mental barriers of problem solving

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The six main barriers against problem-solving and how to overcome them.

Challenges. Disputes. Dilemmas. Obstacles. Troubles. Issues. Headaches.

• The uniqueness of every different issue makes the need for an also adapted and individualized solution.
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There are more than thirty different ways to call all those unpleasant and stressful situations which prevent us from directly achieving what we want to achieve. Life is full of them. This is why the ability to solve problems in an effective and timely manner without any impediments is considered to be one of the most key and critical skill for resolutive and successful leaders. But is not just leaders or top managers facing the way forward.  According to a Harvard Bussiness Review survey , people's skills depends on their level on the organization and their particular job and activities. However, when coming to problem-solving, there is a remarkable consistency about the importance of it within all the different measured organization levels.

There are small problems and big problems. Those ones that we laugh about and those that take our sleep away. Problems that affect just us or our whole company. Issues that need to be resolved proactively and others that require us to wait and observe.  There is a special kind of problem for every day of our lives, but all of them responds to a common denominator: addressing them adequately.  It is our ability to do so what makes the difference between success and failure.

Problems manifest themselves in many different ways. As inconsistent results or performance. As a failure toward standards.  As discrepancies between expectations and reality.  The uniqueness of every different issue makes the need for an also adapted and individualized solution. This is why finding the way forward can be sometimes tricky. There are many reasons why it is difficult to find a solution to a problem, but you can find the six more common causes and the way to overcome them!

1. Difficulty to recognize that there is a problem

Nobody likes to be wrong. “Cognitive dissonance is what we feel when the self-concept — I’m smart, I’m kind, I’m convinced this belief is true — is threatened by evidence that we did something that wasn’t smart, that we did something that hurt another person, that the belief isn’t true,” explains Carol Tavris. 

Problems and mistakes are not easy to digest. To  reduce this cognitive dissonance, we need to modify our self-concept or well deny the evidence. Many times is just easier to simply turn our back to an issue and blindly keep going.  But the only way to end it up to satisfactory is to make an effort to recognize and accept the evidence. Being wrong is human and until the problem is not acknowledged solutions will never materialize. To fully accept that something is not going the way it should, the easiest way is to focus on the benefits of new approaches and always remain non-judgemental about the causes. Sometimes we may be are afraid of the costs in terms of resources, time and physical or mental efforts that working for the solution may eventually bring. We may need then to project ourselves in all the fatalistic consequences that we will finally encounter in case we continue sunk in the problem. Sometimes we really need to visualize the disaster before accepting a need for change.

2. Huge size problem

Yes! We clearly know that something is going wrong. But the issue is so big that there is no way we can try to solve it without blowing our life into pieces. Fair enough. Some problems are so big that it is not possible to find at once a solution for them. But we can always break them into smaller pieces and visualize the different steps and actions that we could eventually undertake to get to our final goal. Make sure you do not lose sight of the original problem!

3. Poorly framed problem

Without the proper framing, there is no certainty about the appropriate focus on the right problem. Asking the relevant questions is a crucial aspect to it. Does your frame of the problem capture its real essence? Do you have all the background information needed? Can you rephrase the problem and it is still understandable? Have you explored it from different perspectives? Are different people able to understand your frame for the problem correctly? Answering to the right problem in the right way depends 95% on the correct framing of it!

'If I have an hour to solve a problem, I'd spend 55 minutes thinking about the problem and 5 minutes thinking about the solution' (Albert Einstein)

4. Lack of respect for rhythms

There is always a right time for preparation, a right time for action and a right time for patience. Respecting the rhythms of a problem is directly link to the success of the solution. Acting too quickly or waiting too long can have real counterproductive effects. There is a need for enough time to gather information and understand all the different upshots of a planned solution. A balance of action is crucial to avoid both eagerness and laxity. Waiting for the proper time to take action is sometimes the most complicated part of it.

5. Lack of problem'roots identification

It is quite often that we feel something is not going the way it should without clearly identifying what the exact problematic issue is. We are able to frame all the negative effects and consequences, but we do not really get to appropriately verbalized what the problem is all together. Consequently, we tend to fix the symptoms without getting to the real causes.  It is as common as dangerous and not sustainable for problem-solving. 

Make sure that you have a clear picture of what are the roots of the problem and what are just the manifestations or ramifications of it. Double loop always to make sure that you are not patching over the symptoms but getting to the heart of the matter.

6. Failure to identify the involved parts

Take time to figure out and consult every simple part involved in the problem as well as affected by the possible solution. Problems and solutions always have at the core human needs and impacts. Failing to identify and take into consideration the human factor in the problem-solving process will prevent the whole mechanism from reaching the desired final goal.

'We always hope for the easy fix: the one simple change that will erase a problem in a stroke. But few things in life work this way. Instead, success requires making a hundred small steps go right - one after the other, no slipups, no goofs, everyone pitching in.'  ( Atul Gawande)

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6 Common Problem Solving Barriers and How Can Managers Beat them?

What is the meaning of barriers to problem solving, what are the 6 barriers to problem solving, examples of barriers to problem solving, how to overcome problem solving barriers at work tips for managers, problem solving barriers faqs.

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Lack of motivation

Lack of knowledge, lack of resources, emotional barriers, cultural and societal barriers, fear of failure.

• Lack of motivation: A person who lacks motivation may struggle to complete tasks on time or produce quality work. For example, an employee who is disengaged from their job may procrastinate on essential tasks or show up late to work.
• Lack of knowledge : Employees who lack knowledge or training may be unable to perform their duties effectively. For example, a new employee unfamiliar with the company’s software systems may struggle to complete tasks on their computer.
• Lack of resources: Employees may be unable to complete their work due to a lack of resources, such as equipment or technology. For example, a graphic designer who doesn’t have access to the latest design software may struggle to produce high-quality designs.
• Emotional barriers: Emotional barriers can affect an employee’s ability to perform their job effectively. For example, an employee dealing with a personal issue, such as a divorce, may have trouble focusing on their work and meeting deadlines.
• Cultural and societal barriers: Cultural and societal barriers can affect an employee’s ability to work effectively. For example, an employee from a different culture may struggle to communicate effectively with colleagues or may feel uncomfortable in a work environment that is not inclusive.
• Fear of failure : Employees who fear failure may avoid taking on new challenges or may not take risks that could benefit the company. For example, an employee afraid of making mistakes may not take on a leadership role or hesitate to make decisions that could impact the company’s bottom line.
• Identify and Define the Problem: Define the problem and understand its root cause. This will help you identify the obstacles that are preventing effective problem solving.
• C ollaborate and Communicate: Work with others to gather information, generate new ideas, and share perspectives. Effective communication can help overcome misunderstandings and promote creative problem solving.
• Use Creative Problem Solving Techniques: Consider using creative problem solving techniques such as brainstorming, mind mapping, or SWOT analysis to explore new ideas and generate innovative solutions.
• Embrace Flexibility: Be open to new ideas and approaches. Embracing flexibility can help you overcome fixed mindsets and encourage creativity in problem solving.
• Invest in Resources: Ensure that you have access to the necessary resources, such as time, money, or personnel, to effectively solve complex problems.
• Emphasize Continuous Learning: Encourage continuous learning and improvement by seeking feedback, evaluating outcomes, and reflecting on the problem solving process. This can help you identify improvement areas and promote a continuous improvement culture.

How good are you in jumping over problem-solving barriers?

Find out now with the free problem-solving assessment for managers and leaders.

What are the factors affecting problem solving?

What are the five key obstacles to problem solving, can habits be a barrier to problem solving, how do you overcome barriers in problem solving.

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Identifying Barriers to Problem-Solving in Psychology

Problem-solving is a key aspect of psychology, essential for understanding and overcoming challenges in our daily lives. There are common barriers that can hinder our ability to effectively solve problems. From mental blocks to confirmation bias, these obstacles can impede our progress.

In this article, we will explore the various barriers to problem-solving in psychology, as well as strategies to overcome them. By addressing these challenges head-on, we can unlock the benefits of improved problem-solving skills and mental agility.

• Identifying and overcoming barriers to problem-solving in psychology can lead to more effective and efficient solutions.
• Some common barriers include mental blocks, confirmation bias, and functional fixedness, which can all limit critical thinking and creativity.
• Mindfulness techniques, seeking different perspectives, and collaborating with others can help overcome these barriers and lead to more successful problem-solving.
• 1 What Is Problem-Solving in Psychology?
• 2 Why Is Problem-Solving Important in Psychology?
• 3.1 Mental Blocks
• 3.2 Confirmation Bias
• 3.3 Functional Fixedness
• 3.4 Lack of Creativity
• 3.5 Emotional Barriers
• 3.6 Cultural Influences
• 4.1 Divergent Thinking
• 4.2 Mindfulness Techniques
• 4.3 Seeking Different Perspectives
• 4.4 Challenging Assumptions
• 4.5 Collaborating with Others
• 5 What Are the Benefits of Overcoming These Barriers?
• 6 Frequently Asked Questions

What Is Problem-Solving in Psychology?

