problem solving style indicator

Different Problem-Solving Styles: What Type of Problem Solver Are You?

Post author: Valerie Soleil, B.A., LL.B.
Post published: November 12, 2019
Reading time: 10 mins read
Post category: Self-Improvement / Self-Knowledge & Personality Tests / Success Skills

Problems. Problems. Problems. Life is full of little and big problems, and often it turns out that the big ones are in fact series of little ones. We all come across problems in our lives. It’s how we deal with them that’s interesting. Experts say there are different kinds of problem-solving styles .

Problem-solving is human

Problems seem like something to avoid. But in reality, they are unavoidable. Look a little closer and life is just one of those big problems full of little, unavoidable problems.

Most of us even go out of our way to find problems . Some add drama to their romantic lives to keep it spicy. Others buy crossword books or start a small business in the evenings outside of their regular work. Not for love, prizes, or riches – but the challenge.

Problem-solving is a survival tool . Perhaps we evolved it instead of claws or telepathy. Our ancestors figured how to survive the cold and eat practically – and later, healthily. Individuals learn how to use tools, achieving with our minds and environments. All of which we couldn’t achieve with just a dumb body. Communities, governments, the businesses that put food on our table. They all come together to solve problems.

Some even say that problem-solving is the primary design attribute of the human brain. As all this problem-solving got more sophisticated, that’s when we evolved to start creating problems to keep our brains fit. Just think of that crossword puzzle.

Solving problems regularly may even boost our chances of ‘survival’ by helping stave off dementia. Although science is still mixed on this. Certainly, problem-solving as part of a concerted effort towards more mental and physical exercise can extend brain function in old age. Even if can’t be shown to prevent Alzheimer’s.

But how about in our daily lives as professionals, parents, and carers? How can you boost your ability to navigate the obstacles that arise each day? Figuring out what type of problem-solver you are in the first place is a pretty good place to start.

Four Styles of Problem-Solving

Different researchers divide people into different categories of problem-solver depending on their approach. For example, one system divides us into four specific groups :

Implementors

The Clarifier-type is cautious, methodical, and research-oriented . They ask a lot of questions . It can be a pain to have one in the room with you – but it’s probably safer if you do!

The Ideator is more instinctive . They throw potential solutions around, often without waiting to see where they land. This can be frustrating for colleagues who prefer a methodical approach. Lots of ideas may lack value or may disappear before they can be interrogated. But the ideator often has the spark of genius it requires to break a deadlock situation. To see something that no-one else saw.

The Developer is somewhere between the first two types . They value ideas but they also value the interrogation of those ideas. When they come up with a potential solution, they will quickly move to check it from every angle. Only then will they reject or accept it as the best way ahead.

The Implementor, as the name suggests, finds value a little further along in the process . They may egg the team on during ideation and development because they just want to try things out. They will – to use the common sporting analogy – take the ball and run with it.

Three Styles of Problem-Solving

Another method of looking at types like these reduces them to just three different problem-solvers :

Inconsistent

Clearly, from the names alone, there is some overlap with the first type system. But this second way of looking at things is perhaps a bit more critical. It offers methods of improvement to each type.

For example, the Clarifier-Ideator-Developer-Implementor styles suggest the ideal configuration for a problem-solving team . However, none are considered a ‘better’ one to be than the others.

Therefore, the Intuitive-Inconsistent-Systematic system is more of a value judgement. A purely intuitive problem-solver, the system suggests, can eventually become a systematic type if they work hard enough at it.

What does that work involve? Well, first you have to figure out which type you are. (Hint: check the infographic at the foot of this article).

Intuitive Type of Problem-Solver

If you depend on your instincts, throw yourself straight into actioning a solution before doing your research or testing. Also, if you have a tendency to try to do it all yourself without consulting others – you’re the intuitive type .

Inconsistent Type of Problem-Solver

Do you take your time over a problem – sometimes too long – and tend to switch-up your approach very quickly when a solution is not forthcoming? If this is the case, you could be the inconsistent type.

This type borrows techniques from both the intuitive and systematic types, but not always effectively. You have some idea of the most effective way to solve a problem . However, you are easily discouraged from pursuing an approach to its conclusion.

Systematic Type of Problem-Solver

The systematic type is calm, methodical , but driven. Every stage of the decision-making process is given equal weight: research, analysis, ideation, deliberation, and execution. Including assessing how it all went and how to prevent similar problems arising in future.

Weaknesses of the Problem-Solving Styles

Once you’ve figured out your type, it is time to work on your weaknesses.

For the intuitive type, that means getting time-aware.

Also applying yourself more purposefully. The simplest way to get time-aware is to set yourself deadlines for coming up with solutions. How long depends on the problem, of course. Picking a deadline stops you from procrastinating too long. Or failing to get engaged with the issue.

But picking a lower-end deadline – a minimum period to spend on a problem – is also useful for the intuitive type. Refuse to decide until at least (for example) two minutes have passed. Then, hopefully, you will prevent yourself from plunging into a bad idea without giving it the required thought.

How should someone with the intuitive problem-solving style use this time? Methodically! Divide the solution-finding process into stages . Then, try to complete each stage by the given ‘sub-deadline.’ Don’t forget to pencil in time to talk with others about the problem, and your potential solution.

Ask yourself: what is the problem? What are the different factors and elements involved? What are the consequences? How do you feel about the problem? Finally, how does it affect other people?

And of course, once your solution is actioned, don’t just move on. Stop, analyze how effective your solution was and why. Then figure out what to do to prevent the problem arising again – and what to do differently if it does.

The inconsistent problem-solver has a different set of strengths and weaknesses.

They are easily distracted or filled with doubt. Doubt is an important feeling, but without a framework to assess the validity of that doubt, it will only undermine you. How can the inconsistent problem-solver type stay on the straight-and-narrow to an effective solution?

One method is to exclude others from part of the process. Too many conflicting voices can paralyze someone with the inconsistent style of problem-solving. It has been shown that the brainstorming process can be more effective if done alone than in a group. So try to do just that.

Use words or visual cues to prompt inspiration. Write or draw as you work in order. This will concretize your thought process, which is all too vulnerable to evaporating when doubt hits. You can run your ideas past the group once you’ve had a chance to think them through unencumbered.

Another method is to quantify the value of your ideas. For example, say you’ve cooked up three potential solutions to a problem. But, you have no idea which one is best. It is classic inconsistent-type behavior to lose time dithering between all three ideas, lost in indecision .

Instead, write them down in a chart. Then, give each one a score out of 5 according to its strength in whatever categories are relevant to the problem. For example, expense, time, elegance, effort. Add up the scores and see what the numbers tell you to do.

If you’re a systematic problem-solver type, congratulations: you’re the black belt of problem-solvers!

But do black belts stop learning new moves? Like heck they do! There are infinite problem-solving systems for systematic solvers to try. Each works best in different circumstances, and the true problem-solving guru knows how and when to combine elements of different styles.

The CATWOE Approach to Problem-Solving

The CATWOE approach, for example, is quite straightforward (apparently) series of questions with which to interrogate a problem. It is particularly useful in business scenarios.

C stands for Clients – who does the problem affect?
A stands for Actors – who will action the solution?
T for Transformation indicates the change that is needed for the problem to dissolve.
O is the owner – the person(s) responsible for the solution.
W is the Worldview – the problem in its wider context
E stands for Environmental constraints – the physical and social limits to which your solution must adhere).

Final Thoughts

As soon as you have graduated from being an intuitive or inconsistent problem-solver to becoming officially ‘systematic,’ you’ll find a ton of methods like this online and on the advice of your colleagues and mentors. But don’t run before you can walk.

Start by using the infographic below to analyze your problem-solver type . Then power-up your problem-solving style to not just survive but flourish along this long old problem-filled trek we call life.

References :

https://professional.dce.harvard.edu
kscddms.ksc.nasa.gov
www.lifehack.org
The infographic was brought to us by www.cashnetusa.com

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This Post Has One Comment

A very good insight into the problem-solving techniques and the types. Quite helpful.

About Problem-Solving Style Questionnaire

Author details.

Thomas Cassidy and Christopher Long Parker

(I still confuse between above two. Some Resources mention 1st one and some on second one. Hope as researcher you can help to verify this)

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Background/Description

The Problem-Solving Style Questionnaire (PSSQ) is a self -report questionnaire that measures four dimensions of problem-solving style: sensing, intuitive, feeling, and thinking. It was developed by Thomas Cassidy and Christopher Long in 1996, based on Carl Jung ’s theory of psychological types.

The PSSQ is a widely used instrument for assessing problem-solving style in a variety of settings, including educational institutions, workplaces, and counseling offices. It has been shown to be a reliable and valid measure of problem-solving style, and it has been used in numerous research studies to investigate the relationship between problem-solving style and other variables, such as academic achievement , job performance, and mental health.

The PSSQ is a relatively short instrument, consisting of 20 items with five items for each dimension. Respondents rate each item on a five-point Likert scale, from 1 (strongly disagree) to 5 (strongly agree). The scores for each dimension are then summed to create a total score for that dimension.

The following is a brief interpretation of the four PSSQ dimensions:

Sensing: People with a high sensing problem-solving style prefer to learn through concrete experiences and focus on practical details. They may also be good at hands-on tasks and troubleshooting problems.
Intuitive: People with a high intuitive problem-solving style prefer to learn through abstract concepts and theories and focus on the big picture. They may also be good at thinking creatively and coming up with new ideas.
Feeling: People with a high feeling problem-solving style prefer to make decisions based on personal values and emotions. They may also be good at empathizing with others and considering their needs .
Thinking: People with a high thinking problem-solving style prefer to make decisions based on logic and objective reasoning. They may also be good at analyzing information and identifying patterns and trends.

It is important to note that everyone has a unique combination of problem-solving styles. There is no one “best” problem-solving style. The best way to solve a problem is to use the style that is most effective for the specific situation.

The PSSQ can be used in a variety of ways. It can be used to help individuals understand their own problem-solving style and to develop strategies for improving their problem-solving skills. It can also be used to identify individuals who may need additional support in problem-solving.

