before adding it to your daily rotation if you're taking any medication, even though you can easily get most dietary supplements over the counter.

Food allergies: Some supplements for joint health may include common food allergens, such as fish, so be sure to check the product's label for ingredients and look into the company from which you want to buy from.

Joint supplement FAQs

What is arthritis.

Arthritis is the most common cause of joint pain, according to the Cleveland Clinic; arthritis is an umbrella term for joint pain and joint disease. According to the Arthritis Foundation, osteoarthritis is the most common type of arthritis and it tends to cause pain in the hands, spine, hips and knees. Osteoarthritis occurs when the cartilage cushioning bones wears down over time, per the Mayo Clinic.

Do joint supplements really work?

Evidence supporting even the best joint supplements appears to be inconclusive , though some research has shown supplements can improve arthritis symptoms. Supplements aren't meant to be used as a remedy for a medical condition, but rather as something that will supplement or complement your diet, especially if you're deficient in a nutrient. The supplements included in this best list were chosen because some research has found a potential benefit for joint health, though whether you decide to take one will depend on the medications you're prescribed and your individual health concerns.

Does the FDA approve dietary supplements?

No, the US Food and Drug Administration doesn't sign off on and investigate supplements like it does medications or drugs. "[The] FDA generally does not approve dietary supplement claims or other labeling before use," it says. However, there are manufacturing practices and marketing rules that companies that make supplements must follow.

For more information, read on about how to read a supplement label .

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Conceptual Skills: Definition, Examples, and How to Use Them on Your Resume

You might have read the headline of this article and wondered, “what is a conceptual skill—and do I have them already?” Chances are, you do—it’s just a matter of practicing them and highlighting them in your professional life. Conceptual skills allow you to understand complex situations, see the bigger picture, and develop innovative solutions. They are essential for effective leadership, strategic planning, and successful project management.

You can use these abilities to enhance your problem-solving skills and contribute significantly to your team and company. Keep reading to find out how conceptual skills can take your resume and your career to the next level.

What are conceptual skills ?

Conceptual skills involve the ability to think abstractly, understand complex concepts, and develop strategic plans. These skills help individuals see how various parts of an organization or project fit together and influence each other. Conceptual leadership skills are crucial for managers and leaders who need to navigate complex situations and make informed decisions that benefit the entire organization.

For individuals, having strong conceptual skills means being able to identify potential solutions and opportunities, enhancing problem-solving abilities and improving overall performance. For organizations, employees with well-developed conceptual skills can drive innovation, lead teams effectively, and contribute to long-term success. In management roles, these skills are crucial for strategic planning and decision-making, ensuring the organization remains competitive and adaptable.

Highlight your problem-solving skills and get that resume out there —b rowse open jobs on The Muse and land your next interview»

Technical skills vs. conceptual skills

Whereas conceptual skills involve strategic planning, technical skills are more about specific knowledge and expertise in a particular area. Technical skills are often acquired and improved through education and training. Both types of skills are important, but they serve different purposes.

“With the rise of automation, the need for conceptual skills is likely to shift toward a greater need for data interpretation and strategic insights,” says Stephen Greet, CEO and Co-founder of BeamJobs . “People will be valued more and more for their ability to make sense of large amounts of data, find patterns, and draw conclusions that are useful as machines take over routine tasks.”

8 conceptual skills examples

Now that you know the conceptual skills definition, let's dive into the specific attributes that make them up. Here are 8 examples of conceptual skills:

1. Analytical thinking

Analytical thinking involves examining complex problems, breaking them down into manageable parts, and identifying effective solutions. For instance, in project management, analytical thinking helps in identifying potential risks and creating plans to mitigate them.

2. Strategic planning

Strategic planning is about envisioning the future and creating actionable plans to achieve long-term goals . This skill involves understanding the context in which an organization operates and aligning its resources and efforts to meet its goals. It helps a team or organization remain focused and guides it toward its destination.

3. Critical thinking

Critical thinking is evaluating the relevance and reliability of information, weighing pros and cons, and making well-informed decisions. This skill is essential for managers and leaders who need to navigate complex situations and ensure their decisions are based on sound analysis and evidence.

4. Problem-solving

Problem-solving is about approaching challenges with creativity and finding innovative solutions. This ability is crucial in dynamic environments where new, unforeseen issues frequently emerge. Strong problem-solving skills allow individuals to adapt quickly and find practical solutions to keep projects and teams on track.

5. Communication

Communication skills involve expressing ideas, strategies, and plans clearly and concisely. Effective communication helps everyone on a team understand their roles, responsibilities, and overall direction. It’s also important to motivate team members and create a collaborative environment.

6. Leadership

Leadership skills motivate and guide teams toward achieving shared goals. It involves inspiring confidence, providing direction, and keeping a positive and productive team culture. Good leaders use their conceptual skills to understand the broader vision and share it with their teams.

7. Innovation and creativity

Innovation and creativity are about thinking outside the box and generating new, valuable ideas. These skills are essential for driving progress and staying competitive in any industry. Innovators challenge the status quo and come up with unique solutions that can lead to significant improvements.