Problem-solving in psychology refers to the cognitive processes through which individuals identify and overcome obstacles or challenges to reach a desired goal, drawing on various mental processes and strategies.

In the realm of cognitive psychology, problem-solving is a key area of study that delves into how people use algorithms and heuristics to tackle complex issues. Algorithms are systematic step-by-step procedures that guarantee a solution, whereas heuristics are mental shortcuts or rules of thumb that provide efficient solutions, albeit without certainty. Understanding these mental processes is crucial in exploring how individuals approach different types of problems and make decisions based on their problem-solving strategies.

Why Is Problem-Solving Important in Psychology?

Problem-solving holds significant importance in psychology as it facilitates the discovery of new insights, enhances understanding of complex issues, and fosters effective actions based on informed decisions.

Assumptions play a crucial role in problem-solving processes, influencing how individuals perceive and approach challenges. By challenging these assumptions, individuals can break through mental barriers and explore creative solutions.

Functional fixedness, a cognitive bias where individuals restrict the use of objects to their traditional functions, can hinder problem-solving. Overcoming functional fixedness involves reevaluating the purpose of objects, leading to innovative problem-solving strategies.

Through problem-solving, psychologists uncover underlying patterns in behavior, delve into subconscious motivations, and offer practical interventions to improve mental well-being.

What Are the Common Barriers to Problem-Solving in Psychology?

In psychology, common barriers to problem-solving include mental blocks , confirmation bias , functional fixedness, lack of creativity, emotional barriers, and cultural influences that hinder the application of knowledge and resources to overcome challenges.

Mental blocks refer to the difficulty in generating new ideas or solutions due to preconceived notions or past experiences. Confirmation bias, on the other hand, is the tendency to search for, interpret, or prioritize information that confirms existing beliefs or hypotheses, while disregarding opposing evidence.

Functional fixedness limits problem-solving by constraining individuals to view objects or concepts in their traditional uses, inhibiting creative approaches. Lack of creativity impedes the ability to think outside the box and consider unconventional solutions.

Emotional barriers such as fear, stress, or anxiety can halt progress by clouding judgment and hindering clear decision-making. Cultural influences may introduce unique perspectives or expectations that clash with effective problem-solving strategies, complicating the resolution process.

Mental Blocks

Mental blocks in problem-solving occur when individuals struggle to consider all relevant information, fall into a fixed mental set, or become fixated on irrelevant details, hindering progress and creative solutions.

For instance, irrelevant information can lead to mental blocks by distracting individuals from focusing on the key elements required to solve a problem effectively. This could involve getting caught up in minor details that have no real impact on the overall solution. A fixed mental set, formed by previous experiences or patterns, can limit one’s ability to approach a problem from new perspectives, restricting innovative thinking.

Confirmation Bias

Confirmation bias, a common barrier in problem-solving, leads individuals to seek information that confirms their existing knowledge or assumptions, potentially overlooking contradictory data and hindering objective analysis.

This cognitive bias affects decision-making and problem-solving processes by creating a tendency to favor information that aligns with one’s beliefs, rather than considering all perspectives.

• One effective method to mitigate confirmation bias is by actively challenging assumptions through critical thinking.
• By questioning the validity of existing beliefs and seeking out diverse viewpoints, individuals can counteract the tendency to only consider information that confirms their preconceptions.
• Another strategy is to promote a culture of open-mindedness and encourage constructive debate within teams to foster a more comprehensive evaluation of data.

Functional Fixedness

Functional fixedness restricts problem-solving by limiting individuals to conventional uses of objects, impeding the discovery of innovative solutions and hindering the application of insightful approaches to challenges.

For instance, when faced with a task that requires a candle to be mounted on a wall to provide lighting, someone bound by functional fixedness may struggle to see the potential solution of using the candle wax as an adhesive instead of solely perceiving the candle’s purpose as a light source.

This mental rigidity often leads individuals to overlook unconventional or creative methods, which can stifle their ability to find effective problem-solving strategies.

To combat this cognitive limitation, fostering divergent thinking, encouraging experimentation, and promoting flexibility in approaching tasks can help individuals break free from functional fixedness and unlock their creativity.

Lack of Creativity

A lack of creativity poses a significant barrier to problem-solving, limiting the potential for improvement and hindering flexible thinking required to generate novel solutions and address complex challenges.

When individuals are unable to think outside the box and explore unconventional approaches, they may find themselves stuck in repetitive patterns without breakthroughs.

Flexibility is key to overcoming this hurdle, allowing individuals to adapt their perspectives, pivot when necessary, and consider multiple viewpoints to arrive at innovative solutions.

Encouraging a culture that embraces experimentation, values diverse ideas, and fosters an environment of continuous learning can fuel creativity and push problem-solving capabilities to new heights.

Emotional Barriers

Emotional barriers, such as fear of failure, can impede problem-solving by creating anxiety, reducing risk-taking behavior, and hindering effective collaboration with others, limiting the exploration of innovative solutions.

When individuals are held back by the fear of failure, it often stems from a deep-seated worry about making mistakes or being judged negatively. This fear can lead to hesitation in decision-making processes and reluctance to explore unconventional approaches, ultimately hindering the ability to discover creative solutions. To overcome this obstacle, it is essential to cultivate a positive emotional environment that fosters trust, resilience, and open communication among team members. Encouraging a mindset that embraces failure as a stepping stone to success can enable individuals to take risks, learn from setbacks, and collaborate effectively to overcome challenges.

Cultural Influences

Cultural influences can act as barriers to problem-solving by imposing rigid norms, limiting flexibility in thinking, and hindering effective communication and collaboration among diverse individuals with varying perspectives.

When individuals from different cultural backgrounds come together to solve problems, the ingrained values and beliefs they hold can shape their approaches and methods.

For example, in some cultures, decisiveness and quick decision-making are highly valued, while in others, a consensus-building process is preferred.

Understanding and recognizing these differences is crucial for navigating through the cultural barriers that might arise during collaborative problem-solving.

How Can These Barriers Be Overcome?

These barriers to problem-solving in psychology can be overcome through various strategies such as divergent thinking, mindfulness techniques, seeking different perspectives, challenging assumptions, and collaborating with others to leverage diverse insights and foster critical thinking.

Engaging in divergent thinking , which involves generating multiple solutions or viewpoints for a single issue, can help break away from conventional problem-solving methods. By encouraging a free flow of ideas without immediate judgment, individuals can explore innovative paths that may lead to breakthrough solutions. Actively seeking diverse perspectives from individuals with varied backgrounds, experiences, and expertise can offer fresh insights that challenge existing assumptions and broaden the problem-solving scope. This diversity of viewpoints can spark creativity and unconventional approaches that enhance problem-solving outcomes.

Divergent Thinking

Divergent thinking enhances problem-solving by encouraging creative exploration of multiple solutions, breaking habitual thought patterns, and fostering flexibility in generating innovative ideas to address challenges.

When individuals engage in divergent thinking, they open up their minds to various possibilities and perspectives. Instead of being constrained by conventional norms, a person might ideate freely without limitations. This leads to out-of-the-box solutions that can revolutionize how problems are approached. Divergent thinking sparks creativity by allowing unconventional ideas to surface and flourish.

For example, imagine a team tasked with redesigning a city park. Instead of sticking to traditional layouts, they might brainstorm wild concepts like turning the park into a futuristic playground, a pop-up art gallery space, or a wildlife sanctuary. Such diverse ideas stem from divergent thinking and push boundaries beyond the ordinary.

Mindfulness Techniques

Mindfulness techniques can aid problem-solving by promoting present-moment awareness, reducing cognitive biases, and fostering a habit of continuous learning that enhances adaptability and open-mindedness in addressing challenges.

Engaging in regular mindfulness practices encourages individuals to stay grounded in the current moment, allowing them to detach from preconceived notions and biases that could cloud judgment. By cultivating a non-judgmental attitude towards thoughts and emotions, people develop the capacity to observe situations from a neutral perspective, facilitating clearer decision-making processes. Mindfulness techniques facilitate the development of a growth mindset, where one acknowledges mistakes as opportunities for learning and improvement rather than failures.

Seeking Different Perspectives

Seeking different perspectives in problem-solving involves tapping into diverse resources, engaging in effective communication, and considering alternative viewpoints to broaden understanding and identify innovative solutions to complex issues.

Collaboration among individuals with various backgrounds and experiences can offer fresh insights and approaches to tackling challenges. By fostering an environment where all voices are valued and heard, teams can leverage the collective wisdom and creativity present in diverse perspectives. For example, in the tech industry, companies like Google encourage cross-functional teams to work together, harnessing diverse skill sets to develop groundbreaking technologies.

To incorporate diverse viewpoints, one can implement brainstorming sessions that involve individuals from different departments or disciplines to encourage out-of-the-box thinking. Another effective method is to conduct surveys or focus groups to gather input from a wide range of stakeholders and ensure inclusivity in decision-making processes.