For example, a student who has a high intuitive problem-solving style may benefit from learning how to break down complex problems into smaller steps. A student who has a high sensing problem-solving style may benefit from learning how to see the big picture and generate ideas.

The PSSQ can also be used in the workplace to help employees understand their own problem-solving style and to develop teams with a variety of problem-solving styles. This can lead to more effective problem-solving and better decision-making.

Administration, Scoring and Interpretation

The Problem-Solving Style Questionnaire (PSSQ) can be administered in a variety of settings, including educational institutions, workplaces, and counseling offices. It is a relatively short instrument, so it can be administered individually or in groups.

To administer the PSSQ, simply provide respondents with a copy of the questionnaire and instruct them to read each item carefully and rate it on a five-point Likert scale, from 1 (strongly disagree) to 5 (strongly agree). Once respondents have completed the questionnaire, collect the questionnaires and score them.

To score the PSSQ, simply sum the responses to the five items for each dimension. The total score for each dimension ranges from 5 to 25. Higher scores indicate a stronger preference for that problem-solving style.

Here are some additional tips for administering the PSSQ:

Provide respondents with a quiet and comfortable place to complete the questionnaire.
Allow respondents enough time to complete the questionnaire without feeling rushed.
Be sure to answer any questions that respondents may have about the questionnaire.
Once respondents have completed the questionnaire, thank them for their time.

Reliability and Validity

The Problem-Solving Style Questionnaire (PSSQ) has been shown to be a reliable and valid measure of problem-solving style.

Reliability refers to the consistency of a measure. A reliable measure is one that produces similar results when administered to the same people at different times.

Validity refers to the accuracy of a measure. A valid measure is one that measures what it is intended to measure.

The PSSQ has been shown to be reliable in a number of studies. For example, Cassidy and Long (1996) reported that the PSSQ had a Cronbach’s alpha of .77, which is considered to be a good level of reliability .

The PSSQ has also been shown to be valid in a number of studies. For example, Cassidy and Long (1996) found that the PSSQ scores were correlated with other measures of problem-solving style, such as the Myers-Briggs Type Indicator (MBTI).

In addition, the PSSQ has been used in a number of research studies to investigate the relationship between problem-solving style and other variables, such as academic achievement , job performance, and mental health. The results of these studies suggest that the PSSQ is a valid measure of problem-solving style.

Available Versions

Ghodrati, M., Bavandian, L., Moghaddam, M. M., & Attaran, A. (2014). On the relationship between problem-solving trait and the performance on C-test. Theory and practice in language studies , 4 (5), 1093-1100.

Khan, M. J., Younas, T., & Ashraf, S. (2016). Problem Solving Styles as Predictor of Life Satisfaction Among University Students. Pakistan Journal of Psychological Research , 31 (1).

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Frequently asked questions.

What is the Problem-Solving Style Questionnaire (PSSQ)? The PSSQ is a self -report questionnaire that measures four dimensions of problem-solving style: sensing, intuitive, feeling, and thinking.

What are the four dimensions of problem-solving style measured by the PSSQ? The four dimensions of problem-solving style measured by the PSSQ are: Sensing, Intuitive, Feeling, and Thinking.

How is the Problem-Solving Style Questionnaire scored? The PSSQ is scored by summing the responses to the five items for each dimension. The total score for each dimension ranges from 5 to 25. Higher scores indicate a stronger preference for that problem-solving style.

What are the benefits of using the Problem-Solving Style Questionnaire? The PSSQ can be used to help individuals and teams understand their problem-solving styles and develop strategies for improving their problem-solving skills. It can also be used to identify individuals who may need additional support in problem-solving.

Is the PSSQ a reliable and valid measure of problem-solving style? Yes, the PSSQ has been shown to be a reliable and valid measure of problem-solving style. It has been used in a number of research studies to investigate the relationship between problem-solving style and other variables, such as academic achievement , job performance, and mental health.

Please note that Psychology Roots does not have the right to grant permission for the use of any psychological scales or assessments listed on its website. To use any scale or assessment, you must obtain permission directly from the author or translator of the tool. Psychology Roots provides information about various tools and their administration procedures, but it is your responsibility to obtain proper permissions before using any scale or assessment. If you need further information about an author’s contact details, please submit a query to the Psychology Roots team.

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Problem Solving Style Inventory

SKU: 1004E2FG

The Problem Solving Style Inventory assesses your usual problem solving methods in relation to essential factors for addressing particular situations. It aids in recognizing primary and secondary styles of decision making and conflict resolution in the workplace.

TOPIC Problem Solving

TYPE Assessment

FORMAT Print

AUDIENCE Leadership teams and upper management

TIME REQUIRED 1 hour

Description

Do you enlist employees to help fix company problems, or do you usually devise resolutions on your own? The Problem Solving Style Inventory (PSSI) evaluates your typical problem-solving techniques against the four critical factors to consider when solving specific situations. Help supervisors, managers, and team leaders identify their dominant and supportive styles of decision making and conflict resolution within their work environment using this effective training tool.

How it works

The Problem Solving Style Inventory self and feedback forms provide 30 pairs of statements describing how people typically solve problems or make decisions. Scoring the participants' selections allows everyone to generate an overall problem solving technique and decision making style preference profile. One's sub-scores indicate the usage of each of the five problem solving styles.

The Five Problem-Solving Styles:

Ego-oriented
We-oriented
Other-oriented

Combining the self and feedback scores allows managers to compare their data with their team's responses. Participants learn about the different problem solving styles, the four critical factors in choosing a style, analyze the possible overuse or underuse of each style, and design personal action plans. The self-inventory may be completed either before training or at the session. The feedback inventory should be completed and returned before the session so they can be scored and summarized.

Learning outcomes

By the end of this workshop, participants will be able to

Identify which styles you tend to use and ignore.
Understand when and how to use different styles.
Determine which of the five styles is most useful for your team.
Identify the essential factors to consider when choosing a style.

Uses and applications

The Problem Solving Style Inventory illustrates the various styles available to a supervisor or manager for solving problems and making decisions. You can plot a manager's problem solving behavior along two axes, the first being "ego-centered behavior," or the extent to which a manager attempts to solve all problems by themselves or with little help. Meanwhile, "other-centered behavior" is how a manager includes other people in the problem solving or decision making process.

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Stay connected, problem solving styles and skills, sharpen your problem solving skills.

There are, in general, four problem-solving styles:

Social sensitive thinking
Logical thinking
Intuitive thinking
Practical thinking

A social sensitive thinking problem solving style is one in which you want to find the best answer for all people involved (focusing primarily on their emotions and values, and you are most comfortable when they add emotion to the problem situation.) You depend on what has been successful for you in the past, rather than focusing on the facts of this new issue. You try to put yourself in the other person’s place so that you can identify with the person. You will solve problems based on your value system that respects other people in a situation. You are caring and want to support everyone involved in the problem. This indicates a high level of interpersonal skills.

Here are some indicators that you use the social sensitive thinking style:

You are considerate to others in the situation.
You are guided by your own personal issues.
You are compassionate.
You assess the impact of the problem on other people.
You want everyone to be satisfied in the situation.
Others call you caring and/or compassionate.
You always try to treat others fairly.
You believe that positive interactions are important in solving problems.

A logical thinking problem solving style involves the exploration of the problem and the effects of your environment. Using this style, you identify the problem that has occurred, explore alternatives in solving the problem, and develop a plan for solving the problem based on information. You carefully weigh the costs and benefits of the various ways to solve the problem. You gather and consider additional information about alternatives and the possible consequences of each alternative. The ultimate solution you find to the problem is based on a logical problem-solving approach.

Here are some indicators that you use the logical thinking style:

You are analytical.
You look for possible solutions to problems.
You rely on your good judgment.
You are reasonable.
You have good common sense.
You want everyone to be treated equally.
You develop solutions and then choose the best options.
You remove yourself emotionally from the situation.

An intuitive thinking problem solving style is one in which you solve problems based on gut-level reactions. You tend to rely on your internal signals. You identify and choose a solution based on what you feel is the best possible solution for everyone involved. You do not spend a lot of time collecting facts and gathering information before you decide on a solution. This style can be useful when factual data is not available. It is important not to substitute intuition for gathering needed information to solve the problem. You often solve problems based on hunches or your sixth-sense about the problem situation.

Here are some indicators that you use the intuitive thinking style:

You consider the future.
You communicate creatively.
You develop imaginative solutions to problems.
You reach solutions quickly, based on your hunches.
You look for similarities in other problems you have needed to solve.
You need the problem to make sense to you.
You are able to see new possibilities.
You see the big picture.

A practical thinking problem solving style is one in which you take in information that is clear and real. You want to know what is happening in the situation. You notice what is going on around you, especially the practical realities and facts. You may overlook recurring themes, focusing instead on the concrete issues involved in the situation. You rely on and trust your previous experience in dealing with similar problems.

Here are some indicators that you use the practical thinking style:

You stick with it until you find a solution to a problem.
You focus on what is really happening.
You trust your experience from previous problem situations.
You trust facts rather than other people.
You are perceptive.
You are able to remember specific facts about the problem.
You understand ideas through practical applications.
You carefully work toward conclusions.

The Problem-Solving Process

There is no simple step-by-step process that will guarantee you a solution to every problem you encounter in your life. The problem-solving process is a search for, and implementation of, the best possible solution for a specific problem. As a problem solver, you will develop your own method for solving problems. One of the best ways of doing this is to try to use the most effective aspects of the four different styles. The following is an outline of how to integrate the four styles in the problem-solving process. Before you begin, write down a problem you are currently struggling with.______________________________________________________. Use this issue when working through the following steps:

Step 1 – Define the problem by using practical thinking characteristics to see the problem situation as it really is. You can do so by answering some of the following questions:

What or who caused the problem?
Where did it happen?
What happened?
When did it happen?
With whom did it happen?
Why did it happen?
What was your part in the situation?
What was resolved?

Step 2 – Consider the possibilities using intuitive thinking characteristics to brainstorm all possible solutions to the problem. You can do so by answering some of the following questions:

What other ways did you look at the problem?
What did you learn by information you gathered?
What were the connections to the bigger picture?
How did the other people fit into this picture?
What did you think caused the problem?
What were some possible ways to approach the problem?

