Category: Feature

Featured on the front page

Driving Successful Change

How to Use Force-Field Analysis with Diagrams and an Action Plan to Strengthen Driving Forces

Organisational change can feel like pushing a boulder uphill—every gain comes with resistance. Whether you’re rolling out a new system, changing structures, or shifting culture, even the most necessary initiatives can stall if people and processes push back. That’s where force-field analysis becomes a powerful tool: it gives leaders a structured way to understand what’s helping or hindering progress—and what to do about it.

In this article, we’ll walk through how to use force-field diagrams to map out these pressures and develop a practical, actionable plan to increase the driving forces that support your change initiative. Whether you’re a change manager, consultant, team lead or senior leader, this approach will give you clarity and control over the forces shaping your outcomes.

What is Force-Field Analysis?

Force-field analysis was developed by social psychologist Kurt Lewin in the 1940s as a framework to understand the factors that influence change in social situations. At its core, the method identifies and analyses the forces that either support or resist a particular change.

These forces are categorised as:

Driving Forces – factors that push for change (e.g. competitive pressure, leadership support, innovation drivers)
Restraining Forces – factors that resist change (e.g. fear of job loss, lack of training, outdated systems)

When the driving forces outweigh the restraining ones, change is more likely to occur. The aim of force-field analysis is not just to identify these forces but to act on them—strengthening the drivers and reducing the blockers.

Why Use Force-Field Analysis?

Force-field analysis is particularly useful because it:

Brings clarity to complex change dynamics
Surfaces hidden resistances and unstated support
Encourages participatory planning and stakeholder engagement
Creates a practical roadmap for increasing momentum
Helps avoid superficial fixes by targeting root influences

Let’s dive into how to use it effectively.

Step-by-Step Guide: How to Use Force-Field Analysis in Practice

Step 1: Define the Change You Want to Achieve

Begin by clearly articulating the proposed change. The more specific you can be, the more effective your analysis will be.

Example:

“Implement a new digital project management system across the delivery team by Q3.”

Write this in the centre of your diagram or whiteboard—it becomes the reference point for the forces you identify.

Step 2: Identify Driving and Restraining Forces

Next, brainstorm the forces pushing for and against the change. Bring your team or stakeholders into the conversation to ensure you capture diverse perspectives. You’re aiming for a comprehensive list—everything from cultural attitudes to financial pressures.

Driving Forces Might Include:

Leadership support and mandate
Frustration with current systems
Availability of funding
Competitive pressure
Efficiency gains

Restraining Forces Might Include:

Staff resistance or fear
Lack of time for training
Technical issues or integration concerns
Union objections
Previous failed initiatives

Use a force-field diagram to visualise this: draw a horizontal bar representing the current state, with arrows pointing towards the desired state from both directions. Driving forces go on one side, restraining forces on the other.

Step 3: Score Each Force by Strength

Not all forces are equal—some may have a stronger impact on the outcome. Use a simple scoring system (e.g. 1 to 5) to assess the strength of each force.

Then redraw your diagram to reflect the scores, with longer arrows representing stronger forces. This helps you visualise which factors need the most attention and which could be leveraged for quick wins.

Force	Type	Score (1–5)
Leadership backing	Driving	5
Funding already secured	Driving	4
Staff workload anxiety	Restraining	5
Lack of user training	Restraining	3
Benefits of automation	Driving	3

This will highlight where action can have the biggest effect.

Step 4: Analyse and Interpret the Field

With your forces mapped and scored, you now have a visual representation of the change landscape. Ask:

Are restraining forces overpowering? You may need to delay or redesign the initiative.
Are there hidden driving forces you can unlock? These could be early adopters or external influencers.
Which restraining forces are most addressable? Can they be turned into driving forces?

Step 5: Build an Action Plan to Strengthen Driving Forces

Now we come to the heart of this approach—turning insight into action. Many teams make the mistake of focusing only on reducing resistance. But an equally powerful strategy is to strengthen the driving forces so they overcome resistance.

Use this checklist to guide your action planning:

– Identify Leverage Points Among Drivers

Look at your top-scoring driving forces. Ask:

Can you amplify their impact?
Can they be communicated more widely?
Can they be made more visible?