Challenging Assumptions

Challenging assumptions is a key strategy in problem-solving, as it prompts individuals to critically evaluate preconceived notions, gain new insights, and expand their knowledge base to approach challenges from fresh perspectives.

By questioning established beliefs or ways of thinking, individuals open the door to innovative solutions and original perspectives. Stepping outside the boundaries of conventional wisdom enables problem solvers to see beyond limitations and explore uncharted territories. This process not only fosters creativity but also encourages a culture of continuous improvement where learning thrives. Daring to challenge assumptions can unveil hidden opportunities and untapped potential in problem-solving scenarios, leading to breakthroughs and advancements that were previously overlooked.

• One effective technique to challenge assumptions is through brainstorming sessions that encourage participants to voice unconventional ideas without judgment.
• Additionally, adopting a beginner’s mindset can help in questioning assumptions, as newcomers often bring a fresh perspective unburdened by past biases.

Collaborating with Others

Collaborating with others in problem-solving fosters flexibility, encourages open communication, and leverages collective intelligence to navigate complex challenges, drawing on diverse perspectives and expertise to generate innovative solutions.

Effective collaboration enables individuals to combine strengths and talents, pooling resources to tackle problems that may seem insurmountable when approached individually. By working together, team members can break down barriers and silos that often hinder progress, leading to more efficient problem-solving processes and better outcomes.

Collaboration also promotes a sense of shared purpose and increases overall engagement, as team members feel valued and enableed to contribute their unique perspectives. To foster successful collaboration, it is crucial to establish clear goals, roles, and communication channels, ensuring that everyone is aligned towards a common objective.

What Are the Benefits of Overcoming These Barriers?

Overcoming the barriers to problem-solving in psychology leads to significant benefits such as improved critical thinking skills, enhanced knowledge acquisition, and the ability to address complex issues with greater creativity and adaptability.

By mastering the art of problem-solving, individuals in the field of psychology can also cultivate resilience and perseverance, two essential traits that contribute to personal growth and success.

When confronting and overcoming cognitive obstacles, individuals develop a deeper understanding of their own cognitive processes and behavioral patterns, enabling them to make informed decisions and overcome challenges more effectively.

Continuous learning and adaptability play a pivotal role in problem-solving, allowing psychologists to stay updated with the latest research, techniques, and methodologies that enhance their problem-solving capabilities.

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9.5: Pitfalls to Problem Solving

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Learning Objectives

• Explain some common roadblocks to effective problem solving

Not all problems are successfully solved, however. What challenges stop us from successfully solving a problem? Albert Einstein once said, “Insanity is doing the same thing over and over again and expecting a different result.” Imagine a person in a room that has four doorways. One doorway that has always been open in the past is now locked. The person, accustomed to exiting the room by that particular doorway, keeps trying to get out through the same doorway even though the other three doorways are open. The person is stuck—but she just needs to go to another doorway, instead of trying to get out through the locked doorway. A mental set is where you persist in approaching a problem in a way that has worked in the past but is clearly not working now.  Functional fixedness is a type of mental set where you cannot perceive an object being used for something other than what it was designed for. During the Apollo 13 mission to the moon, NASA engineers at Mission Control had to overcome functional fixedness to save the lives of the astronauts aboard the spacecraft. An explosion in a module of the spacecraft damaged multiple systems. The astronauts were in danger of being poisoned by rising levels of carbon dioxide because of problems with the carbon dioxide filters. The engineers found a way for the astronauts to use spare plastic bags, tape, and air hoses to create a makeshift air filter, which saved the lives of the astronauts.

Figure 1 . In Duncker’s classic study, participants were provided the three objects in the top panel and asked to solve the problem. The solution is shown in the bottom portion.

Link to Learning

Check out this Apollo 13 scene where the group of NASA engineers are given the task of overcoming functional fixedness.

Researchers have investigated whether functional fixedness is affected by culture. In one experiment, individuals from the Shuar group in Ecuador were asked to use an object for a purpose other than that for which the object was originally intended. For example, the participants were told a story about a bear and a rabbit that were separated by a river and asked to select among various objects, including a spoon, a cup, erasers, and so on, to help the animals. The spoon was the only object long enough to span the imaginary river, but if the spoon was presented in a way that reflected its normal usage, it took participants longer to choose the spoon to solve the problem. (German & Barrett, 2005). The researchers wanted to know if exposure to highly specialized tools, as occurs with individuals in industrialized nations, affects their ability to transcend functional fixedness. It was determined that functional fixedness is experienced in both industrialized and nonindustrialized cultures (German & Barrett, 2005).

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In order to make good decisions, we use our knowledge and our reasoning. Often, this knowledge and reasoning is sound and solid. Sometimes, however, we are swayed by biases or by others manipulating a situation. For example, let’s say you and three friends wanted to rent a house and had a combined target budget of $1,600. The realtor shows you only very run-down houses for $1,600 and then shows you a very nice house for $2,000. Might you ask each person to pay more in rent to get the $2,000 home? Why would the realtor show you the run-down houses and the nice house? The realtor may be challenging your anchoring bias. An anchoring bias occurs when you focus on one piece of information when making a decision or solving a problem. In this case, you’re so focused on the amount of money you are willing to spend that you may not recognize what kinds of houses are available at that price point.

The confirmation bias is the tendency to focus on information that confirms your existing beliefs. For example, if you think that your professor is not very nice, you notice all of the instances of rude behavior exhibited by the professor while ignoring the countless pleasant interactions he is involved in on a daily basis. This bias proves that first impressions do matter and that we tend to look for information to confirm our initial judgments of others.

Watch this video from the Big Think to learn more about the confirmation bias.

You can view the transcript for “Confirmation Bias: Your Brain is So Judgmental” here (opens in new window) .

Hindsight bias leads you to believe that the event you just experienced was predictable, even though it really wasn’t. In other words, you knew all along that things would turn out the way they did. Representative bias describes a faulty way of thinking, in which you unintentionally stereotype someone or something; for example, you may assume that your professors spend their free time reading books and engaging in intellectual conversation, because the idea of them spending their time playing volleyball or visiting an amusement park does not fit in with your stereotypes of professors.

Finally, the availability heuristic is a heuristic in which you make a decision based on an example, information, or recent experience that is that readily available to you, even though it may not be the best example to inform your decision . To use a common example, would you guess there are more murders or more suicides in America each year? When asked, most people would guess there are more murders. In truth, there are twice as many suicides as there are murders each year. However, murders seem more common because we hear a lot more about murders on an average day. Unless someone we know or someone famous takes their own life, it does not make the news. Murders, on the other hand, we see in the news every day. This leads to the erroneous assumption that the easier it is to think of instances of something, the more often that thing occurs.

Watch the following video for an example of the availability heuristic.

You can view the transcript for “Availability Heuristic: Are Planes More Dangerous Than Cars?” here (opens in new window) .

Biases tend to “preserve that which is already established—to maintain our preexisting knowledge, beliefs, attitudes, and hypotheses” (Aronson, 1995; Kahneman, 2011). These biases are summarized in Table 2 below.

Learn more about heuristics and common biases through the article, “ 8 Common Thinking Mistakes Our Brains Make Every Day and How to Prevent Them ” by  Belle Beth Cooper.

You can also watch this clever music video explaining these and other cognitive biases.

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Think It Over

Which type of bias do you recognize in your own decision making processes? How has this bias affected how you’ve made decisions in the past and how can you use your awareness of it to improve your decisions making skills in the future?

anchoring bias:  faulty heuristic in which you fixate on a single aspect of a problem to find a solution

availability heuristic:  faulty heuristic in which you make a decision based on information readily available to you

confirmation bias:  faulty heuristic in which you focus on information that confirms your beliefs

functional fixedness:  inability to see an object as useful for any other use other than the one for which it was intended

hindsight bias:  belief that the event just experienced was predictable, even though it really wasn’t

mental set:  continually using an old solution to a problem without results

representative bias:  faulty heuristic in which you stereotype someone or something without a valid basis for your judgment

Licenses and Attributions

CC licensed content, Original

• Modification, adaptation, and original content. Provided by : Lumen Learning. License : CC BY: Attribution
• Problem Solving. Authored by : OpenStax College. Located at : http://cnx.org/contents/[email protected]:Lk3YnvuC@6/Problem-Solving . License : Public Domain: No Known Copyright . License Terms : Download for free at http://cnx.org/contents/[email protected]
• More information on heuristics. Authored by : Dr. Scott Roberts, Dr. Ryan Curtis, Samantha Levy, and Dr. Dylan Selterman. Provided by : University of Maryland. Located at : http://openpsyc.blogspot.com/2014/07/heuristics.html . Project : OpenPSYC. License : CC BY-NC-SA: Attribution-NonCommercial-ShareAlike

7.3 Problem-Solving

Learning objectives.