Step 3 – Weigh the consequences of courses of action to resolve the problem using logical thinking characteristics. You can do so by answering some of the following questions:

What were the pros of each option?
What were the cons of each option?
What do you think would have been the outcomes of each option?
What was the result for each person involved?

Step 4 – Weigh the alternatives to each course of action using social sensitive thinking characteristics. You can do so by answering some of the following questions:

How did each alternative fit with your values?
How were the other people involved in the situation affected?
How did each alternative help everyone involved?
How did each alternative enhance positive interactions?

Step 5 – Decide which aspects of Steps 1 – 4 will be most effective in solving this problem.

Step 6 – Act on your decision.

Step 7 – Evaluate whether the problem was resolved successfully.

Click here for printable versions of the problem solving activities above, more worksheets, and educational handouts.

3 thoughts on “ Problem Solving Styles and Skills ”

This is very informative and useful

Great info. Thanks for sharing

I think i regularly use all these except social but especially lean to intuitive and logical.

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The Problem Solving Inventory (PSI)

The PSI assesses an individual's awareness and evaluation of his or her problem-solving abilities or style, thus provides a global of that individual as a problem solver.The PSI is a self-reported measure . The PSI consists of 35 six-point Likert items (with 3 filler questions), which constitute 3 factors: Problem-Solving Confidence, Approach-Avoidance Style, and Personal Control. The questions were constructed by the authors as face valid measures of each of the five problem-solving stages, based on a revision of an earlier problem-solving inventory. The items were randomly ordered and written to contain an equal number of positive and negative statements about problem solving. Low scores indicate behaviors and attitudes typically associated with successful problem solving.

Self/Inhibitory Control, Failure Avoidance, Confidence, Problem Solving

Administration Information

The PSI should be administered and interpreted by professionals who have expertise in testing and knowledge about problem solving, and have normative information about the PSI.

Access and Use

Not indicated

Dugas, M. J., Letarte, H., Rhéaume, J., Freeston, M. H., & Ladouceur, R. (1995). Worry and problem solving: Evidence of a specific relationship. Cognitive Therapy and Research , 19 (1), 109-120. https://doi.org/10.1007/BF02229679

Heppner, P. P., & Anderson, W. P. (1985). The relationship between problem-solving self-appraisal and psychological adjustment. Cognitive Therapy and Research , 9 (4), 415-427. https://doi.org/10.1007/BF01173090

Huang, Y., & Flores, L. Y. (2006). Exploring the validity of the Problem-Solving Inventory with Mexican American high school students. Journal of Career Assessment , 19 (4), 431-441. https://doi.org/10.1177/1069072711409720

Ladouceur, R., Blais, F., Freeston, M. H., & Dugas, M. J. (1998). Problem solving and problem orientation in generalized anxiety disorder. Journal of Anxiety Disorders , 12 (2), 139-152. https://doi.org/10.1016/S0887-6185(98)00002-4

Nezu, A. M. (1986). Cognitive appraisal of problem solving effectiveness: Relation to depression and depressive symptoms. Journal of Clinical Psychology , 42 (1), 42-48. https://doi.org/10.1002/1097-4679(198601)42:1<42::AID-JCLP2270420106>3.0.CO;2-2

Psychometrics

D'Zurilla, T. J., & Nezu, A. M. (1990). Development and preliminary evaluation of the Social Problem-Solving Inventory. Psychological Assessment: A Journal of Consulting and Clinical Psychology , 2 (2), 156-163. https://doi.org/10.1037/1040-3590.2.2.156

Heppner, P. P., & Petersen, C. H. (1982). The development and implications of a personal problem-solving inventory. Journal of Counseling Psychology , 29 (1), 66-75. https://doi.org/10.1037/0022-0167.29.1.66

Maydeu-Olivares, A., & D'Zurilla, T. J. (1997). The factor structure of the Problem Solving Inventory. European Journal of Psychological Assessment , 13 (3), 206-215. https://doi.org/10.1027/1015-5759.13.3.206

Sahin, N., Sahin, N. H., & Heppner, P. P. (1993). Psychometric properties of the problem solving inventory in a group of Turkish university students. Cognitive Therapy and Research , 17 (4), 379-396. https://doi.org/10.1007/BF01177661

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What Is Your Problem Solving Style?

Posted by Meg Soper , 13-04-2015

Many of the client organizations I work with today are faced with complex challenges that call for teamwork and collaboration to solve. This blog will delve into the dynamics of problem-solving from the standpoint of individual problem-solving styles.

Sometimes we take short cuts to solve a problem, later regretting that we didn’t take more time to think things through. Let’s face it, we each put our own spin on things. This is not surprising given the diversity of our life experiences, skills, training, and personal values. And when it comes to dealing with a complex problem, it seems we are creatures of habit: prone to using the same old thinking and behaviour pattern.

As a professional speaker , my mantra is getting people to “Shift their Perspective” and make a positive change in their lives. I know that if I am going to challenge people to change their ways, then I too had better practice what I preach. In short, be prepared to think differently, be open-minded, see situations through a fresh lens, and of course, have fun!

Group problem solving can easily get derailed because of dominant personalities , personal biases, flawed assumptions, or poorly defined problems. In order to combat these tendencies, it is necessary to have the group buy into a defined process that demands everyone take a step back and re-frame the problem by asking more powerful questions, starting with “How might we…?”.

Read on and find out what your problem-solving style is!

What Is Your Problem Solving Profile?

Turns out the quality of the solutions that a team is able to come up with has everything to do with the questions we ask. Too often we rush to solutions without developing a good problem statement.

I learned that there are four stages of problem-solving , each corresponding to specific problem-solving styles. Just follow the arrows to learn more about the four problem-solving styles, their characteristics, and where you want to enlist these skills in the stages of the problem-solving process.

It goes like this:

Step 1: Generating Ideas
Step 2: Conceptualizing the Problem
Step 3: Optimizing the Solution
Step 4: Implementing Solutions

While each of us is a blend of all of these problem-solving styles, generally speaking, we each will have one style that dominates. My own style is decidedly that of an Implementer – someone who likes to get to a decision, put it into action, and get on with my day.

So what happens if your team is stacked with Type 4 Implementers like me? Well, you get action, alright! But the problem is that in our Type 4 haste, we may not have taken the time to think things through. In fact, we might end up solving the wrong problem!

A team that is a blend and balance of all four styles will very likely come up with a superior problem definition, and ultimately a better solution.

So when it comes to problem-solving, if someone seems to be difficult, stubborn, or indecisive, it may simply be that they have a different problem-solving style. Ultimately, they are not difficult … they are just different. We all bring different strengths to the team!

Meg Soper is a motivational humorist speaker who can help you learn to shift your perspective and laugh along the way of life as you take on life’s stressors. Rock it out with Meg today!

See Meg’s speaking for yourself! Watch these clips.

Testimonials

We have received a great deal of positive feedback on the event. Our staff loved your energy, enthusiasm, and humour. They also enjoyed that your presentation was interactive. It was just what we needed! You did a fabulous job.

- North Bay Parry Sound District Health Unit, North Bay, Ontario, Canada

Shannon Griem CHRL, Human Resources Assistant

We were absolutely thrilled to have Meg speak at our event to celebrate Early Childhood Educators and Childcare Workers. Meg's unique blend of humor and inspiration resonated with our audience in a way that was truly remarkable. Meg managed to tackle serious topics with a lighthearted touch, making... Read More

- Hastings County Childrens Services, Belleville, Ontario, Canada

Tory Putnam, Childcare System Co-ordinator

It was such an absolute pleasure to have heard and learned from Meg at our annual Care by Design conference. The feedback has been unequivocally positive and in keeping with our goal of exceeding participants expectations of the day…We offer a heartfelt thanks on behalf of the Care by Design... Read More

- Nova Scotia Health, Halifax, Canada

Janelle Richer BSN RN, Health Services Manager

Meg Soper has lit up the SSM OHS Conference stage twice, and if it were possible, I'd gladly have her return every year. She's undoubtedly one of my personal favorites! Meg's professionalism shines through in her meticulous preparation, making collaboration with her a breeze. Her ability to... Read More

- Safety Services Manitoba, Winnipeg, Canada

Anita Zubricki, Director of Marketing

Meg! I’ve heard such lovely feedback about your talk on Tuesday night. Everyone was so impressed that you were able to work so many people into the conversation after chatting people up during cocktail hour and dinner. Thank you so much, again, for being a delightful feature of our special... Read More

- Mt. Pleasant Group, Toronto, Canada

Anne Huizingh, Director of Human Resources

Thank you so much for coming to the PD Day…You were amazing, and the day was a huge success! The staff had only wonderful things to say about you and a few even said they had felt like they were starting to get into a negative head space, and you helped them realize it and come out of it so THANK... Read More

- Kid Zone Day Care Centre Inc., London, Canada

Susan Taylor, Director

The feedback from the entire event was outstanding! Additionally, the feedback about you, specifically, was incredible. Here are some of the direct quotes: The speaker was great and the energy she displayed was contagious. The guest speaker was on point, on topic, and very relatable (and... Read More

- Cincinnati Childrens Hospital Medical Center, Cincinnati OHIO, USA

Kelly Calhoun, Assistant VP Communications

We had fantastic feedback regarding your Keynote! You hit all the nails on the head…On a five-point scale, your average was 4.8. AMAZING!! Comments from selected attendees at the MAPE event: “Tangible and connected to our group with knowledge of our work.” “She did a nice... Read More

- Minnesota Association of Professional Employees (MAPE)

Angela Halseth, Vice President

"Thankyou for your amazing “conversation/presentation” at our Conference. It just hit so many right notes and was the absolute perfect way to end the day! You have helped with providing tools for us to help navigate change both in our personal and professional lives. You made it so personal and... Read More

- Long Term and Continuing Care Association of Manitoba, Winnipeg, Canada

Sue Vovchuk, Executive Director

Thank you so much for speaking at the Office, Clerical and Technical Union PD Day Event. Our members were so uplifted and entertained by your presentation. So many folks thanked me for bringing you to the day! Your personalization was hugely impactful and we had a wonderful laugh thanks to you!