Example Actions:

Publicly endorse the change through senior leadership messages
Share real success stories from pilot teams
Incentivise participation through recognition or rewards

– Recruit and Equip Change Champions

Early adopters and influencers can become accelerators for change. Recruit them to:

Model new behaviours
Act as peer coaches or trainers
Provide feedback from the ground

– Tie Change to Organisational Goals

Link the initiative to broader business or mission goals so people see relevance and urgency.

For example:

“This system upgrade directly supports our goal of reducing delivery lead times by 25%.”

Step 6: Plan to Reduce or Reframe Restraining Forces

While increasing drivers is powerful, some resistors still need attention. You don’t always have to eliminate them—sometimes you can reframe them or manage them in a way that reduces their impact.

Examples:

Fear of automation → Provide reassurances about job security, upskilling opportunities
Previous failed initiatives → Emphasise what’s different this time, and how lessons have been learned
Lack of time → Offer flexible training or protected time windows

Tactics Might Include:

Communications and engagement sessions
Training and support plans
Early feedback loops and pilots
Revisiting timelines or scope

Step 7: Monitor and Adapt Over Time

Change is not linear. Monitor the strength of forces over time. Your force-field diagram is not a one-time activity—it should evolve as the initiative progresses.

Reassess monthly or at key milestones
Update force scores based on feedback and results
Add new forces as they emerge
Use the diagram in regular check-ins and retrospectives

Practical Template: Build Your Own Force-Field Diagram

Here’s a simple template to use in workshops or team planning:

Define the change clearly at the top
Create two columns underneath: Driving Forces and Restraining Forces
List each force and assign it a strength (1–5)
Use arrows of different lengths to visualise strength
Discuss potential actions to:
- Strengthen driving forces
- Reduce or reframe restraining forces
Convert those into a prioritised action plan

This can be done using sticky notes on a wall, a shared digital whiteboard (e.g. Miro, MURAL), or using a spreadsheet template for tracking over time.

Common Mistakes to Avoid

Skipping the scoring step: Without weighting the forces, you may spend time on low-impact activities.
Over-focusing on resistance: Reducing resistance is important, but increasing support is often more effective.
Using it once and forgetting it: The best results come when force-field analysis is used as a living tool.
Failing to act on insights: A diagram alone won’t create change—turn it into a plan with owners, dates, and metrics.

When to Use Force-Field Analysis

Force-field analysis is particularly valuable in:

Strategic planning workshops
Change readiness assessments
Risk reviews
Stakeholder engagement sessions
Post-mortems or retrospectives

Use it early to shape strategy, or later to unblock stalled efforts.

Final Thoughts: Clarity Before Action

Driving change without understanding the forces at play is like sailing without checking the wind. Force-field analysis gives you that wind map—revealing where to trim sails, add power, or change tack.

By visualising the pressures acting on your change, involving others in the analysis, and crafting a targeted action plan to strengthen driving forces, you’ll turn passive support into active momentum—and resistance into manageable friction.

So next time you’re leading a change initiative, don’t just push harder. Map the forces. Change the field. Drive success.

Mastering the Theory of Inventive Problem Solving Contradiction Matrix

A Simple Cheat-Sheet and Practical Examples for Business Challenges

In all our worlds challenges arise daily. Innovation often requires us to think outside the box and tackle problems that seem contradictory or insurmountable. Enter the Theory of Inventive Problem Solving (TRIZ)—a methodology that can significantly enhance your inventive capabilities. This article aims to simplify TRIZ using a cheat-sheet focused on the Contradiction Matrix and provide practical examples that can help you navigate common business challenges.

Understanding TRIZ

TRIZ, which stands for the Russian phrase “Teoriya Resheniya Izobretatelskikh Zadatch,” translates to “theory of inventive problem solving.” Developed by Genrich Altshuller in the 1940s, TRIZ offers systematic approaches to problem-solving based on the analysis of thousands of inventions and the principles that made them successful. One of its core components is the Contradiction Matrix, which helps identify and resolve contradictions in any given situation.

What is a Contradiction?

In the context of TRIZ, a contradiction arises when enhancing one aspect of a system detracts from another. For instance, if improving product durability increases its weight, you face a contradiction between durability and weight. Recognising and addressing these contradictions is crucial to finding innovative solutions.