8. Adaptability

The ability to adapt to new circumstances is crucial in changing businesses and industries. Adaptable individuals are resilient, open to new ideas, and capable of adjusting their plans to meet evolving challenges and opportunities.

Developing your conceptual skills

Sharpening your conceptual skills requires engaging in regular problem-solving and data analysis exercises to identify patterns and break down complex issues. Staying up-to-date on industry trends and new technologies is crucial for maintaining and enhancing your conceptual skills.

For example, you might participate in hackathons or coding competitions. “They give people from different backgrounds the chance to work together on new projects,” Greet says. “Participants have to quickly grasp difficult issues, come up with creative solutions, and clearly explain their thoughts. People step back from technical details and think about bigger effects and possibilities.”

Additionally, taking on leadership roles and participating in project management opportunities, even in volunteer settings, can improve your conceptual skills. These experiences allow you to practice strategic planning, team building, and decision-making in real-world scenarios, giving you a deeper understanding of how different components of a business or project interact and influence each other.

Work on your communication skills

Refining communication skills is also essential for strong conceptual thinking, especially for people who want to become managers. “Synthesis is the ability to put together different kinds of information to come up with new ideas. When managers use synthesis well, they can find patterns, make connections between ideas that don't seem to go together, and come up with new ways to solve problems,” Greet says.

Consider enrolling in writing courses or public speaking workshops to improve your ability to express complex ideas concisely. Effective communication ensures your strategies and plans are understood and embraced by your team members and stakeholders.

Highlighting conceptual skills on your resume

When it comes to showing your conceptual skills on your resume, it's essential to personalize it to specific job descriptions. Start by using your professional summary to briefly highlight your ability to see the big picture. “For example, you could talk about successful strategic initiatives or new solutions you’ve come up with,” Greet says. “Use words that draw attention to skills like systemic thinking, creative problem-solving, or strategic planning.”

Using compelling action verbs is key to making your resume stand out. Replace generic phrases like “responsible for” with dynamic verbs such as “led, “ “developed,” or “implemented.” Describe specific situations where you used these conceptual skills to achieve success and quantify your achievements. You might say, “Developed a long-term strategic plan that increased market share by 15%” or “Implemented innovative problem-solving techniques that reduced operational costs by 20%.”

This approach ensures your resume gives clear evidence of your ability to contribute to the success of an organization. By focusing on these strategies, you can effectively make yourself a more attractive candidate to potential employers.

What is the importance of conceptual skills ?

Conceptual skills are crucial because they enable managers and leaders to understand and address complex situations, foresee potential challenges, and develop innovative solutions. They help create a clear vision for the organization, aligning teams with strategic goals, and driving long-term success. By using their conceptual skills, managers can make informed decisions, foster a culture of creativity and innovation, and navigate the organization through changing environments, enhancing efficiency and productivity .

Conceptual skills are required at which level of management ?

Conceptual skills are essential at all levels of management, but they become increasingly important as you move up the hierarchy. Top-level managers, such as CEOs and executives, rely heavily on conceptual skills to create long-term strategies, envision the future of the organization, and make decisions that affect the entire company.

Middle managers also use these skills to translate strategic goals into operational plans and ensure that their teams understand and work toward the company's vision. Even at the supervisory level, conceptual skills help in problem-solving.

How can you improve your conceptual skills ?

Improving your conceptual skills involves practical experience. Engage in activities that challenge your strategic thinking and problem-solving abilities, such as taking on complex projects or participating in strategy development sessions. Reading industry reports, attending workshops, and enrolling in courses related to business strategy, critical thinking, and leadership can also enhance these skills.

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Module 6: Joint Problem Solving. PURPOSE OF THE MODULE. To introduce joint problem solving as an effective approach to resolving conflict within collaborative efforts. Conflict Resolution, Part 1, Module 6. T-6.1. LEARNING OBJECTIVES. By the end of this module, you will be able to: 1. Identify a variety of approaches to conflict resolution.
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What is collaborative problem solving? As defined by Webster's Dictionary, the word collaborate is to work jointly with others or together, especially in an intellectual endeavor.Therefore, collaborative problem solving (CPS) is essentially solving problems by working together as a team. While problems can and are solved individually, CPS often brings about the best resolution to a problem ...
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both sides through active engagement in joint problem solving. Hence, agreements achieved through a process of genuine conflict resolution—unlike compromises achieved through a bargaining process brokered or imposed by third parties—are likely to engender the two parties' long-term commitment to the outcome and to
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One of the major differences between traditional problem-solving approaches and interest-based ap-proach includes an increased dialogue which promotes a better understanding of the issues being dis-cussed. From this, the group can engage in a meaningful discussion about which solution will best meet, and not harm, the interests of both parties.
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Initially, the F-35B could not communicate with ground troops. By the end of the exercise, the F-35B integrated into the kill web as a sensor for ground shooters and a shooter for ground observers. This example presents just one type of problem that we want to work with the joint force to solve. Informing Joint Concepts by Solving Joint Problems
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4. Problem-solving. Problem-solving is about approaching challenges with creativity and finding innovative solutions. This ability is crucial in dynamic environments where new, unforeseen issues frequently emerge. Strong problem-solving skills allow individuals to adapt quickly and find practical solutions to keep projects and teams on track. 5.