- Ontario Secondary School Teachers Federation D-20 Burlington, Ontario, Canada

Linn Maund, President

The event went great and everyone loved Meg's presentation! She was professional, knowledgeable, inspirational and funny. Meg's performance was an excellent start to our day and we all enjoyed it a lot. We extend our gratitude to Meg - she made our event exceptional and... Read More

- City of Mississauga, Mississauga, Ontario, Canada

Magda Wojewodka, Administrative Coordinator

I was at the TBA Women in Banking last week, and I wanted to connect with you to say Thank You! Your presentation was beyond hilarious. I laughed harder than I have in years. I was rolling and crying and even bawling at times. I told my husband and children all about you - for days I kept... Read More

- Tennessee Bankers Association, Nashville, Tennessee, USA

Nicole Robben - Director

“As always, that was truly incredible. I hope we…have you back every year! Thank you for inspiring, motivating, and bringing laughter to my team and the amazing people we work with across the state. THANK YOU!”

- Lifespan of Greater Rochester, Rochester, New York, USA

Allison Granata - Assistant Director

We can’t thank you enough for your amazing presentation today! It was so thoughtful, refreshing, and fun!! Your energy and positivity are infectious, and while these times are difficult for all of us, we appreciate your adaptability and the fact that you continue to speak to teams, inspire with... Read More

- College of Nurses of Ontario, Toronto, Canada

Amanda Laird - Team Lead for Practice Quality

Meg’s keynote was amazing – she should be a stand up comedienne – lucky for us she’s pivoted to delivering important messages with humour to the masses...I Laughed Out Loud literally so many times. Please tell Meg I really appreciated the shout outs, the tailored message, the references to... Read More

- Municipal Information Systems Association, Cambridge, ON Canada

Anne Babej - Executive Director

What a night!...You were absolutely wonderful to work with and you shared such fun and helpful tips, some I have already started to put to use! I can’t tell you how many times I literally laughed out loud! I think there were even some tears. In the current times we’re in, laughter and joy like... Read More

- Experior Financial, Guelph, Canada

Nathania Millette - Director of Operations

THANK YOU! YOU WERE SOOOOOOOOOOOO AWESOME TODAY! We have been getting amazing feedback all afternoon!

- Aird & Berlis LLP, Toronto, Canada

Cynthia Kelly - Human Resources Manager

She was incredible!!!

- Re/Max Realty Services Inc., Mississauga, Canada

Gurinder Sandhu - Owner & President

Meg, that was WONDERFUL! I couldn’t be happier with this first “Conversation!” Thank you for helping Lead and Inspire!

- Women of Asphalt, Inc. Orange Park, Florida USA

Natasha Ozybko - Co-Founder

What a spectacular presentation! Thank you so much for you message and contagious positive energy. My inbox and workplace chat has been blowing up with positive feedback. It hit the mark 100%!

- Sun Life, Toronto, Canada

Taryl Kramp - Regional Vice-President

Throughout the day I heard many comments about how much people enjoyed your keynote. You struck just the right tone of acknowledging the frustrations and stresses we are facing and providing practical approaches to being more resilient. There were many laughs throughout, and that alone was... Read More

- Ontario Cooperative Education Association, Guelph, Canada

Barb Omland - Chair

Thank you Meg! As always you were a big hit both this afternoon and this evening! Your ability to connect everyone through your story telling and humor is like no other! We are truly appreciative of you making the time to be with us. I cant wait to work with you... Read More

- Seasons Retirement Communities, Oakville, Canada

LeighAnne Voll - Chief Operating Officer

“First of all I want to thank you for your wonderful presentation. I received nothing but great feedback. I will definitely keep you in mind for future events.”

- LifeNet Health International Division, Virginia Beach, Virginia USA

Clarissa Ogando - International Market Coordinator

“We absolutely loved having Meg! We cannot say enough wonderful things about her. Thank you! Thank you! Thank you!”

- Boston Dynamics, Waltham, MA USA

Jenna Saunders - People Operations Specialist

“Thank you so much for bringing your energy and wisdom to our leadership team today. You are such a pro. I was so impressed how you were able to have such an engaging presence over Zoom…Thanks again for a memorable presentation and bringing energy to our team – so much appreciation here for... Read More

- Children’s Hospital of Eastern Ontario, Ottawa, Canada

Alex Munter - President & CEO

“Thank you for the wonderful presentation...As I mentioned earlier, you are a real joy and your joyful sprint shone through beautifully today. It’s exactly what we as a Board need at this moment. On a personal level, it was just what the doctor... Read More

- Hamilton Health Sciences Corporation, Hamilton, Ontario

Charles Criminisi - Chairman of the Board

“Meg recently spoke to our university—remotely—on the topic of resilience and teamwork. Meg’s approach to this critical topic was knowledgeable, humorous, and sensible. Her presentation packed a lot of information in a short time. Meg made sure that the participants were fully engaged,... Read More

- Sam Houston State University, Huntsville, Texas USA

Gene Roberts - Director Student & Legal Mediation Services

“Extreme thanks! This was fantastic and the energy we all needed right now! Here are a few quotes, some of them were sent to everyone at the end of the meeting, some came directly to me: "Thank you!!! SOOOO needed this!!!" "Really fun break in the stress." "Excellent choice of... Read More

- Lifespan of Greater Rochester Inc., Rochester, New York

"Thank you for your amazing presentation today. Once again you encouraged, educated and excited our team to continue doing great things. You were very personable, and dynamic in connecting with us virtually! You are a rockstar. 147 employees were very lucky to hear from you...Name change... Read More

- County of Fairfax, Department of Family Services, Fairfax, Virginia

Comments from Meg's Virtual Keynote at the 2020 Alabama Schools New Principals Institute: "Excellent pointers for self care." "Great tips for managing stress!" "FANTASTIC PRESENTATION!!!!!!!!!!!!!!!" "Awesome message! Very inspiring!" "Meg was filled with energy and this... Read More

- Council for Leaders in Alabama Schools, Montgomery, Alabama

“We would like to offer our deepest thanks for this morning’s fantastic presentation. It was immensely captivating and informative. I have already received great feedback from coordinators and I, personally, am already applying this information to dynamics I have observed in the workplace and... Read More

- Weill Cornell Medicine

Ayana Mortley,Workshop Training Coordinator,New York City Elder Abuse Center

“Your presentation about resilience in healthcare and managing difficult personalities as we work to change healthcare connected with everyone and the laughter was perfect medicine for all who attended. We loved your presentation. Thank you for making our Fall Education Meeting a huge... Read More

- Vanderbilt University Medical Center, Nashville, Tennessee

Lorri Downs MS Rn CIC,Infection Preventionist

"It was sort of the glue that helped the group to meld. Your course evaluations where nearly all 4s – Excellent on a scale of 1-4… You met the goal of setting the stage for collaboration and specifically helping to understand we are all different but can build an effective team. Thank you so... Read More

- 3M Healthcare, Minneapolis Minnesota

Janet Prust,Director,Standards and Global Business Development

“Meg was an absolute pleasure to work with from start to finish! Her presentation was hilarious, energetic and crafted just for us - leaving our entire team feeling positive and empowered. We're still receiving positive feedback about how much people enjoyed the session! A definite hit and a... Read More

- Royal LePage Burloak Real Estate Services

Samantha Smyth,Communications and Events Manager

“I want to thank you again for your wonderful message, energy, and humor at our event! The feedback is tremendous. Everyone really enjoyed you. You were so professional and interested in our organization. I want to thank you for giving us a memorable evening.”

- Overlook Medical Center, Atlantic Health System

Maryjo Miller,Endoscopy Nurse Educator

"Meg engaged the audience even before the event, getting to know individuals and hearing their opinions, concerns, and successes, and incorporated that feedback into her presentation. Her delivery was awesome- she had the team in stitches- and I had many people tell me it was the best session of... Read More

- Thomson Reuters

Pete van Hezewyk,Senior Director Marketing

“Meg was a smash hit! Her energy, passion and humour is still being talked about at the conference. The extra mile Meg goes to get to know the association and delegates is unmatched.”

- Events & Management Plus Inc., Ontario East Municipal Conference

Meredith Slack

“I wanted to give you such a big thanks for the joy that you brought to the VCH Leaders and to me as well! We can’t stop taking about how fun and yet meaningful your talk was. It is not easy to be hilariously funny AND leave behind some useful tools to help deal with life. We all loved it.... Read More

- Vancouver Coastal Health

Mary Ackenhusen,President and CEO

“We absolutely loved Meg. She was engaging, informative and most importantly…funny! Her energy was contagious. Thank you again!”

- Morristown Medical Center, Atlantic Health System

Tara Algieri

“The Home Care Conference went very well and your session provided an amazing start to this inaugural event. You received accolades from participants and they continued to speak about how amazing your session was in the days that followed. The time you took to know your audience was very evident... Read More

- Health Association Nova Scotia

Mary Donovan

"Please accept my sincere appreciation for the outstanding presentation you delivered serving as a keynote speaker for the division’s All Staff Training event. When planning an event such as this for 150 employees, it is imperative to gain the participation of experts in the field who are both... Read More

- Department of Family Services, Adult and Aging Division, Fairfax, Virginia

Trina Mayhan-Webb,Division Director

"Meg, I can tell you that you were a real hit! Your preparedness was evident and appreciated. Your energy was boundless. You’re a smart and fun lady – simply awesome! The team was talking about you & your techniques days following the presentation. All the topics resonated with the... Read More

- Commercial Business Operations, Janssen Canada, a Pharmaceutical Company of Johnson & Johnson

Mara Old,Manager Supplier & Project Management

"Thank you for an awesome presentation! Your connection with the audience, the upbeat and humourous presentation and professional review of the different working styles resonated with everyone. It was great to see staff, faculty and residents engaged in the exercises, sharing their perspectives and... Read More

- Department of Family Medicine, Queen’s University, Kingston ON

Diane Cross,Clinic Manager,Queen’s Family Health Team

"We had great feedback from participants on your session. They enjoyed your dynamic personality and the humor!"