The Contradiction Matrix Cheat-Sheet

The Contradiction Matrix is essentially a guide that lists common technical parameters against which you’re likely to encounter contradictions. It suggests inventive principles you can apply to overcome these challenges. Here’s a simplified cheat-sheet format to help you understand it better:

Parameter 1	Parameter 2	Suggested Principles
Weight	Strength	1, 3, 10, 20
Reliability	Cost	2, 4, 5, 18
Speed	Quality	7, 8, 15, 30
Ease of use	Security	6, 12, 14, 25
Size	Functions	1, 11, 17, 19

Key to the Suggested Principles:

Segmentation: Divide something into smaller, independent parts so you can work on or use them more easily.
Taking out: Remove the part or property that is causing trouble.
Local quality: Change something from uniform to varied so different parts do different jobs better.
Asymmetry: Shift from a balanced shape to an unbalanced one if it improves performance.
Merging: Bring similar things together so they can work as one.
Universality: Make one thing do several useful jobs.
Nested doll: Put one item inside another, like layers.
Counterbalance: Offset weight or force using something that evens it out.
Preliminary anti-action: Prevent problems before they occur.
Prior action: Do a useful step ahead of time to make things easier later.
Beforehand compensation: Prepare buffers, reserves or safeguards to handle potential losses.
Equipotentiality: Reduce the effect of gravity or unwanted loads by keeping things at the same level or distributing weight.
The other way round: Reverse something: the process, the flow, the order or the role.
Spheroidality: Use rounded or curved shapes for smoother, safer or more efficient behaviour.
Dynamicity: Allow things to adjust, flex or move during operation.
Partial or excessive action: Do a bit more or a bit less than “ideal” if it simplifies or improves things.
Another dimension: Change the orientation or add a new spatial direction to solve the issue.
Mechanical vibration: Apply vibration or oscillation to help things move, clean or separate.
Periodic action: Use cycles, pulses or repeated patterns instead of continuous effort.
Continuity of useful action: Keep the beneficial part of the process going without unnecessary stops.
Skipping: Remove steps or bypass stages that add no value.
Conversion of harm into benefit: Turn a problem, waste or unwanted effect into something valuable.
Feedback: Add loops that monitor performance and guide adjustments.
Intermediary: Insert something between two parts to make interaction easier or more effective.
Self-service: Let the system maintain or adjust itself rather than needing human help.
Copying: Use models, mock-ups or replicas instead of originals when cheaper or safer.
Dispose and regenerate: Make parts easy to replace, renew or refresh when they fail.
Use of excess properties: Take advantage of side effects or unused features.
Use of fluids: Apply liquids or gases to move, support or shape things.
Flexible shells and thin films: Use flexible surfaces or thin coatings to adapt, protect or seal.
Porous materials: Use pores or perforations to lighten, absorb, filter or regulate flow.
Changing colour: Shift colour, brightness or transparency for signalling, control or efficiency.
Homogeneity: Use the same material or environment to simplify behaviour and reduce conflict.
Rejecting and recovering parts: Eject parts that aren’t needed at a given moment, or bring them back when they are.
Parameter changes: Adjust temperature, pressure, size, concentration or other key parameters.
Phase transitions: Use melting, freezing, evaporation or other state changes to achieve the effect you need.
Thermal expansion: Use materials that expand or contract with temperature to do useful work.
Strong oxidisers: Bring in oxygen-rich agents or similar substances to boost reactions or speed.
Inert atmosphere: Surround something with an unreactive environment to protect or stabilise it.
Composite materials: Combine different materials into a single structure with better combined properties.

N.B. The last 10 really reflect the heritage from manufacturing.

Download the TRIZ CHEAT-SHEET here

Practical Examples of the Contradiction Matrix in Action

Now that we have a solid understanding of the TRIZ Contradiction Matrix, let’s explore some practical business scenarios where it can be applied effectively.

Example 1: Balancing Product Durability and Weight

Challenge: A company that manufactures outdoor equipment wants to create a tent that is both lightweight for portability and durable in tough weather.

Contradiction: Increasing durability usually adds weight, while reducing weight compromises structural integrity.

Resolution Using TRIZ:

By applying Principle 1: Segmentation, the company could design a tent with modular components. Instead of a single heavy fabric piece, use lighter, segmented materials that maintain strength at critical points.
Moreover, Principle 3: Local Quality can help. By making different sections out of materials tailored specifically for their functional requirements, they can maintain durability without the bulk.