By the end of this section, you will be able to:

• Describe problem solving strategies
• Define algorithm and heuristic
• Explain some common roadblocks to effective problem solving

   People face problems every day—usually, multiple problems throughout the day. Sometimes these problems are straightforward: To double a recipe for pizza dough, for example, all that is required is that each ingredient in the recipe be doubled. Sometimes, however, the problems we encounter are more complex. For example, say you have a work deadline, and you must mail a printed copy of a report to your supervisor by the end of the business day. The report is time-sensitive and must be sent overnight. You finished the report last night, but your printer will not work today. What should you do? First, you need to identify the problem and then apply a strategy for solving the problem.

The study of human and animal problem solving processes has provided much insight toward the understanding of our conscious experience and led to advancements in computer science and artificial intelligence. Essentially much of cognitive science today represents studies of how we consciously and unconsciously make decisions and solve problems. For instance, when encountered with a large amount of information, how do we go about making decisions about the most efficient way of sorting and analyzing all the information in order to find what you are looking for as in visual search paradigms in cognitive psychology. Or in a situation where a piece of machinery is not working properly, how do we go about organizing how to address the issue and understand what the cause of the problem might be. How do we sort the procedures that will be needed and focus attention on what is important in order to solve problems efficiently. Within this section we will discuss some of these issues and examine processes related to human, animal and computer problem solving.

PROBLEM-SOLVING STRATEGIES

   When people are presented with a problem—whether it is a complex mathematical problem or a broken printer, how do you solve it? Before finding a solution to the problem, the problem must first be clearly identified. After that, one of many problem solving strategies can be applied, hopefully resulting in a solution.

Problems themselves can be classified into two different categories known as ill-defined and well-defined problems (Schacter, 2009). Ill-defined problems represent issues that do not have clear goals, solution paths, or expected solutions whereas well-defined problems have specific goals, clearly defined solutions, and clear expected solutions. Problem solving often incorporates pragmatics (logical reasoning) and semantics (interpretation of meanings behind the problem), and also in many cases require abstract thinking and creativity in order to find novel solutions. Within psychology, problem solving refers to a motivational drive for reading a definite “goal” from a present situation or condition that is either not moving toward that goal, is distant from it, or requires more complex logical analysis for finding a missing description of conditions or steps toward that goal. Processes relating to problem solving include problem finding also known as problem analysis, problem shaping where the organization of the problem occurs, generating alternative strategies, implementation of attempted solutions, and verification of the selected solution. Various methods of studying problem solving exist within the field of psychology including introspection, behavior analysis and behaviorism, simulation, computer modeling, and experimentation.

A problem-solving strategy is a plan of action used to find a solution. Different strategies have different action plans associated with them (table below). For example, a well-known strategy is trial and error. The old adage, “If at first you don’t succeed, try, try again” describes trial and error. In terms of your broken printer, you could try checking the ink levels, and if that doesn’t work, you could check to make sure the paper tray isn’t jammed. Or maybe the printer isn’t actually connected to your laptop. When using trial and error, you would continue to try different solutions until you solved your problem. Although trial and error is not typically one of the most time-efficient strategies, it is a commonly used one.

   Another type of strategy is an algorithm. An algorithm is a problem-solving formula that provides you with step-by-step instructions used to achieve a desired outcome (Kahneman, 2011). You can think of an algorithm as a recipe with highly detailed instructions that produce the same result every time they are performed. Algorithms are used frequently in our everyday lives, especially in computer science. When you run a search on the Internet, search engines like Google use algorithms to decide which entries will appear first in your list of results. Facebook also uses algorithms to decide which posts to display on your newsfeed. Can you identify other situations in which algorithms are used?

A heuristic is another type of problem solving strategy. While an algorithm must be followed exactly to produce a correct result, a heuristic is a general problem-solving framework (Tversky & Kahneman, 1974). You can think of these as mental shortcuts that are used to solve problems. A “rule of thumb” is an example of a heuristic. Such a rule saves the person time and energy when making a decision, but despite its time-saving characteristics, it is not always the best method for making a rational decision. Different types of heuristics are used in different types of situations, but the impulse to use a heuristic occurs when one of five conditions is met (Pratkanis, 1989):

• When one is faced with too much information
• When the time to make a decision is limited
• When the decision to be made is unimportant
• When there is access to very little information to use in making the decision
• When an appropriate heuristic happens to come to mind in the same moment

Working backwards is a useful heuristic in which you begin solving the problem by focusing on the end result. Consider this example: You live in Washington, D.C. and have been invited to a wedding at 4 PM on Saturday in Philadelphia. Knowing that Interstate 95 tends to back up any day of the week, you need to plan your route and time your departure accordingly. If you want to be at the wedding service by 3:30 PM, and it takes 2.5 hours to get to Philadelphia without traffic, what time should you leave your house? You use the working backwards heuristic to plan the events of your day on a regular basis, probably without even thinking about it.

Another useful heuristic is the practice of accomplishing a large goal or task by breaking it into a series of smaller steps. Students often use this common method to complete a large research project or long essay for school. For example, students typically brainstorm, develop a thesis or main topic, research the chosen topic, organize their information into an outline, write a rough draft, revise and edit the rough draft, develop a final draft, organize the references list, and proofread their work before turning in the project. The large task becomes less overwhelming when it is broken down into a series of small steps.

Further problem solving strategies have been identified (listed below) that incorporate flexible and creative thinking in order to reach solutions efficiently.

Additional Problem Solving Strategies :

• Abstraction – refers to solving the problem within a model of the situation before applying it to reality.
• Analogy – is using a solution that solves a similar problem.
• Brainstorming – refers to collecting an analyzing a large amount of solutions, especially within a group of people, to combine the solutions and developing them until an optimal solution is reached.
• Divide and conquer – breaking down large complex problems into smaller more manageable problems.
• Hypothesis testing – method used in experimentation where an assumption about what would happen in response to manipulating an independent variable is made, and analysis of the affects of the manipulation are made and compared to the original hypothesis.
• Lateral thinking – approaching problems indirectly and creatively by viewing the problem in a new and unusual light.
• Means-ends analysis – choosing and analyzing an action at a series of smaller steps to move closer to the goal.
• Method of focal objects – putting seemingly non-matching characteristics of different procedures together to make something new that will get you closer to the goal.
• Morphological analysis – analyzing the outputs of and interactions of many pieces that together make up a whole system.
• Proof – trying to prove that a problem cannot be solved. Where the proof fails becomes the starting point or solving the problem.
• Reduction – adapting the problem to be as similar problems where a solution exists.
• Research – using existing knowledge or solutions to similar problems to solve the problem.
• Root cause analysis – trying to identify the cause of the problem.

The strategies listed above outline a short summary of methods we use in working toward solutions and also demonstrate how the mind works when being faced with barriers preventing goals to be reached.

One example of means-end analysis can be found by using the Tower of Hanoi paradigm . This paradigm can be modeled as a word problems as demonstrated by the Missionary-Cannibal Problem :

Missionary-Cannibal Problem

Three missionaries and three cannibals are on one side of a river and need to cross to the other side. The only means of crossing is a boat, and the boat can only hold two people at a time. Your goal is to devise a set of moves that will transport all six of the people across the river, being in mind the following constraint: The number of cannibals can never exceed the number of missionaries in any location. Remember that someone will have to also row that boat back across each time.

Hint : At one point in your solution, you will have to send more people back to the original side than you just sent to the destination.

The actual Tower of Hanoi problem consists of three rods sitting vertically on a base with a number of disks of different sizes that can slide onto any rod. The puzzle starts with the disks in a neat stack in ascending order of size on one rod, the smallest at the top making a conical shape. The objective of the puzzle is to move the entire stack to another rod obeying the following rules:

• 1. Only one disk can be moved at a time.
• 2. Each move consists of taking the upper disk from one of the stacks and placing it on top of another stack or on an empty rod.
• 3. No disc may be placed on top of a smaller disk.

  Figure 7.02. Steps for solving the Tower of Hanoi in the minimum number of moves when there are 3 disks.

Figure 7.03. Graphical representation of nodes (circles) and moves (lines) of Tower of Hanoi.

The Tower of Hanoi is a frequently used psychological technique to study problem solving and procedure analysis. A variation of the Tower of Hanoi known as the Tower of London has been developed which has been an important tool in the neuropsychological diagnosis of executive function disorders and their treatment.

GESTALT PSYCHOLOGY AND PROBLEM SOLVING

As you may recall from the sensation and perception chapter, Gestalt psychology describes whole patterns, forms and configurations of perception and cognition such as closure, good continuation, and figure-ground. In addition to patterns of perception, Wolfgang Kohler, a German Gestalt psychologist traveled to the Spanish island of Tenerife in order to study animals behavior and problem solving in the anthropoid ape.

