There are certain summers that stick with you—not because everything went smoothly, but because life had a way of handing you exactly the lessons you needed. My internship in the state of Washington, the summer of 1980, was one of those. Back then, I was a junior at Iowa State, trying to line up all the things I thought would guarantee a good job after graduation: solid grades, some campus involvement, and most importantly, that golden ticket on any engineering résumé—an internship in your field. So I spent the spring sending out application after application, collecting a thick stack of rejection letters in return. It became routine enough that some days I’d find myself laughing at how efficiently companies could say “No thanks.” My dorm room wall was full of “flush letters” and I treated it like it was a badge of honor.
Mastering Problem Solving
Mastering Problem Solving
Mastering Problem Solving: The Ultimate Guide to Proven Frameworks
By Timothy Rubash | West Egg Wealth & Wellness
“The problem is not that there are problems. The problem is expecting otherwise and thinking that having problems is a problem.”
– Theodore Rubin
In both personal and professional life, the ability to identify problems, analyze them critically, and implement effective solutions is a superpower. Whether you're an entrepreneur, team leader, teacher, or lifelong learner, mastering problem-solving frameworks allows you to approach challenges with confidence and clarity.
This article provides an in-depth exploration of 12 powerful and widely used problem-solving methods. These frameworks have been developed and refined over decades, rooted in disciplines like Lean, Six Sigma, Agile, and systems thinking. By the end, you’ll have a robust toolkit to apply to virtually any issue—from small team conflicts to large organizational inefficiencies.
Table of Contents
1. PDCA (Plan-Do-Check-Act)
2. A3 Problem Solving
3. TRIZ (Theory of Inventive Problem Solving)
4. 8D (Eight Disciplines Problem Solving)
5. DMAIC (Define, Measure, Analyze, Improve, Control)
6. CIRCLES Method
7. Pareto Analysis
8. Lightning Decision Jam
9. Root Cause Analysis
10. SWOT Analysis
11. Kepner-Tregoe PS (Problem Solving)
12. OODA Loop (Observe, Orient, Decide, Act)
1. PDCA – Plan, Do, Check, Act
Overview:
The PDCA cycle is a foundational four-step model for continuous improvement and lean problem-solving. It is ideal for iterative processes where change and adjustment are expected.
Steps:
- Plan: Identify a problem or opportunity and plan a change.
- Do: Implement the change on a small scale.
- Check: Review the test, analyze the results, and identify what you’ve learned.
- Act: Take action based on what you’ve learned. If the change was successful, implement it on a wider scale.
Best Use:
- Quality improvement
- Operational tweaks
- Pilot testing new ideas
Why It Works:
PDCA is cyclical, which means it supports long-term growth by fostering a culture of incremental learning.
2. A3 Problem Solving
Overview:
Originating from Toyota’s lean manufacturing system, A3 problem solving is a structured approach designed to fit a complete problem analysis and resolution onto one A3-sized (11” x 17”) sheet of paper.
Steps:
- Define the problem
- Analyze root causes
- Develop countermeasures
- Implement and monitor results
- Standardize successful changes
Best Use:
- Manufacturing or operations
- Process inefficiencies
- Cross-functional collaboration
Why It Works:
A3 encourages visualization and collaborative thinking, forcing teams to focus on clarity, conciseness, and logical flow.
3. TRIZ – Theory of Inventive Problem Solving
Overview:
TRIZ is a powerful methodology developed by Genrich Altshuller. It emphasizes creativity and innovation by solving contradictions within systems.
Core Concepts:
- Identify contradictions in a system (e.g., strong but lightweight)
- Use 40 inventive principles and a contradiction matrix
- Create innovative solutions based on previously solved problems
Best Use:
- Engineering and product design
- Complex or paradoxical problems
- Innovation roadblocks
Why It Works:
TRIZ uses science-based patterns to eliminate trial-and-error in creative thinking. It helps teams systematically generate breakthrough ideas.
4. 8D – Eight Disciplines Problem Solving
Overview:
8D is a structured method often used in quality engineering to address product or process defects, especially recurring ones.
The 8 Disciplines:
1. D1: Establish a team
2. D2: Describe the problem
3. D3: Develop interim containment actions
4. D4: Identify root causes
5. D5: Choose permanent corrective actions
6. D6: Implement corrective actions
7. D7: Prevent recurrence
8. D8: Recognize team efforts
Best Use:
- Manufacturing quality issues
- Safety incidents
- Repeated customer complaints
Why It Works:
It’s thorough and preventive—8D doesn’t just treat symptoms but digs deep to eliminate causes and system vulnerabilities.
5. DMAIC – Define, Measure, Analyze, Improve, Control
Overview:
DMAIC is a Six Sigma data-driven improvement cycle used for optimizing and stabilizing business processes.
Stages:
- Define: Set goals, scope, and customer needs
- Measure: Collect baseline data
- Analyze: Identify cause-effect relationships
- Improve: Generate and test solutions
- Control: Sustain improvements with systems and controls
Best Use:
- Process refinement
- Performance measurement
- Data-intensive industries
Why It Works:
DMAIC is rigorous and analytical, making it one of the most reliable methods for measurable and scalable improvements.
6. CIRCLES Method
Overview:
The CIRCLES method is a modern framework tailored for product managers to make strategic, customer-centric decisions.