Example 2: Boosting Reliability While Reducing Costs

Challenge: A manufacturer of consumer electronics finds that increasing the reliability of their devices raises production costs.

Contradiction: Higher reliability due to additional testing and quality inputs leads to higher expenses.

Resolution Using TRIZ:

Implement Principle 2: Taking Out by eliminating unnecessary features that do not contribute directly to user satisfaction or reliability. Focus instead on essential elements that ensure robust performance while cutting costs.
Also, consider Principle 5: Merging; combining components that serve multiple purposes can streamline manufacturing and quality control, ultimately lowering costs.

Example 3: Enhancing Speed Without Sacrificing Quality

Challenge: A restaurant wants to speed up service without compromising food quality.

Contradiction: Faster service risks food being prepared in less-than-ideal conditions, affecting quality.

Resolution Using TRIZ:

Use Principle 15: Dynamicity by creating a more flexible kitchen layout. Adapt workflows to allow for simultaneous preparation of different dishes, increasing speed without sacrificing individual attention to each dish.
Implementing Principle 30: Flexible shells and thin films by introducing specialised food containers that maintain temperature while retaining freshness allows quicker service without compromising quality.

Making TRIZ Work for Your Business

Learning to utilise the Contradiction Matrix in your organisation doesn’t have to be daunting. Start by conducting a thorough analysis of the specific contradictions faced in your business operations.

Actionable Steps to Implement TRIZ

Identify Contradictions: Gather your team and brainstorm areas where improvements are needed. Document specific cases where enhancing one aspect compromises another.
Use the Cheat-Sheet: Refer to the Contradiction Matrix to find applicable suggestions specific to your identified contradictions.
Collaborate and Experiment: Encourage team collaboration to come up with innovative ideas based on the suggested principles. Use rapid prototyping or brainstorming sessions to explore how these can be implemented.
Test and Iterate: Trial the derived solutions in controlled environments. Gather feedback and iterate on your design or process to refine further.
Document Results: Keep a record of successes and challenges encountered along the way. Sharing these insights can foster a culture of innovation within your team.
Stay Open-Minded: TRIZ provides a structured approach, but creativity should still reign. Encouraging a mindset that values innovative thinking will continuously fuel growth and improvement.

Conclusion

In an era where businesses must adapt rapidly to stay competitive, mastering the TRIZ Contradiction Matrix can position your company to resolve conflicts creatively and efficiently. By simplifying this methodology into an actionable cheat-sheet combined with practical examples, you can empower your team to address complex challenges head-on.

Embrace the art of inventive problem-solving, and watch as your business flourishes through innovative solutions. Whether balancing quality and efficiency or cost and reliability, TRIZ opens doors to possibilities previously thought unattainable. So, roll up your sleeves—it’s time to innovate!

Feature Problem solving

Making Better Assumptions

How to Capture Ideas and Create a Learning Experiment Backlog for Continuous Improvement

Whether you’re managing a team, running a business, or launching a new product, making informed decisions is vital. One of the best ways to ensure that your decisions are backed by solid reasoning is through the capture and testing of assumptions. In this article, we’ll explore how to make better assumptions, how to capture those ideas effectively, and how to create a learning experiment backlog for ongoing enhancement.

Understanding Assumptions

An assumption is something that you believe to be true without having any definitive proof. In the context of business and projects, assumptions can range from beliefs about customer behaviour to expectations regarding market trends. While assumptions can help guide decision-making, they can also lead to significant pitfalls if left untested.

The Importance of Testing Assumptions

Failing to evaluate assumptions can result in wasted resources, misguided strategies, and missed opportunities. By systematically capturing and testing these assumptions, you can:

Reduce Uncertainty: Testing assumptions provides clarity and helps minimise risks.
Foster Innovation: Encouraging team members to share their assumptions can spark creativity and lead to innovative solutions.
Promote Learning: When assumptions are tested and validated or disproven, the resulting insights lead to continuous improvement.

Thus, capturing and validating assumptions becomes an essential practice for teams and individuals aiming for sustainable growth.