As an interesting side note to Kohler’s studies of chimp problem solving, Dr. Ronald Ley, professor of psychology at State University of New York provides evidence in his book A Whisper of Espionage  (1990) suggesting that while collecting data for what would later be his book  The Mentality of Apes (1925) on Tenerife in the Canary Islands between 1914 and 1920, Kohler was additionally an active spy for the German government alerting Germany to ships that were sailing around the Canary Islands. Ley suggests his investigations in England, Germany and elsewhere in Europe confirm that Kohler had served in the German military by building, maintaining and operating a concealed radio that contributed to Germany’s war effort acting as a strategic outpost in the Canary Islands that could monitor naval military activity approaching the north African coast.

While trapped on the island over the course of World War 1, Kohler applied Gestalt principles to animal perception in order to understand how they solve problems. He recognized that the apes on the islands also perceive relations between stimuli and the environment in Gestalt patterns and understand these patterns as wholes as opposed to pieces that make up a whole. Kohler based his theories of animal intelligence on the ability to understand relations between stimuli, and spent much of his time while trapped on the island investigation what he described as  insight , the sudden perception of useful or proper relations. In order to study insight in animals, Kohler would present problems to chimpanzee’s by hanging some banana’s or some kind of food so it was suspended higher than the apes could reach. Within the room, Kohler would arrange a variety of boxes, sticks or other tools the chimpanzees could use by combining in patterns or organizing in a way that would allow them to obtain the food (Kohler & Winter, 1925).

While viewing the chimpanzee’s, Kohler noticed one chimp that was more efficient at solving problems than some of the others. The chimp, named Sultan, was able to use long poles to reach through bars and organize objects in specific patterns to obtain food or other desirables that were originally out of reach. In order to study insight within these chimps, Kohler would remove objects from the room to systematically make the food more difficult to obtain. As the story goes, after removing many of the objects Sultan was used to using to obtain the food, he sat down ad sulked for a while, and then suddenly got up going over to two poles lying on the ground. Without hesitation Sultan put one pole inside the end of the other creating a longer pole that he could use to obtain the food demonstrating an ideal example of what Kohler described as insight. In another situation, Sultan discovered how to stand on a box to reach a banana that was suspended from the rafters illustrating Sultan’s perception of relations and the importance of insight in problem solving.

Grande (another chimp in the group studied by Kohler) builds a three-box structure to reach the bananas, while Sultan watches from the ground.  Insight , sometimes referred to as an “Ah-ha” experience, was the term Kohler used for the sudden perception of useful relations among objects during problem solving (Kohler, 1927; Radvansky & Ashcraft, 2013).

Solving puzzles.

   Problem-solving abilities can improve with practice. Many people challenge themselves every day with puzzles and other mental exercises to sharpen their problem-solving skills. Sudoku puzzles appear daily in most newspapers. Typically, a sudoku puzzle is a 9×9 grid. The simple sudoku below (see figure) is a 4×4 grid. To solve the puzzle, fill in the empty boxes with a single digit: 1, 2, 3, or 4. Here are the rules: The numbers must total 10 in each bolded box, each row, and each column; however, each digit can only appear once in a bolded box, row, and column. Time yourself as you solve this puzzle and compare your time with a classmate.

How long did it take you to solve this sudoku puzzle? (You can see the answer at the end of this section.)

   Here is another popular type of puzzle (figure below) that challenges your spatial reasoning skills. Connect all nine dots with four connecting straight lines without lifting your pencil from the paper:

Did you figure it out? (The answer is at the end of this section.) Once you understand how to crack this puzzle, you won’t forget.

   Take a look at the “Puzzling Scales” logic puzzle below (figure below). Sam Loyd, a well-known puzzle master, created and refined countless puzzles throughout his lifetime (Cyclopedia of Puzzles, n.d.).

What steps did you take to solve this puzzle? You can read the solution at the end of this section.

Pitfalls to problem solving.

   Not all problems are successfully solved, however. What challenges stop us from successfully solving a problem? Albert Einstein once said, “Insanity is doing the same thing over and over again and expecting a different result.” Imagine a person in a room that has four doorways. One doorway that has always been open in the past is now locked. The person, accustomed to exiting the room by that particular doorway, keeps trying to get out through the same doorway even though the other three doorways are open. The person is stuck—but she just needs to go to another doorway, instead of trying to get out through the locked doorway. A mental set is where you persist in approaching a problem in a way that has worked in the past but is clearly not working now.

Functional fixedness is a type of mental set where you cannot perceive an object being used for something other than what it was designed for. During the Apollo 13 mission to the moon, NASA engineers at Mission Control had to overcome functional fixedness to save the lives of the astronauts aboard the spacecraft. An explosion in a module of the spacecraft damaged multiple systems. The astronauts were in danger of being poisoned by rising levels of carbon dioxide because of problems with the carbon dioxide filters. The engineers found a way for the astronauts to use spare plastic bags, tape, and air hoses to create a makeshift air filter, which saved the lives of the astronauts.

   Researchers have investigated whether functional fixedness is affected by culture. In one experiment, individuals from the Shuar group in Ecuador were asked to use an object for a purpose other than that for which the object was originally intended. For example, the participants were told a story about a bear and a rabbit that were separated by a river and asked to select among various objects, including a spoon, a cup, erasers, and so on, to help the animals. The spoon was the only object long enough to span the imaginary river, but if the spoon was presented in a way that reflected its normal usage, it took participants longer to choose the spoon to solve the problem. (German & Barrett, 2005). The researchers wanted to know if exposure to highly specialized tools, as occurs with individuals in industrialized nations, affects their ability to transcend functional fixedness. It was determined that functional fixedness is experienced in both industrialized and nonindustrialized cultures (German & Barrett, 2005).

In order to make good decisions, we use our knowledge and our reasoning. Often, this knowledge and reasoning is sound and solid. Sometimes, however, we are swayed by biases or by others manipulating a situation. For example, let’s say you and three friends wanted to rent a house and had a combined target budget of $1,600. The realtor shows you only very run-down houses for $1,600 and then shows you a very nice house for $2,000. Might you ask each person to pay more in rent to get the $2,000 home? Why would the realtor show you the run-down houses and the nice house? The realtor may be challenging your anchoring bias. An anchoring bias occurs when you focus on one piece of information when making a decision or solving a problem. In this case, you’re so focused on the amount of money you are willing to spend that you may not recognize what kinds of houses are available at that price point.

The confirmation bias is the tendency to focus on information that confirms your existing beliefs. For example, if you think that your professor is not very nice, you notice all of the instances of rude behavior exhibited by the professor while ignoring the countless pleasant interactions he is involved in on a daily basis. Hindsight bias leads you to believe that the event you just experienced was predictable, even though it really wasn’t. In other words, you knew all along that things would turn out the way they did. Representative bias describes a faulty way of thinking, in which you unintentionally stereotype someone or something; for example, you may assume that your professors spend their free time reading books and engaging in intellectual conversation, because the idea of them spending their time playing volleyball or visiting an amusement park does not fit in with your stereotypes of professors.

Finally, the availability heuristic is a heuristic in which you make a decision based on an example, information, or recent experience that is that readily available to you, even though it may not be the best example to inform your decision . Biases tend to “preserve that which is already established—to maintain our preexisting knowledge, beliefs, attitudes, and hypotheses” (Aronson, 1995; Kahneman, 2011). These biases are summarized in the table below.

Were you able to determine how many marbles are needed to balance the scales in the figure below? You need nine. Were you able to solve the problems in the figures above? Here are the answers.

   Many different strategies exist for solving problems. Typical strategies include trial and error, applying algorithms, and using heuristics. To solve a large, complicated problem, it often helps to break the problem into smaller steps that can be accomplished individually, leading to an overall solution. Roadblocks to problem solving include a mental set, functional fixedness, and various biases that can cloud decision making skills.

References:

Openstax Psychology text by Kathryn Dumper, William Jenkins, Arlene Lacombe, Marilyn Lovett and Marion Perlmutter licensed under CC BY v4.0. https://openstax.org/details/books/psychology

Review Questions:

1. A specific formula for solving a problem is called ________.

a. an algorithm

b. a heuristic

c. a mental set

d. trial and error

2. Solving the Tower of Hanoi problem tends to utilize a  ________ strategy of problem solving.

a. divide and conquer

b. means-end analysis

d. experiment

3. A mental shortcut in the form of a general problem-solving framework is called ________.

4. Which type of bias involves becoming fixated on a single trait of a problem?

a. anchoring bias

b. confirmation bias

c. representative bias

d. availability bias

5. Which type of bias involves relying on a false stereotype to make a decision?

6. Wolfgang Kohler analyzed behavior of chimpanzees by applying Gestalt principles to describe ________.

a. social adjustment

b. student load payment options

c. emotional learning

d. insight learning

7. ________ is a type of mental set where you cannot perceive an object being used for something other than what it was designed for.

a. functional fixedness

c. working memory

Critical Thinking Questions:

1. What is functional fixedness and how can overcoming it help you solve problems?

2. How does an algorithm save you time and energy when solving a problem?

Personal Application Question:

1. Which type of bias do you recognize in your own decision making processes? How has this bias affected how you’ve made decisions in the past and how can you use your awareness of it to improve your decisions making skills in the future?

anchoring bias

availability heuristic

confirmation bias

functional fixedness

hindsight bias

problem-solving strategy

representative bias

trial and error

working backwards

Answers to Exercises

algorithm:  problem-solving strategy characterized by a specific set of instructions

anchoring bias:  faulty heuristic in which you fixate on a single aspect of a problem to find a solution

availability heuristic:  faulty heuristic in which you make a decision based on information readily available to you

confirmation bias:  faulty heuristic in which you focus on information that confirms your beliefs

functional fixedness:  inability to see an object as useful for any other use other than the one for which it was intended

heuristic:  mental shortcut that saves time when solving a problem

hindsight bias:  belief that the event just experienced was predictable, even though it really wasn’t

mental set:  continually using an old solution to a problem without results

problem-solving strategy:  method for solving problems

representative bias:  faulty heuristic in which you stereotype someone or something without a valid basis for your judgment

trial and error:  problem-solving strategy in which multiple solutions are attempted until the correct one is found

working backwards:  heuristic in which you begin to solve a problem by focusing on the end result

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Cognitive Behavioral Therapy

Solving problems the cognitive-behavioral way, problem solving is another part of behavioral therapy..