- Great Plains Health & Safety Organization, Kearney Nebraska

Tonya Vyhlidal,Safety Specialist

"On behalf of the Committee, we would like to thank you for your amazing session. It was so interactive and fun and people had a great time. As I looked around people were not on their phones and were actually paying attention. We had a lot of fun while learning about each other’s personalities.... Read More

- Planning and Economic Development Department, City of Hamilton ON

Timothy Lee,Senior Planner,Policy Planning and Zoning Bylaw Reform

"Meg is an excellent speaker who was able to connect with and ultimately help rejuvenate our preceptors. Meg was extremely flexible when there was a last-minute change to our agenda and jumped in with amazing content that resonated with the audience. We could tell that Meg was very thoughtful and... Read More

- Florida Hospital, Orlando Florida

Stacey Roseberry,Nurse Manager,Clinical Education Training and Academic Programs

"Thank you very much for sharing your incredible knowledge and enthusiasm with us. You were a pleasure to work with. We are still getting some of our conference survey results in, but so far your keynote presentation has the highest reviews. We look forward to working with you in the future."

- Ontario Association of Cemetery and Funeral Professionals 2019 Educational Conference, Blue Mountain ON

Darren Denomme,Executive Director

"Thank you again so much for your presentation at OMTRA – your talk was the highlight of the entire conference!! We had so many positive comments back on your presentation – people absolutely loved it!"

- The Ontario Municipal Tax and Revenue Association, Annual Conference 2019

Casey Brendon,President

Selected quotes from OR Managers Conference 2018, Nashville Tennessee session evaluations where Meg achieved an overall rating of 4.9 out of 5.0: "Excellent speaker and so funny that so much of what she said was true!" "Great way to end the conference!" "Wonderful speaker. Great upbeat way... Read More

- OR Managers Conference 2018, Nashville Tennessee

Feedback from OR Managers Conference 2018,Nashville,Tennessee

"Thank you so much for being such a fantastic part of our conference. I can’t begin to tell you how many positive comments we received from the audience. Everyone simply loved it! You really made our conference a huge success and I can’t thank you enough for that. Thank you again!"

- Association of Residency Co-ordinators in Orthopaedic Surgery (ARCOS)

Julia Panzo,President

"Thank you for your valuable contribution and helping to make this year's annual conference a great success! You worked hard to circulate with as many members as possible to get a 'pulse' and as a result, you made it very relevant to them, and you left our delegates feeling happy and inspired!... Read More

- Municipal Finance Officers’ Association of Ontario, Toronto Ontario

Krista Klesch,Manager Learning & Development

"Thank you for such a wonderful, uplifting and entertaining presentation! I have heard many positive comments from staff today – many commented that this was the best session they had ever attended – you made us laugh, reflect on our background, and think positively about our awesome work team.... Read More

- Queen’s University

Diane Cross,Queen’s Family Health Team

"The conference was a HUGE success and I can’t tell you how many positive comments were shared about Meg’s keynote address. We would love to get to see Meg again! I am so appreciative of the time Meg spent to prepare for our audience – it kept the conversation personal which is so meaningful!"

- Specialists Education in Extracorporeal Membrane Oxygenation (SEECMO) Conference Indiana Indianapolis

Carrie Davison,RN BSN CPN,Clinical Manager,Riley Hospital for Children at Indiana University Health

"Thanks Meg - we are still getting rave reviews from those in attendance…We will be sure to pass along your details to anyone looking for a great speaker!"

- Morguard Corporation, Toronto Ontario

Andrew Warman,Associate General Counsel

“I wanted to reach out and personally thank you again for your session. The staff really seemed to respond well to your workshop and as a management team we chalk it up as a great success!”

- Guaranteed Funeral Deposits of Canada (GFD)

Dave Penny,VP Operations

"Thank you to the PD day planning committee!! My wish came true, to have Meg Soper back to speak, inspire, motivate, make us think, but even more importantly…make us laugh!!! Thank you so much!"

- St. Clair Catholic District School Board, Wallaceburg Ontario

Connie Higgins,Education Assistant

"Your presentation was absolutely fabulous and was truly enjoyed by all. Your content on conflict management and how to deal with different personalities was very engaging and extremely humorous. The feedback we received from our session participants was exceptional! We truly appreciate all the... Read More

- Halton Healthcare, Oakville Ontario

Jackie Roberts,Business Development Assistant

Meg presented three workshop sessions at the Symposium and received a 4 out of 4 rating for Presenter Effectiveness on 106 of the 110 evaluations (96%) submitted. Some selected quotes from attendee’s evaluation forms: "Absolutely superb, I really needed to hear her – empowering words... Read More

- Texas Health Geriatric Symposium 2018, Austin Texas

"Thank you for your part in the great success we had at the Inaugural Canadian Women in Medicine Wellness Conference. It was such a pleasure to have you present. You were the perfect person to have at our event, to a full house, with standing room only. Thank you for your presence, your support,... Read More

- Canadian Women in Medicine Wellness Conference

Setareh Ziai MD,Conference Chair

“Your presentation was truly a wonderful contribution to the 2018 OR Manager Conference and PACU Manager Summit. I’m really looking forward to working with you in the future!”

- OR Manager Conference, Rockville Maryland

Taylor McCarthy,Conference Program Manager

"The feedback we have received in the days following this event has been immensely positive and centered around you! Your energy, spark, ability to relate, and personal-touch with very accurate references, left everyone empowered and feeling connected to something larger than... Read More

- Desjardins Insurance

Paula Wagner,Advisor - Agency Communications

"Thank you Meg Soper for sharing your energy with #EQAO. You provided a personalized opportunity to explore change and productivity through a lens of well-being and humour."

- Education Quality and Accountability Office, Government of Ontario

Dr. Steven Reid,Chief Assessment Officer

“We have received so many compliments on your presentation. You were magnificent. Thank you so much for doing so much work on the front end and personalizing your work. We really enjoyed your presentation!”

- Michigan Regional Council of Carpenters

Lisa Canada

“Thank you so very much for the time and passion that went into your presentation to our group. There were so many “we have GOT to have Meg back…”, “she was the best thing we have EVER done at Winter Training”, and so on. You are a big hit here at OE3; people are still talking about... Read More

- Operating Engineers Local 3

Jim D. Foord,Manager,HR & Staff Development

"Thanks a ton for your outstanding presentation. We loved it! Fun, informative, and your customization for TD was a huge value add! #MillennialsRock #Bringiton"

- TD Canada Trust – Atlantic

Scott Belton,Senior Vice President

"We were thrilled with the event and have had great feedback. I would like to thank you for the work you put into your keynote speech. I have sat on planning committees that have engaged speakers before and attended many conferences with keynotes. I have never experienced a speaker that does the... Read More

- Niagara Region Public Works

Janet Rose,Engagement and Education Coordinator

“From our SUNY College of Optometry team and myself, we want to give you a very big thank you for coming to our faculty retreat and giving us such an amazing presentation. You were hilarious, brilliant, and moving on many levels. We hope you can join us again in the future for retreats or... Read More

- State University of New York

Focrun Nahar,Academic Program Coordinator

“Thank you very much for your outstanding facilitation of our all-staff day. Your humor, insight, leadership, and knowledge are true gifts and we were grateful beneficiaries on that day. The evaluations back have been superb, with you as the unquestioned highlight.”

- VGH and UBC Hospital Foundation Vancouver, B.C.

Barbara Grantham,President and CEO

“Thank you for all the work you put into the presentation for us. We loved it and the participants are raving about it! It was the perfect way to end our day and I am so pleased that we were able to have you join us and inspire us. We will certainly recommend you to anyone who is looking for a... Read More

- Ontario Ministry of Agriculture, Food and Rural Affairs – OMFRA

Melanie Isber

“Your Keynote was fabulous – just what we needed to end the conference - Laughter truly is the best medicine. You certainly did inspire, motivate and entertain the group. It has been a sincere pleasure working with you. Thank you!”

- Ministry of the Attorney General

Deb Toland,Victim/Witness Assistance Program

“Meg Soper spoke to a group of municipal employees from across Canada and her ‘Bring it on’ presentation was fabulous and worth its weight in gold. Tackling generational differences can be a difficult topic. Meg handled it with ease. With her knowledge, delivery and interactive approach, Meg... Read More

- Municipal Benchmarking Network Canada

Connie Wheeler,Manager

"Your presentations were such a hit. I’m still receiving compliments on what a great session it was and how the staff are still laughing about it, and how much they needed that. I’ve even heard comments that it was the best Nurse’s Week they’ve ever had. I would love to have you... Read More

- Stamford Hospital

Madeline Finegan

“Thank you for being part of our successful conference. Having you as a keynote to end it was amazing. You scored a 705/708 rating – which is 99.6% … almost a perfect rating! Thank you for your great, inspirational, funny and motivating performance.”

- AUPE – Alberta Union of Provincial Employees

Gil Laflamme

“The feedback from your presentation was excellent. I had people tell me that your presentation alone was worth the cost of the conference. Thank you for getting us started with a bang! It truly set the tone for the conference and people are still talking about you!”

- Canadian Orthopaedic Nurses Association

Candace Kenyon

“We have had nothing but positive comments from all of our groups. Everyone enjoyed your lighthearted, down to earth humor and also got some valuable messages to take home with them. I am still hearing people talk about how much they enjoyed the session. Thank you very much Meg Soper for leaving... Read More

- Tundra Energy Marketing Limited

Sue Kuchinka

“Your presentation was incredible. I don’t know if I have ever witnessed that kind of energy from that crowd. You were able to balance humor with new learning and a healthy dose of tolerance building.”

- Niagara Region Public Health

Alison Jacobs

“Thank you for your terrific presentation at our 14th Annual HealthCare Service Excellence Conference. Your session received a perfect rating of 5 out of 5 - the highest a general session has ever received on our stage. There were so many moments of laughter, learning, inspiration, engagement,... Read More

- Annual Healthcare Service Excellence Conference, Las Vegas, Nevada

Pat Goodberry-Dyck, Conference Chair

“Not only were you amazing but you allowed us to finish our conference with a bang! What an incredible way to end two great days! Our guests loved you AND couldn’t say enough great things about how they felt as they walked out of the room. Thank you so much Meg”

- Revera Inc.