Capturing Assumptions: Where to Start

The first step towards effective experimentation is ensuring that assumptions are captured systematically. Here’s how you can go about it:

1. Create an Idea Capture System

Establish a dedicated space or platform where all team members can record their assumptions, ideas, and observations. Whether you prefer digital tools (like Trello, Notion, or Google Docs) or physical boards, choose a method that suits your team’s workflow.

Actionable Tip: Use a Template

Create a simple template to help capture assumptions. Your template could include the following fields:

Assumption: What is the belief you have?
Source: How did you arrive at this assumption? (e.g., customer feedback, data analysis)
Context: Under what conditions does this assumption hold true?
Impact: What would be the implications if this assumption is either true or false?
Experiment Idea: How would you test this assumption?

2. Encourage Open Dialogue

Foster a culture of open communication where team members feel comfortable sharing their assumptions without fear of judgement. Use regular meetings, brainstorming sessions, or even anonymous suggestion boxes to promote idea-sharing. Remember, no assumption is too small to capture!

3. Categorise Your Assumptions

To manage your assumptions efficiently, it’s helpful to categorise them. This could be based on areas such as:

Customer Behaviour
Product Features
Market Dynamics
Operational Processes

Categorisation makes it easier to prioritise which assumptions to test first and aligns your experiments with strategic objectives.

Creating a Learning Experiment Backlog

Once you’ve captured a healthy list of assumptions, the next step is to organise them into a learning experiment backlog. This backlog will serve as a roadmap for your experimentation process.

1. Prioritise Assumptions

Not all assumptions carry the same weight. Some may pose a higher risk or offer greater reward than others. Use a prioritisation framework like the ICE Score (Impact, Confidence, Ease) to evaluate each assumption.

Impact: What is the potential effect of this assumption on the business?
Confidence: How confident are you in this assumption’s accuracy?
Ease: How easy will it be to test this assumption?

Calculate the ICE score by multiplying the three ratings (on a scale of 1-10), and use the total score to rank your assumptions.

2. Define Experiments

For each assumption in your backlog, outline a clear and actionable experiment. Consider the following questions when designing your experiments:

What are you trying to learn?
What metric will you use to measure success?
What steps will you take to conduct the experiment?
What is the timeline for testing?

By laying out these details, you create a structured approach to your experiments.

3. Execute and Iterate

After planning your experiments, it’s time to put them into action. As you execute each experiment, maintain a cycle of iteration:

Observe the outcomes and gather data.
Reflect on what worked and what didn’t.
Adapt your assumptions and experiments based on the new insights gathered.

This iterative process forms the foundation of a learning culture within your organisation.

Case Study: A Real-World Example

Let’s illustrate this process with a hypothetical case study of a digital marketing agency.

Step 1: Capturing Assumptions

Team members capture several assumptions, including:

“Our target audience prefers long-form content over short posts.”
“Social media ads will yield higher engagement than email newsletters.”

Step 2: Creating a Backlog

Using the ICE scoring system, the team prioritises the assumptions, leading to the conclusion that testing the first assumption has the highest potential impact on engagement rates.

Step 3: Defining an Experiment

The team decides to conduct an A/B test, comparing the performance of long-form and short posts over a month. They decide to measure engagement rates based on shares, comments, and clicks.

Step 4: Execution and Iteration

After a month of testing, they discover that short posts actually perform better. Armed with this knowledge, they adapt their content strategy to favour brevity, continuing to test and iterate based on audience feedback.

Continuous Improvement: The End Goal

The ultimate goal of capturing assumptions and maintaining a learning experiment backlog is continuous improvement. Here’s how engaging in this practice can positively influence your organisation:

Enhanced Decision-Making: With validated assumptions, decisions are more quantitatively backed and less based on guesswork.
Increased Agility: Teams become more adaptable, quickly adjusting to new information and market changes.
Stronger Team Collaboration: The process fosters greater teamwork, as everyone participates in shared learning and innovation.

Conclusion

Making better assumptions is pivotal for success across industries. By systematically capturing these assumptions, organising them into a learning experiment backlog, and fostering a culture of experimentation, you can shift your team’s focus from fear of failure to a mindset of discovery.

If implemented effectively, this approach not only leads to more informed decisions but also creates an environment ripe for continuous improvement. So, start today by capturing your assumptions and crafting your backlog – the path to innovation awaits!

Remember, every great leap starts with understanding, and every understanding begins with questioning. Embrace the power of inquiry, and watch as your organisation transforms through the lens of disciplined experimentation.