Posted February 2, 2022 | Reviewed by Ekua Hagan

• What Is Cognitive Behavioral Therapy?
• Find a counsellor who practices CBT
• Problem-solving is one technique used on the behavioral side of cognitive-behavioral therapy.
• The problem-solving technique is an iterative, five-step process that requires one to identify the problem and test different solutions.
• The technique differs from ad-hoc problem-solving in its suspension of judgment and evaluation of each solution.

As I have mentioned in previous posts, cognitive behavioral therapy is more than challenging negative, automatic thoughts. There is a whole behavioral piece of this therapy that focuses on what people do and how to change their actions to support their mental health. In this post, I’ll talk about the problem-solving technique from cognitive behavioral therapy and what makes it unique.

The problem-solving technique

While there are many different variations of this technique, I am going to describe the version I typically use, and which includes the main components of the technique:

The first step is to clearly define the problem. Sometimes, this includes answering a series of questions to make sure the problem is described in detail. Sometimes, the client is able to define the problem pretty clearly on their own. Sometimes, a discussion is needed to clearly outline the problem.

The next step is generating solutions without judgment. The "without judgment" part is crucial: Often when people are solving problems on their own, they will reject each potential solution as soon as they or someone else suggests it. This can lead to feeling helpless and also discarding solutions that would work.

The third step is evaluating the advantages and disadvantages of each solution. This is the step where judgment comes back.

Fourth, the client picks the most feasible solution that is most likely to work and they try it out.

The fifth step is evaluating whether the chosen solution worked, and if not, going back to step two or three to find another option. For step five, enough time has to pass for the solution to have made a difference.

This process is iterative, meaning the client and therapist always go back to the beginning to make sure the problem is resolved and if not, identify what needs to change.

Advantages of the problem-solving technique

The problem-solving technique might differ from ad hoc problem-solving in several ways. The most obvious is the suspension of judgment when coming up with solutions. We sometimes need to withhold judgment and see the solution (or problem) from a different perspective. Deliberately deciding not to judge solutions until later can help trigger that mindset change.

Another difference is the explicit evaluation of whether the solution worked. When people usually try to solve problems, they don’t go back and check whether the solution worked. It’s only if something goes very wrong that they try again. The problem-solving technique specifically includes evaluating the solution.

Lastly, the problem-solving technique starts with a specific definition of the problem instead of just jumping to solutions. To figure out where you are going, you have to know where you are.

One benefit of the cognitive behavioral therapy approach is the behavioral side. The behavioral part of therapy is a wide umbrella that includes problem-solving techniques among other techniques. Accessing multiple techniques means one is more likely to address the client’s main concern.

Salene M. W. Jones, Ph.D., is a clinical psychologist in Washington State.

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Problem Solving Best Practices

The scenario: Your business is going through some challenges and you called a meeting with your colleagues to problem solve and get to a solution fast. You are well prepared, you have set an agenda, presented the problem statement and now you are asking your colleagues to brainstorm. What was supposed to be a productive meeting turns quickly into a foggy swamp, where your colleagues are at turns disengaged, annoyed, or shooting down proposed ideas.

Why do you think this happens? There are several reasons behind this and most have to do with our mental attitude and the problem-solving techniques we employ. In this series, we explore the barriers to and the best methods for effective problem solving and what skills differentiate good problem solvers.

Here are the most common barriers to successful problem solving:

• Confirmation Bias: The tendency to only search for or interpret information that confirms a person's existing ideas. People misinterpret or disregard data that doesn't align with their beliefs.
• Mental Set: People's inclination to solve problems using the same tactics they have used to solve past problems. While this can sometimes be a useful strategy, it often limits inventiveness and creativity.
• Functional Fixedness: This is another form of narrow thinking, where people become "stuck" thinking in a certain way and are unable to be flexible or change perspective.
• Unnecessary Constraints: When people are overwhelmed with a problem, they can invent and impose additional limits on solution avenues.
• Groupthink: Be wary of the tendency for group members to agree with each other — this might be out of conflict avoidance, choosing a path of least resistance, or fear of speaking up. While this agreeableness might make meetings run smoothly, it can stunt creativity and idea generation, therefore limiting the success of your chosen solution.
• Irrelevant Information: The tendency to pile on multiple problems and factors that may not even be related to the challenge at hand. This can cloud the team's ability to find direct, targeted solutions.

These barriers are examples of mental rigidity. You may have heard these examples appear in the form of common phrases like 'We've never done it before,' or 'We've always done it this way.' This rigidity is a natural human response. Our brain likes repetition and continuity and it will resist addressing challenges if this requires a fundamental change.

The key for anyone looking to become a master problem solver is to focus on the content (i.e., writing a good problem statement and good problem-solving techniques) and the context (e.g., the mindset of those involved as well as one's own).

Let's start with the problem statement. A problem statement is a statement of a current issue or challenge that requires timely action and a long-term resolution. A good problem statement has the following characteristics:

• Concise and Clear - It explains concisely an issue needing resolution or a current condition that needs improvement. It also identifies what our desired state would be.
• Free from Bias - The statement is as free as possible from bias, focusing only on the problem's facts and leaving out any subjective opinions.
• Well Structured - It should make explicit the who, what, when, where and why of the issue so that anyone reading can quickly make sense of the current situation.
• Focused on Business Impact -  The problem statement should clarify the consequences of action or inaction. That way, the reader can quickly assess the risk associated with the problem at hand.

An old saying declares that “ a problem well stated is a problem half solved .” While that may be somewhat optimistic, having the right pieces in place certainly helps.

Our next article will cover the best problem-solving techniques that you can use when working with a team.

For additional information on how to develop your problem solving skills, email us at [email protected] .

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What Is Problem-Solving Therapy?

Arlin Cuncic, MA, is the author of The Anxiety Workbook and founder of the website About Social Anxiety. She has a Master's degree in clinical psychology.

Daniel B. Block, MD, is an award-winning, board-certified psychiatrist who operates a private practice in Pennsylvania.

Verywell / Madelyn Goodnight

Problem-Solving Therapy Techniques

How effective is problem-solving therapy, things to consider, how to get started.

Problem-solving therapy is a brief intervention that provides people with the tools they need to identify and solve problems that arise from big and small life stressors. It aims to improve your overall quality of life and reduce the negative impact of psychological and physical illness.

Problem-solving therapy can be used to treat depression , among other conditions. It can be administered by a doctor or mental health professional and may be combined with other treatment approaches.

At a Glance

Problem-solving therapy is a short-term treatment used to help people who are experiencing depression, stress, PTSD, self-harm, suicidal ideation, and other mental health problems develop the tools they need to deal with challenges. This approach teaches people to identify problems, generate solutions, and implement those solutions. Let's take a closer look at how problem-solving therapy can help people be more resilient and adaptive in the face of stress.

Problem-solving therapy is based on a model that takes into account the importance of real-life problem-solving. In other words, the key to managing the impact of stressful life events is to know how to address issues as they arise. Problem-solving therapy is very practical in its approach and is only concerned with the present, rather than delving into your past.

This form of therapy can take place one-on-one or in a group format and may be offered in person or online via telehealth . Sessions can be anywhere from 30 minutes to two hours long. 

Key Components

There are two major components that make up the problem-solving therapy framework:

• Applying a positive problem-solving orientation to your life
• Using problem-solving skills

A positive problem-solving orientation means viewing things in an optimistic light, embracing self-efficacy , and accepting the idea that problems are a normal part of life. Problem-solving skills are behaviors that you can rely on to help you navigate conflict, even during times of stress. This includes skills like:

• Knowing how to identify a problem
• Defining the problem in a helpful way
• Trying to understand the problem more deeply
• Setting goals related to the problem
• Generating alternative, creative solutions to the problem
• Choosing the best course of action
• Implementing the choice you have made
• Evaluating the outcome to determine next steps

Problem-solving therapy is all about training you to become adaptive in your life so that you will start to see problems as challenges to be solved instead of insurmountable obstacles. It also means that you will recognize the action that is required to engage in effective problem-solving techniques.