Kim Luther,Regional Director

"It was an awesome day. You really brought everything to the stage! The feedback has been excellent...raving about this being "the best department meeting ever." There will be no way to top it. Thank you!"

- Halton Region Public Health

“Thank you Meg… you did a fantastic job. It was great having everyone participate. It is hard for some in the crowd to be social and you succeeded in getting the group involved. It was a great evening and I don’t know how we can top it for next year!”

- University of Waterloo

Maureen Fraser,Department of Applied Mathematics

"We have had Meg Soper with us at the Pacific Dental Conference for the past 5 years. She is excellent! She packs the room and consistently receives standing ovations in each of her sessions. She tailors her presentation to dental professionals and each year has been approved for CE Credits. Meg is... Read More

- Pacific Dental Conference

Shannon Brown

“Thank you so much for being such a fantastic part of our conference. I can’t begin to tell you how many positive comments we received from the audience. Everyone simply loved it! You really made our conference a huge success and I can’t thank you enough for that. Thank you... Read More

- The Ohio State University

“YOU are awesome. Thank you so much for making our evening so fun. I was so impressed with how you worked in the material you were given. We received so many comments from people about how they enjoyed your presentation. It was a highlight and by far the best entertainment we have had at our... Read More

- Bayer Inc.

Andrea Magee

“Meg was an absolute star and everyone loved her. I appreciated the time she spent with everyone and how she got to know people before the conference. Just some of the feedback that we received was ‘very applicable…lots of info … but made learning it fun’ and ‘she is the best … keep... Read More

- CINUP, JG Benefits Inc.

“You left me in a state of awe…and surpassed my expectations twelvefold. Thank you Meg for bringing in some fun and fresh air into the event and our day to day lives! It was truly an honor having your present to the team!”

- The Home Depot Canada

Shelley Edwards,Human Resources Manager

“Meg, thank you again for a great opening keynote. You were truly amazing and hilarious! The feedback has been great. I really appreciate the time you took to get to know our conference and audience so that you could tailor your messaging … your dedication showed. I hope we have the... Read More

- Safe Work Manitoba

Kim Keating

“They absolutely loved you Meg. I had so many of the folks you had spoken with the night before come to me and tell me how much they enjoyed connecting with you. After your presentation, I was mobbed by individuals wanting to share their thoughts about how much they enjoyed you. You ended our... Read More

- Canada East Equipment Dealers’ Association

Bev J. Leavitt,President/CEO

"You spoke at our meeting this past April and received RAVE reviews!! Everyone loved you and we want you back!"

- Minnesota Star of the North Dental Meeting

Lois F. Duerst, Chair Scientific Session Committee

"Thank you very much for your most amazing, inspiring, passionate, energetic, captivating and hilarious (in a most wonderful way) presentation! It is so evident that you put your heart and soul into your presentations - even the questions you asked beforehand are indicative of the commendable level... Read More

- Access Abilities

Kristin Courtney

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Problem Solving Style


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Problem Solving Styles in the Inventive Process

The Use of Mental and Visual Models

Donald R. Loftin December 2, 2007

INTRODUCTION This paper provides a summary of the research that was completed [Loftin, 2006] in partial fulfillment of a Masters of Engineering in System Engineering at Penn State Great Valley (PSGV). The research explored the relationships between the problem solving styles of inventors, their inventive processes, and their inventions. In particular, the research attempted to link and build upon Kirton’s Adaption-Innovation (A-I) Theory [Kirton, 1994, 2000, 2003] and invention as a Cognitive Process [Gorman & Bernard, 1990]. Gorman and Carlson suggest that invention can be seen as a cognitive process in which mental, visual and mechanical models are aligned in order to solve some perceived problem. This process is illustrated in the Figure below. The research explored whether preferences were shown in the use of these models by inventors with different problem solving styles.

DEFINITION OF TERMS Analogy – A form of logical inference, or an instance of it, based on the assumption that if two things are known to be alike in some respects, they may be alike in other respects. For this research: the use of a general pattern of a solution in one domain to create the general pattern of a solution in another domain.

Mental Model – The structures of inventions that are formed and manipulated mentally without the use of any external visual or mechanical representations. This includes the mental manipulation of proposed changes to an existing invention.

Visual Model – The structures of inventions that are formed and manipulated through the use of pictures, drawings, and other representations on paper. This term also refers to other 2-dimensional views of a structure that might be presented on a computer screen.

Mechanical Model – The structures of inventions that are formed and manipulated through the use of 3-dimensional physical structures, including samples, miniature representations, mock-ups, and prototypes. This term also refers to 3-dimensional modeling of an invention through the use of Computer-Aided-Design (CAD) applications.

Inventor – An individual who, individually or as part of a team, creates an item for which a patent is applied or for which a trade-secret is created.

Heuristics – This refers to techniques or rules of thumb that may be used within the inventive process.

Intuition – The apparent ability to acquire knowledge without a clear inference or reasoning process. (Within this research, the gathering of information about the problem followed by the appearance in the mind of the solution after “sleeping” on it.)

Top Down Problem Solving – A problem solving approach in which the system is first formulated, specifying but not detailing any first-level subsystems. Each subsystem is then refined in yet greater detail, sometimes in many additional subsystem levels, until the entire specification is reduced to base elements.

Bottom Up Problem Solving – A problem solving approach in which the individual base elements of the system are first specified in great detail. These elements are then linked together to form larger subsystems, which then in turn are linked, sometimes in many levels, until a complete top-level system is formed.

SUMMARY OF RESEARCH The research was conducted by interviewing 12 different inventors. At the start of the interviews, each inventor was given the KAI. The KAI scores and sub-scores of each inventor are shown below in order of most innovative to most adaptive. Although none of the subscale scores are invalid, the ones highlighted in red below have some variation that is subject to interpretation. Note that in each case, the SO subscale score is higher and the E subscale score is lower. Since these individuals are inventors, this deviation is not completely unexpected, i.e., both the generation of ideas and the attention to detail are essential skills.

The interview process itself was conducted by asking each inventor to respond to 10 questions. Each session was recorded for further analysis. The questions consisted of both quantitative (3, 5, 7) questions and qualitative (1, 2, 4, 6, 8, 9, 10) questions. The questions that were used for the interview are provided below. 1. In your own words, please describe the typical process you follow when inventing. 2. What role do mental models play in your inventive process? What role do visual models play in your inventive process? What role do mechanical models play in your inventive process? 3. On a scale from zero to ten, please identify the level of importance of mental models, visual models, and mechanical models, respectively, in your inventive process. 4. Please describe your typical inventive process in terms of the sequence of use of the three types of models. 5. What percentage of the time do you typically spend during the inventive process with each of these models? 6. Are there specific triggers or criteria that indicate the need to move from one model to another? If so, please describe these and give examples. 7. Which of the models, i.e., mental, visual or mechanical, are most difficult for you to create and/or use? Which models are the least difficult for you to create and use? 8. Pick one of your inventions and describe the process you followed for that invention, with special attention to the role of mental, visual, and mechanical models in the process. 9. Do you have any heuristics that you use regularly to solve problems you encounter during the inventive process? If so, please describe them. 10. For which of your inventions was the inventive process the most difficult and why? For which of your inventions was the inventive process the least difficult and why?

SUMMARY OF RESULTS The three quantitative results were recorded and used to perform statistical analysis. A brief explanation of each measure is provided below. 1. Relative Importance of Models – Each inventor was asked to provide the relative importance of each model in their inventive process using a number from zero to 10 with zero being of no importance and 10 being the most important. The inventors were not asked to make these numbers different. For example, one inventor rated all three models as 10. 2. Time Spent in Models – Each inventor was asked to provide the percentage of the inventive process that they spend in each model. The sum of the percentages for each model was expected to sum to 100%. In those cases in which it did not, a weighting factor was used to correct the values. 3. Difficulty of Use of Model – Each inventor was asked to order the models in terms of ease of use. A value of 1 was assigned to the easiest model and a value of 3 to the hardest model. When two models were seen to be equally easy or hard, an average between their positions was taken. For example, if the mental model was seen as easiest but the visual and mechanical models were seen as being equally difficult, the mental model was given a value of 1 and the visual and mechanical models were given the values of 2.5. The results for each inventor interviewed are shown in the table below.

QUANTITATIVE ANALYSIS Most of the inventors interviewed did not participate significantly in the creation of the mechanical models. Instead, they often reported that they performed a consulting service or performed testing of the product. As a result, only limited inferences could be determined from these results. However, an examination of the relative importance of mechanical models for the 3 most innovative inventors show values of 6 or below while the 3 most adaptive individuals show values of 7 or above. Statistical analysis of the data did show evidence for preferences in the way that mental and visual models are used. Details of this analysis are available in the original research paper [Loftin, 2005]. The table below shows an example of another way in which this data can be analyzed.

To analyze this data, the data was divided into three groups. Group 1 consists of the 3 most innovative inventors, Group 2 consists of the 6 inventors in the middle, and Group 3 consists of the 3 most adaptive inventors. The following observations can be made about each of these groups: • Group 1 (Most Innovative) – 7 out of 9 measures show a preference for the use of the mental model vs. the visual models with 2 of 3 inventors indicating that mental models were more important, 2 of 3 inventors indicating that they spent more time with mental models and all 3 inventors Indicating that they find mental models easier to use. • Group 2 (Middle) – 6 out of 18 measures show a preference for the use of mental models while 7 out of 18 measures show a preference for the use of visual models. There appears to be no preference within this group. • Group 3 (Most Adaptive) – 6 out of 9 measures show a preference for the use of visual models vs. mental models with 2 of 3 inventors indicating that visual models were more important, 2 of 3 inventors indicating that they spent more time with visual models and 2 of 3 inventors Indicating that they find visual models easier to use.