Feature

Tools Models & Frameworks

The structures that turn problem solving into a repeatable craft

When people talk about problem solving, they often focus on mindset — curiosity, persistence, creativity — or on people — teams, workshops, leaders. But when you strip away the noise, every great problem solver relies on one thing above all: structure.

That structure takes the form of tools, models, and frameworks. These are the scaffolds that support clear thinking under pressure. They help teams make sense of messy situations, ask better questions, and move from symptoms to causes to action.

This hub brings together the most practical and enduring approaches in problem solving — the tools you can use, the models that guide them, and the frameworks that connect it all.

If you’ve read what is a problem and want to go on to how to actually tackle them, this is where the rubber meets the road.

1. What Are Tools, Models, and Frameworks — and Why Do They Matter?

Before diving in, it’s worth defining our terms, because they’re often used interchangeably — and that’s where confusion begins.

Models are mental representations — simplified ways of understanding how something works. Think of the Scientific Method or Dewey’s Reflective Thinking Model. They help you reason clearly.
Frameworks are structured processes — step-by-step approaches to move through stages of a problem. For instance, Design Thinking or Cynefin provide a repeatable route.
Tools are hands-on techniques or templates — the things you actually, practically do with your team or your notebook. For example things like, the 5 Whys, Problem Trees, or the Eisenhower Matrix.

They work best together:

Models shape your thinking. Frameworks guide your process. Tools make it tangible.

Without them, teams tend to fall into what Failure Hackers call “chaos mode” — chasing symptoms, skipping analysis, and confusing ideas for progress.

2. The Landscape of Problem-Solving Frameworks

Over the past century, problem-solving frameworks have evolved from academic theory into everyday business practice.

At the heart of nearly all modern frameworks are a few recurring phases:

Define the problem
Diagnose causes
Design solutions
Decide what to do
Deliver and learn

Different frameworks place different emphasis — some more creative, others analytical — but the underlying logic is remarkably consistent.

For example:

The Dewey model (1910) introduced the reflective process: from recognising a problem to testing a hypothesis.
Polya’s Four Steps (1957) gave mathematics students a structure that became universal: Understand → Plan → Solve → Reflect.
Newell and Simon’s model (1972) described human problem solving as “searching a problem space” — a foundation for today’s AI.
Cynefin (2000) added the idea of complexity — helping teams match their approach to the situation type (simple, complicated, complex, chaotic).

These models underpin most contemporary frameworks. The key is knowing when to use each and why.

To dive deeper, see:
The Top 5 Widely Referenced Academic Models for Problem Solving

3. From Models to Tools: Making Theory Work in Practice

It’s one thing to know a framework — quite another to use it. The transition from thinking model to practical tool is where most organisations stumble.

Let’s look at a few widely used techniques that operationalise these models.

The 5 Whys: Uncovering Root Causes

A deceptively simple tool used to get beyond surface-level symptoms. By asking “Why?” repeatedly — usually five times — you dig into the chain of causes until you reach a root.

In practice, it helps teams slow down their instinct to fix and instead clarify what’s really going wrong. It’s especially effective in continuous improvement or post-incident reviews.

Problem Trees: Seeing Cause and Effect

A Problem Tree visualises the cause–effect relationships of an issue. The trunk is your main problem; the roots are underlying causes; the branches are the effects.

It’s particularly powerful in strategy and development contexts — turning abstract complaints into structured systems that teams can discuss visually.

The SCAMPER Method: Reimagining what Exists

SCAMPER stands for Substitute, Combine, Adapt, Modify, Put to another use, Eliminate, Reverse. It’s a creative reframing tool that helps teams reimagine products, services, or processes.

SCAMPER sits between analysis and innovation — ideal when you know the problem but need fresh ways to solve it.

Eisenhower Matrix: Prioritising Action

Sometimes, the problem isn’t knowing what to do, but knowing what to do first. The Eisenhower Matrix categorises tasks by urgency and importance, helping teams manage competing priorities.

It’s less about time management and more about decision clarity — ensuring effort goes to what truly matters.

Each of these tools represents a bridge from theory to behaviour — and each maps to a distinct stage in the problem-solving journey.