CIRCLES stands for:
- Comprehend the situation
- Identify the customer
- Report the customer’s needs
- Cut through prioritization
- List solutions
- Evaluate tradeoffs
- Summarize your recommendation
Best Use:
- Product design and roadmapping
- Customer journey mapping
- UX and feature prioritization
Why It Works:
CIRCLES emphasizes both logic and empathy, ensuring customer needs drive product decisions.
7. Pareto Analysis
Overview:
Based on the 80/20 principle, Pareto Analysis helps you identify the “vital few” causes that result in the majority of problems.
Steps:
- Collect data on problems or causes
- Sort them by frequency or impact
- Create a bar chart
- Focus solutions on the top 20% of causes
Best Use:
- Prioritizing issues
- Resource allocation
- Identifying high-impact changes
Why It Works:
This method maximizes results by focusing your efforts where they will make the biggest difference.
8. Lightning Decision Jam (LDJ)
Overview:
LDJ is a facilitated decision-making workshop, popular in remote and Agile teams, that helps solve problems and generate ideas quickly.
Key Steps:
- Identify problems anonymously
- Vote on top issues
- Brainstorm solutions
- Prioritize actions
- Assign responsibilities
Best Use:
- Remote team alignment
- Sprint retrospectives
- Quick consensus-building
Why It Works:
LDJ reduces bias, encourages full participation, and leads to fast, actionable solutions within a structured timeframe.
9. Root Cause Analysis (RCA)
Overview:
RCA focuses on identifying the true origin of a problem instead of just treating its symptoms.
Common Tools:
- 5 Whys
- Fishbone (Ishikawa) Diagram
- Fault Tree Analysis
- Cause-and-Effect Charts
Best Use:
- Safety failures
- Process breakdowns
- Service disruptions
Why It Works:
RCA provides clarity by uncovering hidden weaknesses in systems, paving the way for permanent solutions.
10. SWOT Analysis
Overview:
SWOT (Strengths, Weaknesses, Opportunities, Threats) is a simple but powerful planning technique.
Usage:
- Strengths: Internal assets and advantages
- Weaknesses: Internal limitations
- Opportunities: External factors to exploit
- Threats: External challenges or risks
Best Use:
- Strategic planning
- New initiatives
- Competitive analysis
Why It Works:
It blends internal and external factors into one visual framework, revealing paths forward or potential pitfalls.
11. Kepner-Tregoe Problem Solving (KT PS)
Overview:
Kepner-Tregoe offers a systematic, data-driven approach for analyzing problems and making decisions.
Components:
- Situation Appraisal
- Problem Analysis
- Decision Analysis
- Potential Problem Analysis
Best Use:
- Complex decisions
- High-stakes projects
- Engineering or IT incident response
Why It Works:
KT PS emphasizes thoroughness and objectivity—nothing is assumed, and every outcome is evaluated.
12. OODA Loop – Observe, Orient, Decide, Act
Overview:
Originally developed for fighter pilots, the OODA loop helps people and teams navigate rapidly changing environments.
Steps:
- Observe: Gather data and insights
- Orient: Analyze context, filters, and priorities
- Decide: Make the best decision based on current input
- Act: Execute the decision decisively
Best Use:
- Crisis response
- Military and law enforcement
- Real-time strategy in business
Why It Works:
The OODA loop emphasizes speed and agility—key advantages in environments where delay equals lost opportunity.
Conclusion: Building Your Problem-Solving Toolkit
Each of these twelve frameworks provides a different lens through which to view problems. There’s no one-size-fits-all solution—but with a comprehensive toolkit, you’re empowered to respond to challenges with strategic clarity and creative confidence.
Here’s how to get started:
1. Choose the framework that fits your problem type.
- Recurring process issue? Use PDCA or DMAIC.
- Need quick consensus? Try Lightning Decision Jam.
- Facing high ambiguity? Start with TRIZ or OODA.
2. Practice regularly.
Like any skill, problem-solving sharpens through repetition. Use these frameworks in meetings, retrospectives, and planning sessions.
3. Involve your team.
Most of these methods work best when multiple perspectives are included. Collaboration uncovers blind spots and strengthens outcomes.
4. Keep it visual.
Diagrams, charts, and maps can improve understanding and create shared language.
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The Internship That Changed Everything
Long Lake Summers
There are seasons in life you don’t see coming—chapters that don’t announce themselves with fanfare, yet settle so deeply into your memory that years later you can still smell the lake water, feel the pull of the tow rope, and hear the hum of a boat engine echoing across a still summer evening. For me, one of those chapters began the moment I graduated from Iowa State in May of 1981 and took my first real job at 3M. I was barely 22, carrying that mix of confidence and cluelessness that only a new graduate can pull off, and ready to step into the adult world.
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When I think back to my childhood— maybe around nine years old—there’s a very specific smell, a very specific feeling, that comes rushing back: the scent of ink and old paper from a stack of Marvel comic books. It’s funny how memory works. I can’t remember what I ate last Tuesday, but I can still picture—clear as day—the cover of The Amazing Spider-Man #56 with the Daily Bugle headlines screaming "Spidey joins Doc Ock" sitting on the floor of my bedroom, or the way the corner store rack looked when I spun it, hoping for a new issue of anything with the red-and-blue web-slinger on the front.