QUALITATIVE ANALYSIS The analysis of the data gathered from the interviews provides some additional interesting results. Apparent differences in preferred strategies for design were observed. Individuals with more innovative cognitive styles appear to start the invention process with a focus on more abstract patterns and templates that can be used to solve many problems. For example, the use of analogies to support the problem solving process was reported by three inventors, with KAI scores of 139, 120 and 119 while no other inventors mentioned this approach. Individuals with more adaptive cognitive styles appear to start the invention process with a focus on refinement and optimization of components of an overall solution. Inventors that fall between these two strategies appear to employ strategies that bring these two problem solving approaches together. They appear to accomplish this process by using intuition to bring the two strategies together into a synthesized solution in alignment with a particular problem. The use of this technique was mentioned by all inventors in the range of 100 to 120. Only one other inventor, inventor 12 with a KAI of 104, mentioned the use of this strategy. There is existing follow on research that is attempting to extract more information from the recordings that were performed for the interviews. The recordings are being transcribed on a word-for-word basis in order to facilitate the use of data mining techniques to search for meaning that may not be easily apparent since what we hear is influenced by our problem solving styles.

HYPOTHESIS The conclusion from the analysis of the data from these interviews indicates that there is evidence to support the following hypotheses which can be tested as a follow up project: 1. More innovative problem solvers have a preference for the use of mental models over visual models, spend more time with these models and find them easier to use; more adaptive problems solvers have a preference for the use of visual models over mental models, spend more time with these models and find them easier to use. 2. More adaptive problem solvers show a preference for solving problems bottom up while more innovative problem solvers show a preference for solving problems top down.

FUTURE RESEARCH One of the interesting observations that were made during this research was the grouping of inventors that reported the use of intuition to solve problems. For this sample, all 5 inventors with KAI score in the range of 108 to 120 reported the use of intuition as a primary problem solving approach. Only one other inventor (KAI of 100) reported this preference. Additional investigations is needed in order to determine whether there is a segment of the KAI continuum in which there is a strong preference for intuition while other segments on the continuum show much less preference. If so, there are several implications that could be explored. For example, one could conclude that there exists a set of problems to be solved for which the preferred technique for solving them is intuition. What then is the nature of the problems for which intuition appears to be the best tool? In addition, the most innovative inventors showed a preference for the use of analogies to solve problems while the balance of the group did not. One possible answer to be researched is whether a series of segments of the KAI continuum can be identified in which one or two preferred techniques of problem solving appear.

REFERENCES The following references are contained within the original research paper: Cheney, Margaret, [1981] 2001, Tesla: Man Out of Time, New York: Touchstone. Clapp, R. G., 1991, The fate of ideas that aim to stimulate change in a large organization, PhD Thesis, University of Hertfordshire. DeCristoforo, Danielle, 2005, Creative Style Assessment for Products of Invention, Unpublished research paper for Penn State Great Valley. Drucker, P. F., 1969, Management’s new role, Harvard Business Review. Goldman, Robert and McKenzie, John D. Jr., 2005, The Student Guide to Minitab Release 14, Pearson Education, Inc. Gorman, Michael E. and Carlson, W. Bernard, 1990, Interpreting Invention as a Cognitive Process: The Case of Alexander Graham Bell, Thomas Edison, and the Telephone, Science, Technology, & Human Values, Vol. 15, No. 2, Spring, 131-164. Huber, John C., 1998. Invention and Inventivity Is a Random, Poisson Process: A Potential Guide to Analysis of General Creativity, Creativity Research Journal, Vol. 11, No. 3, 231-241, Lawrence Erlbaum Associates, Inc. Keller, R. T. and Holland, W. E., 1978, Individual characteristics of innovativeness and communication in Research and Development organizations, Journal of Applied Psychology. Kirton, M. J., [1977, 1987] 1999, Kirton Adaption-Innovation Inventory Manual, Berkhamsted, UK: Occupational Research Centre. Kirton, M. J., [1989] 2000, Adaptors and Innovators – Styles of Creativity and Problem Solving; Hertfordshire, UK: KAI Distribution Center. Kirton, M. J., 2003, Adaption-Innovation in the Context of Diversity and Change, New York: Routledge. Kuhn, T. S., 1970, The structure of scientific revolutions, Chicago: University of Chicago Press. The original research paper is identified below: Loftin, D. R., 2006, Problem Solving Style and the Inventive Process, Penn State Great Valley

4 Problem Solving Styles and How to Sell to Each (video)

Clarifying, ideating, developing, and implementing are different problem-solving styles. Thus, in this Expert Insight Interview, Sarah Thurber discusses how to understand and interact with each of the four problem-solving styles in sales. Sarah Thurber is a Managing Partner at FourSight, an international writer, and a thought leader on creative thinking and problem-solving.

The interview discusses:

Implementing.

Clarifying the situation is the foundation of any problem-solving. It narrows it down and enables you to take the next step in the right direction. When dealing with people who are clarifiers, salespeople need to ask as many clarifying questions as possible. Buyers nowadays are overwhelmed with the selection of products and services on the market. Research shows that having 20 different jams offered to buyers is too overwhelming for them to make a purchase. Thus, the salesperson’s value can drastically increase if he manages to clarify the buyers’ needs.

People who prefer the ideation process are creative, visionary, and they want something unique with a story behind it. For example, if deciding which car to buy, these people would like to hear some fascinating story about the car to choose it. Thus, salespeople need to help buyers to create an emotional connection with the product. Forming a big picture and emotional connection is the key selling point in this case because these buyers are passionate and intuitive rather than analytical.

Developers are very analytical and want to be sure that they made the right decision. These people are perfectionists and very detail-oriented. Salespeople should offer a couple of alternatives to buyers to see what differentiates their choice from the other ones. Developers need time to think, and this can be challenging for the sales process. Thus, salespeople must find a perfect balance between being patient with buyers and giving them a sense of urgency to decide to prevent them from becoming no-decision buyers.

Most of the business people, especially salespeople, are implementors wanting to find the solution yesterday. Research shows that implementors like to work only with other implementors because they get each other’s sense of urgency. However, when dealing with implementors, it is crucial to make sure that they go through all previous creative problem-solving processes because, if not, they can get a buyer’s remorse later. Hence, salespeople’s job is to slow implementors’ point of urgency and make them go through clarifying, ideating, and developing stages. The too quick and easy sales process can cause a terrible post-sales experience.

John is the Amazon bestselling author of Winning the Battle for Sales: Lessons on Closing Every Deal from the World’s Greatest Military Victories and Social Upheaval: How to Win at Social Selling . A globally acknowledged Sales & Marketing thought leader, speaker, and strategist, he has conducted over 1500 video interviews of thought leaders for Sales POP! online sales magazine & YouTube Channel and for audio podcast channels where Sales POP! is rated in the top 2% of most popular shows out of 3,320,580 podcasts globally, ranked by Listen Score . He is CSMO at Pipeliner CRM. In his spare time, John is an avid Martial Artist.

About Author

Sarah Thurber

Sarah Thurber is Managing Partner at FourSight . A speaker, author, and thought leader in the field of creativity, she works in partnership with academic researchers, creativity trainers, and designers to spearhead the development of online and print-based tools that support cognitive diversity and creative thinking.

Author's Publications on Amazon

Secrets of the Highly Creative Thinker: How to Make Connections Others Don’t

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Ending self sabotage, #saleschats: 9th may 2019 9am pt/noon et, #saleschats: sales trends that you need to know about in 2019, #saleschats: how to drive sales motivation, #saleschats: how to be a top sales performer, building genuine relationships for personal and professional growth (video), compassionate leadership transform the grieving process in the workplace (video), mastering sales: effective sales strategies (video), the resurgence of direct mail marketing, mastering b2b sales strategies: three-step framework (video), cancel reply.

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Early Problem Solving Indicator

One way for early interventionists to measure progress toward proficiency in cognitive problem solving in infants and toddlers is the Early Problem Solving Indicator (EPSI).

Four of 5 problem solving skills were selected to comprise the EPSI based on a conceptual review of the literature and statistical validation with other measures of cognitive reasoning and problem solving. The fifth skill, Engagement, was not selected for further development because across children it tended to have a ceiling effect and restricted variation. It was not particularly sensitive to individual differences among children in the sample and growth over time.

The key skill elements with specific problem-solving properties were: Looking, Exploring, Functions, and Solutions. These skills were selected to represent the visual exploration domain (Looks), the object exploration domain (Explores and Functions), and the problem solving domain (Solutions), three skill classes of importance to children who are just acquiring problem solving skills. These key skills form a single indicator of Total Problem Solving.

EPSI Forms and Scoring Definitions

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More From Forbes

5 hiring advantages you can gain with behavioral assessments.

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Eric Friedman is the Founder and CEO of eSkill , a global leader in skills testing and behavioral assessment solutions for employers.

Most business leaders agree that hiring has become more challenging these past few years. After adjusting their operations to accommodate the Covid-19 pandemic, there was the Great Resignation, when over 50 million people quit their jobs. So just when business leaders thought everything might return to normal, they found themselves in the middle of a global talent shortage . Being able to find top talent in a competitive market is more important than ever.

But it's certainly not easy. According to a CareerBuilder 2017 report , 74% of employers said they had hired an employee who wasn't a good fit for the job. Of those, 37% said it harmed productivity, 32% said it caused time-to-market delays while they recruited and trained another employee and 31% said it caused production problems. This is why employers have determined that effectively measuring candidates' skills is a priority in hiring.

The Value Of Testing Candidates' Capabilities

When evaluating candidates, hiring teams tend to focus on hard skills like computer proficiency or math aptitude. HR professionals know skills tests are important because, when you have the right people in the right positions, everything operates smoothly and more efficiently. According to a McKinsey study , if just 20% of a team's members were high performers, the resulting increase in productivity could turn a three-year project into one that takes less than two years to complete.

However, the average skills test doesn't provide all the necessary information for making good hiring decisions. Even a highly qualified candidate can be wrong for a job if they lack the right soft skills , such as emotional intelligence, collaboration and problem-solving. While productive interviews can determine how a candidate may fit into an organization, another option that recruiting teams can use to support decision-making is implementing behavior assessments.

Working in the space, I know how these tests can help HR professionals evaluate candidates' personalities and demeanor. When properly utilized, the results from behavioral assessments can provide insights into a candidate’s management style or how they approach problems, their communication style and how they might perform on the job. This helps hiring teams determine who can work most effectively in their organization.