Planful Problem-Solving

One problem-solving technique, called planful problem-solving, involves following a series of steps to fix issues in a healthy, constructive way:

• Problem definition and formulation : This step involves identifying the real-life problem that needs to be solved and formulating it in a way that allows you to generate potential solutions.
• Generation of alternative solutions : This stage involves coming up with various potential solutions to the problem at hand. The goal in this step is to brainstorm options to creatively address the life stressor in ways that you may not have previously considered.
• Decision-making strategies : This stage involves discussing different strategies for making decisions as well as identifying obstacles that may get in the way of solving the problem at hand.
• Solution implementation and verification : This stage involves implementing a chosen solution and then verifying whether it was effective in addressing the problem.

Other Techniques

Other techniques your therapist may go over include:

• Problem-solving multitasking , which helps you learn to think clearly and solve problems effectively even during times of stress
• Stop, slow down, think, and act (SSTA) , which is meant to encourage you to become more emotionally mindful when faced with conflict
• Healthy thinking and imagery , which teaches you how to embrace more positive self-talk while problem-solving

What Problem-Solving Therapy Can Help With

Problem-solving therapy addresses life stress issues and focuses on helping you find solutions to concrete issues. This approach can be applied to problems associated with various psychological and physiological symptoms.

Mental Health Issues

Problem-solving therapy may help address mental health issues, like:

• Chronic stress due to accumulating minor issues
• Complications associated with traumatic brain injury (TBI)
• Emotional distress
• Post-traumatic stress disorder (PTSD)
• Problems associated with a chronic disease like cancer, heart disease, or diabetes
• Self-harm and feelings of hopelessness
• Substance use
• Suicidal ideation

Specific Life Challenges

This form of therapy is also helpful for dealing with specific life problems, such as:

• Death of a loved one
• Dissatisfaction at work
• Everyday life stressors
• Family problems
• Financial difficulties
• Relationship conflicts

Your doctor or mental healthcare professional will be able to advise whether problem-solving therapy could be helpful for your particular issue. In general, if you are struggling with specific, concrete problems that you are having trouble finding solutions for, problem-solving therapy could be helpful for you.

Benefits of Problem-Solving Therapy

The skills learned in problem-solving therapy can be helpful for managing all areas of your life. These can include:

• Being able to identify which stressors trigger your negative emotions (e.g., sadness, anger)
• Confidence that you can handle problems that you face
• Having a systematic approach on how to deal with life's problems
• Having a toolbox of strategies to solve the issues you face
• Increased confidence to find creative solutions
• Knowing how to identify which barriers will impede your progress
• Knowing how to manage emotions when they arise
• Reduced avoidance and increased action-taking
• The ability to accept life problems that can't be solved
• The ability to make effective decisions
• The development of patience (realizing that not all problems have a "quick fix")

Problem-solving therapy can help people feel more empowered to deal with the problems they face in their lives. Rather than feeling overwhelmed when stressors begin to take a toll, this therapy introduces new coping skills that can boost self-efficacy and resilience .

Other Types of Therapy

Other similar types of therapy include cognitive-behavioral therapy (CBT) and solution-focused brief therapy (SFBT) . While these therapies work to change thinking and behaviors, they work a bit differently. Both CBT and SFBT are less structured than problem-solving therapy and may focus on broader issues. CBT focuses on identifying and changing maladaptive thoughts, and SFBT works to help people look for solutions and build self-efficacy based on strengths.

This form of therapy was initially developed to help people combat stress through effective problem-solving, and it was later adapted to address clinical depression specifically. Today, much of the research on problem-solving therapy deals with its effectiveness in treating depression.

Problem-solving therapy has been shown to help depression in: 

• Older adults
• People coping with serious illnesses like cancer

Problem-solving therapy also appears to be effective as a brief treatment for depression, offering benefits in as little as six to eight sessions with a therapist or another healthcare professional. This may make it a good option for someone unable to commit to a lengthier treatment for depression.

Problem-solving therapy is not a good fit for everyone. It may not be effective at addressing issues that don't have clear solutions, like seeking meaning or purpose in life. Problem-solving therapy is also intended to treat specific problems, not general habits or thought patterns .

In general, it's also important to remember that problem-solving therapy is not a primary treatment for mental disorders. If you are living with the symptoms of a serious mental illness such as bipolar disorder or schizophrenia , you may need additional treatment with evidence-based approaches for your particular concern.

Problem-solving therapy is best aimed at someone who has a mental or physical issue that is being treated separately, but who also has life issues that go along with that problem that has yet to be addressed.

For example, it could help if you can't clean your house or pay your bills because of your depression, or if a cancer diagnosis is interfering with your quality of life.

Your doctor may be able to recommend therapists in your area who utilize this approach, or they may offer it themselves as part of their practice. You can also search for a problem-solving therapist with help from the American Psychological Association’s (APA) Society of Clinical Psychology .

If receiving problem-solving therapy from a doctor or mental healthcare professional is not an option for you, you could also consider implementing it as a self-help strategy using a workbook designed to help you learn problem-solving skills on your own.

During your first session, your therapist may spend some time explaining their process and approach. They may ask you to identify the problem you’re currently facing, and they’ll likely discuss your goals for therapy .

Keep In Mind

Problem-solving therapy may be a short-term intervention that's focused on solving a specific issue in your life. If you need further help with something more pervasive, it can also become a longer-term treatment option.

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Shang P, Cao X, You S, Feng X, Li N, Jia Y. Problem-solving therapy for major depressive disorders in older adults: an updated systematic review and meta-analysis of randomized controlled trials .  Aging Clin Exp Res . 2021;33(6):1465-1475. doi:10.1007/s40520-020-01672-3

Cuijpers P, Wit L de, Kleiboer A, Karyotaki E, Ebert DD. Problem-solving therapy for adult depression: An updated meta-analysis . Eur Psychiatry . 2018;48(1):27-37. doi:10.1016/j.eurpsy.2017.11.006

Nezu AM, Nezu CM, D'Zurilla TJ. Problem-Solving Therapy: A Treatment Manual . New York; 2013. doi:10.1891/9780826109415.0001

Owens D, Wright-Hughes A, Graham L, et al. Problem-solving therapy rather than treatment as usual for adults after self-harm: a pragmatic, feasibility, randomised controlled trial (the MIDSHIPS trial) .  Pilot Feasibility Stud . 2020;6:119. doi:10.1186/s40814-020-00668-0

Sorsdahl K, Stein DJ, Corrigall J, et al. The efficacy of a blended motivational interviewing and problem solving therapy intervention to reduce substance use among patients presenting for emergency services in South Africa: A randomized controlled trial . Subst Abuse Treat Prev Policy . 2015;10(1):46. doi:doi.org/10.1186/s13011-015-0042-1

Margolis SA, Osborne P, Gonzalez JS. Problem solving . In: Gellman MD, ed. Encyclopedia of Behavioral Medicine . Springer International Publishing; 2020:1745-1747. doi:10.1007/978-3-030-39903-0_208

Kirkham JG, Choi N, Seitz DP. Meta-analysis of problem solving therapy for the treatment of major depressive disorder in older adults . Int J Geriatr Psychiatry . 2016;31(5):526-535. doi:10.1002/gps.4358

Garand L, Rinaldo DE, Alberth MM, et al. Effects of problem solving therapy on mental health outcomes in family caregivers of persons with a new diagnosis of mild cognitive impairment or early dementia: A randomized controlled trial . Am J Geriatr Psychiatry . 2014;22(8):771-781. doi:10.1016/j.jagp.2013.07.007

Noyes K, Zapf AL, Depner RM, et al. Problem-solving skills training in adult cancer survivors: Bright IDEAS-AC pilot study .  Cancer Treat Res Commun . 2022;31:100552. doi:10.1016/j.ctarc.2022.100552

Albert SM, King J, Anderson S, et al. Depression agency-based collaborative: effect of problem-solving therapy on risk of common mental disorders in older adults with home care needs . The American Journal of Geriatric Psychiatry . 2019;27(6):619-624. doi:10.1016/j.jagp.2019.01.002

By Arlin Cuncic, MA Arlin Cuncic, MA, is the author of The Anxiety Workbook and founder of the website About Social Anxiety. She has a Master's degree in clinical psychology.

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Problem-solving and decision making

Problem-solving refers to a way of reaching a goal from a present condition, where the present condition is either not directly moving toward the goal, is far from it, or needs more complex logic in order to find steps toward the goal.

Types of problem-solving

There are considered to be two major domains in problem-solving : mathematical problem solving, which involves problems capable of being represented by symbols, and personal problem solving, where some difficulty or barrier is encountered.