Stage	Typical Tools	Purpose
Define	Problem Tree, Fishbone Diagram	Clarify problem structure
Diagnose	5 Whys, RCA Templates	Find root causes
Design	SCAMPER, Brainstorming prompts	Generate solutions
Decide	Eisenhower Matrix, Impact–Effort grid	Prioritise actions
Deliver	PDCA, Retrospectives	Learn and iterate

4. Choosing the Right Tool for the Job

The challenge isn’t finding tools — it’s choosing which one suits your context.

Here’s a simple decision lens:

Factor	Guidance
Complexity of the problem	If the problem is well-understood, use linear tools (5 Whys, Fishbone). For complex or adaptive problems, use exploratory tools (Problem Tree, Cynefin).
Time available	Under pressure? Use light-touch frameworks (Eisenhower Matrix). More time? Use visual mapping (Problem Trees, RCA).
Team maturity	New teams benefit from structured templates; experienced ones can mix and adapt freely.
Evidence base	If data is weak, use hypothesis-driven models (SCAMPER). If data is rich, use analytical tools (Pareto, RCA).

Remember: tools don’t solve problems — people do. Tools simply help people collaborate more effectively by structuring their conversations.

Remember: tools don’t solve problems — people do

5. Frameworks in the Wild: Blending and Adapting

In real life, problem solvers rarely use one framework in isolation. The best practitioners blend them — flexibly and contextually.

Example 1: Root Cause Analysis (RCA)

A combination of:

The 5 Whys to peel back layers,
A Fishbone Diagram to categorise causes,
A Problem Tree to visualise relationships.

Together, they create a fuller picture than any single tool could.

Example 2: Strategic Prioritisation

Teams often combine:

The Eisenhower Matrix to categorise urgency/importance,
RICE or MoSCoW scoring to quantify value and effort.

This turns subjective debate into evidence-based prioritisation.

Example 3: Innovation and Redesign

Creative teams might use:

SCAMPER to spark ideas,
Design Thinking to prototype and test them,
Impact–Effort grids to plan delivery.

Blending tools like this is how organisations turn frameworks into living systems — not static diagrams on a wall.

6. Building a Toolkit Culture

Many teams learn tools but fail to embed them. A toolkit culture means using frameworks naturally, not ceremonially.

Here’s how to build it:

Start small. Introduce one framework at a time; make it visible and easy to access.
Normalise reflection. After each use, ask, “Did this tool help us think better?”
Visualise thinking. Use whiteboards, Miro boards, or shared templates to make reasoning transparent.
Avoid tool worship. Frameworks are aids, not badges. If it doesn’t add clarity, drop it.
Teach through use. Model the method in meetings rather than lecturing about it.

For more on creating the right environment, read:
Building a Problem-Solving Culture

7. Integrating Frameworks into the Problem-Solving Lifecycle

Let’s pull it all together — how do these tools align across the end-to-end problem-solving journey?

Stage	Goal	Tools & Frameworks	Output
Define	Clarify what’s really going on	Problem Statements, Problem Trees, 5 Whys (initial)	Shared understanding of the problem
Diagnose	Uncover root causes	RCA, Fishbone, deeper 5 Whys	Evidence-based insight
Design	Create potential solutions	SCAMPER, Brainstorming frameworks	Options and hypotheses
Decide	Choose and prioritise	Eisenhower Matrix, Impact/Effort, MoSCoW	Clear action plan
Deliver & Learn	Implement and improve	PDCA, Agile Retrospectives	Continuous improvement

Each stage builds on the previous — and the cycle repeats. Frameworks are iterative, not linear.

8. Common Pitfalls When Using Frameworks

Even the best tools can backfire if used poorly. Here are the classic traps:

Framework Theatre: Teams “go through the motions” without engaging. Looks tidy, achieves nothing.
Tool Overload: Using too many frameworks at once, creating confusion.
No Diagnosis: Jumping to design before defining the problem (a perennial Failure Hackers warning).
Lack of Ownership: Treating the framework as the solution instead of a thinking aid.
No Reflection: Failing to review what worked and what didn’t — turning learning into ritual.

The antidote? Keep frameworks light, purposeful, and reviewed.

9. The Future of Problem-Solving Frameworks

Problem solving is evolving. Digital platforms and AI are transforming how frameworks are applied.