5 Advantages Of Behavioral Assessments

There are many reasons that HR leaders may want to consider introducing behavioral assessments into their hiring processes. Here are some specific advantages to determining essential soft skills.

1. Determine Cultural Fit: When you bring new hires on board, you want them to become long-term assets to your organization. Candidates’ personalities and behavior traits can help determine how well they'd assimilate into your organization. It's also important for their personal ethics and values to align with your company’s mission and principles. While you can provide employees with the resources and tools to do their jobs, you cannot teach them to align with values they don't believe in. With behavioral assessments, you may have a better chance of verifying whether candidates’ values, attitudes and priorities will mesh with those of the company.

2. Predict Future Success: Even the best HR professional can't see into the future. Behavioral assessments can be a reliable, valid indicator of a potential new hire’s success at your company. They help you predict long-term performance by measuring traits that have been relatively stable throughout a person’s life, like emotional intelligence, leadership abilities and problem-solving skills.

3. Decrease Time To Hire: According to the Society of Human Resource Management, filling an open position takes an average of 36 days. As most HR leaders will attest, the hiring process is time-consuming and costly. So using behavioral assessments can enable you to review and compare candidates’ results quickly, allowing you to make the best possible hiring decisions while minimizing costs.

4. Find Candidates With Specific Traits: Employees do their best work when like-minded individuals surround them. For example, when Herb Brooks selected players for the 1980 U.S. Olympic hockey team, he didn't just choose the most proficient, technically skilled athletes. He selected players who could form the best cohesive team, ones who had grit and problem-solving abilities on top of their physical skills. His strategy paid off when his team defied all odds and won the gold medal. As an HR professional, behavioral assessments can be a resource to build better teams with members who have complementary strengths.

5. Improve Employee Development: The insights behavioral assessments provide about new employees can support your overall efforts to increase employee retention and build a stable team. For example, sharing the test results with managers can help them decide how to coach team members and provide feedback effectively. They can use the information to personalize their style and approach with employees.

Behavioral Assessments Can Be An Effective Addition

In HR, we know that an employee can have all the right technical skills for a job but lack valuable interpersonal skills. Adding behavioral assessments to the hiring process is one option to help predict how well candidates will perform in a new role. By customizing behavioral assessments to match each job, you can better avoid hiring mistakes that hurt productivity, cause stress for team members and negatively affect customer relationships. With such thorough data on candidates, you'll achieve a higher probability of making best-fit hires that will bring your company success.

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PROBLEM SOLVING STYLES
Indicators of the Problem Solving Process in terms of Field Dependent
Kolb's Four Dimensions of Problem-Solving Style
Indicator of problem-solving skills instrument
Indicators and descriptors of problem-solving skills using a
problem solving evaluation criteria examples

COMMENTS

Different Problem-Solving Styles: What Type of Problem Solver Are You
It is classic inconsistent-type behavior to lose time dithering between all three ideas, lost in indecision. Instead, write them down in a chart. Then, give each one a score out of 5 according to its strength in whatever categories are relevant to the problem. For example, expense, time, elegance, effort.
KAI
the Kirton Adaption-Innovation Inventory. KAI is one of the world's foremost measures for problem-solving, teamwork and creativity. KAI measures style of problem solving and creativity. It is available both online and as a paper form, and is used: Typically, KAI Practitioners are HR managers, company directors, business consultants & trainers ...
Problem-Solving Style Questionnaire
The Problem-Solving Style Questionnaire (PSSQ) is a self -report questionnaire that measures four dimensions of problem-solving style: sensing, intuitive, feeling, and thinking. It was developed by Thomas Cassidy and Christopher Long in 1996, based on Carl Jung 's theory of psychological types.
Problem Solving Style Inventory
The Problem Solving Style Inventory illustrates the various styles available to a supervisor or manager for solving problems and making decisions. You can plot a manager's problem solving behavior along two axes, the first being "ego-centered behavior," or the extent to which a manager attempts to solve all problems by themselves or with little help.
PDF THE COGNITIVE-STYLE INVENTORY
a well-defined, step-by-step approach when solving a problem; looks for an overall method or programmatic approach; and then makes an overall plan for solving the problem. 2. Intuitive style. An individual who rates low on the systematic scale and high on the intuitive scale is described as having an intuitive style. Someone whose style is
PDF Problem Solving Styles
problem you encounter in your life. The problem-solving process is a search for, and implementation of, the best possible solution for a specific problem. As a problem solver, you will develop your own method for solving problems. One of the best methods for doing this is to try to use the most effective aspects of the four different styles.
About Problem Solving Styles
Problem-solving styles are consistent individual differences in the ways people prefer to deal with new ideas, manage change, and respond effectively to complex, open-ended opportunities and challenges. Knowledge of style is important in education in a number of ways. It contributes to adults' ability to work together effectively in teams and ...
Understanding individual problem-solving style: A key to learning and
Advances in our understanding of the Creative Problem Solving framework, problem-solving style, and their interactions hold great promise for future practice and research, and especially for those concerned with understanding and enhancing creative human behavior and organizational innovation (e.g., Isaksen, 2004, Isaksen and Dorval, 1993 ...
PDF Problem Solving Style: A New Approach to Understanding and Using
concluded that problem solving style is a very important dimension of creative productivity. We define problem solving styles as consistent individual differences ... including Kirton's KAI, the Myers-Briggs Type Indicator (MBTI®), and the Dunn and Dunn Learning Style Inventory. The detailed results of the factor analysis,
Problem Solving Styles and Skills
There are, in general, four problem-solving styles: Social sensitive thinking. Logical thinking. Intuitive thinking. Practical thinking. A social sensitive thinking problem solving style is one in which you want to find the best answer for all people involved (focusing primarily on their emotions and values, and you are most comfortable when ...
The Problem Solving Inventory (PSI)
The PSI assesses an individual's awareness and evaluation of his or her problem-solving abilities or style, thus provides a global of that individual as a problem solver.The PSI is a self-reported measure . The PSI consists of 35 six-point Likert items (with 3 filler questions), which constitute 3 factors: Problem-Solving Confidence, Approach-Avoidance Style, and Personal Control.
What Is Your Problem Solving Style?
It goes like this: Step 1: Generating Ideas. Step 2: Conceptualizing the Problem. Step 3: Optimizing the Solution. Step 4: Implementing Solutions. While each of us is a blend of all of these problem-solving styles, generally speaking, we each will have one style that dominates. My own style is decidedly that of an Implementer - someone who ...
Defining and Assessing Problem‐Solving Style: Design and Development of
VIEW: An Assessment of Problem Solving Style (Selby, Treffinger, & Isaksen, 2002) is a new instrument for assessing problem-solving style, for use with individuals from ages 12 through adult. It measures three dimensions of style relating to creative problem solving and change management. In this article, we discuss the construction of the instrument, the initial evidence supporting the ...
Problem Solving Style
Your Style. Below are the characteristics for three problem styles--the Idealist, the Activist and the Realist. After you finish reading, answer the questions that follow. Problem Solving Style. Idealist. The idealist takes a holistic view: · Welcomes a broad range of perspectives. · Seeks the ideal solution.
Understanding individual problem-solving style: A key to learning and
More than five decades of research and development have focused on making the Creative Problem Solving process and tools accessible across a wide range of ages and contexts. Recent evidence indicates that when individuals, in both school and corporate settings, understand their own style of problem solving, they are able to learn and apply process tools more effectively, and when teams ...
PDF Creative Style Questionnaire
Creative Style Questionnaire. This guide is designed to help you understand what the Creative Style Questionnaire (CSQ) measures and how to complete it. The CSQ assesses a person's creativity and problem solving style and competencies within a work context. identify areas you need to work on to improve your performance and reach your potential.
A Note on the Problem Solving Style Questionnaire: An ...
Romero et al (1992) developed a new instrument, the Problem Solving Style Questionnaire (PSSQ) also grounded in ELM, eliminating the ipsativity problem raised by Stout and Ruble (1994) and showing ...
PDF Myers-Briggs Type Indicator Team Report
This Report Can Help Your Team and You. Identify strengths and potential challenges. Work around—or minimize—potential blind spots. Improve individual and group capacities to solve problems, communicate, and use conflict constructively. Maximize the natural advantages that result from the similarities and differences of team members.
Problem Solving Styles in the Inventive Process
The research explored the relationships between the problem solving styles of inventors, their inventive processes, and their inventions. In particular, the research attempted to link and build upon Kirton's Adaption-Innovation (A-I) Theory [Kirton, 1994, 2000, 2003] and invention as a Cognitive Process [Gorman & Bernard, 1990].
10.9
Terms in this set (4) Personal Style - Sensation- Thinking. Actions Tendencies. - Emphasizes details , facts, certainty. - Is a decisive, applied thinker. - Focuses on short- term, realistic goals. - Develops rules and regulations for judging performance. Likely Occupations. - Accounting.
Problem Solving Styles
Problem Solving Styles. Problem-solving styles are consistent individual differences in the ways people prefer to deal with new ideas, manage change, and respond effectively to complex, open-ended opportunities and challenges. . Knowledge of style is important in education in a number of ways. It contributes to adults' ability to work ...
4 Problem Solving Styles and How to Sell to Each (video)
Clarifying, ideating, developing, and implementing are different problem-solving styles. Thus, in this Expert Insight Interview, Sarah Thurber discusses how to understand and interact with each of the four problem-solving styles in sales. Sarah Thurber is a Managing Partner at FourSight, an international writer, and a thought leader on creative ...
Early Problem Solving Indicator
One way for early interventionists to measure progress toward proficiency in cognitive problem solving in infants and toddlers is the Early Problem Solving Indicator (EPSI). The EPSI is a play-based observational measure of a child's growth in problem solving with toys occurring during a 6-minute play period with a familiar adult. Four of 5 ...
The Denver basic income experiment
What a basic income experiment in Denver tells us about solving homelessness : The Indicator from Planet Money Homelessness is a pervasive issue that cities across the country struggle to address ...
5 Hiring Advantages You Can Gain With Behavioral Assessments
They help you predict long-term performance by measuring traits that have been relatively stable throughout a person's life, like emotional intelligence, leadership abilities and problem-solving ...