Modern teams can already use tools like ChatGPT to:

Generate “Why” question chains.
Suggest potential causes from raw data.
Cluster ideas visually in real time.

But while AI can augment problem solving, it can’t yet replace the human intuition that frameworks rely on.
Frameworks remain the human logic layer — the structure that guides critical thinking and ethical decision-making.

To explore the frontier between human and machine collaboration, see:
AI-Powered Problem Solving

Frameworks remain the human logic layer

10. Bringing It All Together

If the Foundations Hub is the mindset and philosophy of problem solving, this Tools, Models and Frameworks Hub is the operating system — the practical, structured side of doing it well.

Models help you think clearly.
Frameworks guide you step by step.
Tools make it tangible and repeatable.

Mastering these structures doesn’t make you rigid — it makes you deliberate. Once you’ve internalised them, you can adapt, remix, and even invent your own.

That’s when problem solving stops being a reaction — and starts becoming a capability.

Explore our curated collection of tools, models, and frameworks to enhance your problem-solving capabilities.

Feature Problem solving

Mindset Shifts Unlock Problem Solving

Mindset Shifts for Creativity, Calmness, Clarity, Collaboration, and Thinking Outside the Box

Problem-solving is an integral part of both personal and professional life. However, how we approach these problems significantly influences our outcomes. By shifting our mindsets, we can unlock new pathways to creativity, maintain calmness under pressure, gain clarity, foster collaboration, and encourage innovative thinking. In this article, we’ll explore five essential mindset states that can enhance your problem-solving abilities and provide actionable strategies to cultivate them.

1. Creative Mindset: Thinking Beyond Limits

A creative mindset allows you to see problems from different perspectives. It encourages out-of-the-box thinking, helping you uncover unique solutions. To nurture this mindset:

Actionable Strategy:

Divergent Thinking Exercises: Set aside 10 minutes each day to brainstorm solutions to a specific challenge without filtering ideas. Write down everything that comes to mind, no matter how absurd. Over time, you’ll train your brain to think more creatively, expand your idea pool, and allow unexpected connections to flourish.

2. Calm Mindset: Maintaining Composure

When faced with challenges, panic can cloud your judgement. A calm mindset helps you to manage stress and focus on the solution rather than the problem itself.

Actionable Strategy:

Mindfulness Practice: Dedicate 5 to 10 minutes daily for mindfulness meditation or deep-breathing exercises. Practising mindfulness can increase your ability to remain calm in high-pressure situations, allowing you to approach problems with clarity and focus.

3. Clear Mindset: Achieving Clarity of Thought

A clear mindset can help you sift through distractions and get to the heart of the problem. It promotes logical reasoning and enhances decision-making skills.

Actionable Strategy:

Journaling for Clarity: Allocate time at the end of each day to reflect on the day’s events and decisions in a journal. Use prompts such as “What went well?”, “What didn’t work?”, and “What do I want to improve tomorrow?”. This practice can help organise your thoughts, leading to clearer insights in future problem-solving scenarios.

4. Collaborative Mindset: Embracing Teamwork

Collaboration can lead to more comprehensive solutions than working alone. A collaborative mindset encourages open communication, sharing of ideas, and utilising diverse perspectives.

Actionable Strategy:

Regular Brainstorming Sessions: Schedule weekly or bi-weekly brainstorming sessions with colleagues or friends where everyone can propose solutions to ongoing challenges. Facilitate a safe space for sharing ideas without criticism. This not only strengthens team dynamics but also spurs collective creativity.

5. Innovative Mindset: Thinking Outside the Box

An innovative mindset moves beyond conventional solutions, embracing change and experimentation. It requires flexibility and a willingness to take risks.

Actionable Strategy:

Experimentation Challenge: Pick a routine task you perform regularly and change your approach to it. This could mean altering the order in which you complete tasks or trying a new tool or technique. Document the outcomes; this encourages a habit of innovation and adaptability, essential traits for effective problem-solving.

Conclusion

Unlocking effective problem-solving abilities comes down to our mindset. By consciously adopting a creative, calm, clear, collaborative, and innovative approach, we can expand our capabilities to tackle challenges with ease and confidence. Remember, these shifts may take time, so be patient with yourself as you cultivate these mindsets. Start implementing one or two actionable strategies today, and watch as your problem-solving skills evolve, opening doors to new opportunities and successes.