Within these domains of problem-solving, there are a number of approaches that can be taken. A person may decide to take a trial and error approach and try different approaches to see which one works the best. Or they may decide to use an algorithm approach following a set of rules and steps to find the correct approach. A heuristic approach can also be taken where a person uses previous experiences to inform their approach to problem-solving.

Barriers to effective problem solving 

Barriers exist to problem-solving they can be categorized by their features and tasks required to overcome them.

The mental set is a barrier to problem-solving. The mental set is an unconscious tendency to approach a problem in a particular way. Our mental sets are shaped by our past experiences and habits. Functional fixedness is a special type of mindset that occurs when the intended purpose of an object hinders a person’s ability to see its potential other uses.

The unnecessary constraint is a barrier that shows up in problem-solving that causes people to unconsciously place boundaries on the task at hand.

Irrelevant information is a barrier when information is presented as part of a problem, but which is unrelated or unimportant to that problem and will not help solve it. Typically, it detracts from the problem-solving process, as it may seem pertinent and distract people from finding the most efficient solution.

Confirmation bias is a barrier to problem-solving. This exists when a person has a tendency to look for information that supports their idea or approach instead of looking at new information that may contradict their approach or ideas.

Strategies for problem-solving

There are many strategies that can make solving a problem easier and more efficient. Two of them, algorithms and heuristics, are of particularly great psychological importance.

A heuristic is a rule of thumb, a strategy, or a mental shortcut that generally works for solving a problem (particularly decision-making problems). It is a practical method, one that is not a hundred per cent guaranteed to be optimal or even successful, but is sufficient for the immediate goal. Working backwards is a useful heuristic in which you begin solving the problem by focusing on the end result. Another useful heuristic is the practice of accomplishing a large goal or task by breaking it into a series of smaller steps.

An algorithm is a series of sets of steps for solving a problem. Unlike a heuristic, you are guaranteed to get the correct solution to the problem; however, an algorithm may not necessarily be the most efficient way of solving the problem. Additionally, you need to know the algorithm (i.e., the complete set of steps), which is not usually realistic for the problems of daily life.

Biases can affect problem-solving ability by directing a problem-solving heuristic or algorithm based on prior experience.

In order to make good decisions, we use our knowledge and our reasoning. Often, this knowledge and reasoning is sound and solid. Sometimes, however, we are swayed by biases or by others manipulating a situation. There are several forms of bias which can inform our decision-making process and problem-solving ability:

Anchoring bias -Tendency to focus on one particular piece of information when making decisions or problem-solving

Confirmation bias – Focuses on information that confirms existing beliefs

Hindsight bias – Belief that the event just experienced was predictable

Representative bias – Unintentional stereotyping of someone or something

Availability bias – Decision is based upon either an available precedent or an example that may be faulty

Belief bias – casting judgment on issues using what someone believes about their conclusion. A good example is belief perseverance which is the tendency to hold on to pre-existing beliefs, despite being presented with evidence that is contradictory.

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Sample Test P/S Section Passage 3 Question 12

Practice Exam 2 P/S Section Passage 8 Question 40

Practice Exam 2 P/S Section Passage 8 Question 42

Practice Exam 4 P/S Section Question 12

• Problem-solving can be considered when a person is presented with two types of problems – mathematical or personal

• Barriers exist to problem-solving maybe because of the mental set of the person, constraints on their thoughts or being presented with irrelevant information

• People can typically employ a number of strategies in problem-solving such as heuristics, where a general problem-solving method is applied to a problem or an algorithm can be applied which is a set of steps to solving a problem without a guaranteed result

• Biases can affect problem-solving ability by directing a problem-solving heuristic or algorithm based on prior experience.

Mental set: an unconscious tendency to approach a problem in a particular way

Problem : the difference between the current situation and a goal

Algorithm: problem-solving strategy characterized by a specific set of instructions

Anchoring bias: faulty heuristic in which you fixate on a single aspect of a problem to find a solution

Availability bias : faulty heuristic in which you make a decision based on information readily available to you

Confirmation bias : faulty heuristic in which you focus on information that confirms your beliefs

Functional fixedness: inability to see an object as useful for any other use other than the one for which it was intended

Heuristic : mental shortcut that saves time when solving a problem

Hindsight bias : belief that the event just experienced was predictable, even though it really wasn’t

Problem-solving strategy : a method for solving problems

Representative bias:  faulty heuristic in which you stereotype someone or something without a valid basis for your judgment

Working backwards: heuristic in which you begin to solve a problem by focusing on the end result

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Barriers to Effective Problem Solving

Mcat psychology - chapter 2- section 4 - cognition - intelligence & problem-solving.

• MCAT Masterclass
• Psychological, Social, and Biological Foundations of Behavior
• Intelligence and Problem-Solving
• Barriers to Effective Problem Solving – MCAT Psychology

Sample MCAT Question - Barriers to Effective Problem Solving

Which barrier to effective problem solving involves thinking that it is necessary to use all information provided to solve a problem?

a) Irrelevant Information

b) Functional Fixedness

c) Mental Set

d) Unnecessary Constraints

A is correct. The irrelevant information barrier to effective problem solving is the false notion that all information included with the problem is needed to solve the problem. Answer choice B is incorrect because functional fixedness is the tendency to perceive an object only in terms of its most common use. Answer choice C is incorrect because mental set occurs when people continually try to use a problem solving strategy that worked in the past, but may not necessarily be the correct method for the current problem. Answer choice D is incorrect because unnecessary constraints are when individuals assume there are rules that do not exist.

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Barriers to Effective Problem Solving for the MCAT

In the MCAT post, we explore four barriers to effective problem solving that are important to know for the Psychological, Social, and Biological Foundations of Behavior section of the MCAT. These four barriers are irrelevant information, functional fixedness, mental set, and unnecessary constraints.

Irrelevant Information

Irrelevant information is information included in a problem that is not related to or required to solve the problem. Irrelevant information is an issue because people generally believe that they need to use all the information provided in a problem to solve it. However, this is often not the case. To solve problems efficiently, it is necessary to determine what information is relevant.

Consider the problem: 30% of residents in Boston have unlisted telephone numbers. If you randomly select 150 names from the Boston telephone directory, how many of these people would you expect to have unlisted phone numbers? In this problem, the information provided is that 30% of residents have unlisted phone numbers, and 150 names are selected from the Boston telephone book. It can be tempting to think that the answer is just 30% of 150 people (45 people). However, this is not correct. The answer to this problem is actually zero because names taken from a telephone directory  must  have listed numbers. The 30% is a distractor in the problem and is not required to answer the question.

Functional Fixedness

Functional fixedness is the tendency to perceive objects only in terms of their most common uses. For example, in the String Problem depicted in Figure 1 ,  two strings hang from a ceiling and need to be tied together. However, they are too far apart to allow a person to grab one and walk to the other. On the table is a pair of pliers. Most people can’t determine how to utilize the pliers to tie the two strings together because they think of the pliers as a tool to hold, bend, or compress objects.

However, in the solution depicted in Figure 2, it can be seen that there are other ways to use pliers. The pliers can be connected to the string to make a pendulum and swung back and forth to allow someone holding one string to grab the other. By surpassing functional fixedness and being able to utilize objects in less common ways, problem-solving can be made easier.

A mental set is the collection of problem-solving strategies that have worked for a person in the past. Take the Water Jar Problem as an example, where there are three empty water jars that can hold different volumes of fluids. Jar A can hold 37 cups of water, Jar B can hold 12 cups of water, and Jar C can hold five cups of water. The problem’s task involves filling and emptying the jars as many times as necessary to measure out 10 cups of water. The solution is to fill up Jar A with 37 cups of water. This is poured into Jar B, which removes 12 cups of water and leaves 25 cups of water in Jar A. Jar A is then poured into Jar C to remove five cups of water. This is done three times to remove 15 cups of water, leaving 10 cups of water in Jar A.

In trial two of the Water Jar Problem, Jar A can hold 43 cups of water, Jar B can hold nine cups of water, and Jar C can hold four cups of water. The goal is to measure out 22 cups of water. When presented with this problem, most people want to try the same solution that worked for trial one of the problems, allowing them to solve trial two faster. If Jar A is filled with 43 cups of water and poured into Jar B, nine cups of water will be removed, leaving 34 cups in Jar A. If Jar A is poured into Jar C three times, it will get rid of 12 total cups of water, resulting in 22 cups in Jar A.

Trial three of this problem is solved in the same way, and people solve trial three even quicker than the first two trials. Jar A holds 24 cups of water, Jar B holds four cups of water, and Jar C holds three cups of water. The goal is to measure out 11 cups of water. Jar A is filled with 24 cups of water and poured into Jar B to get rid of four cups of water. The remaining 20 cups of water in Jar A is poured into Jar C three times to get rid of nine total cups of water, resulting in the final goal of 11 cups of water.

In trial four of this problem, Jar A can hold 35 cups of water, Jar B can hold 13 cups of water, and Jar C four cups of water with the final goal of having nine cups of water. This is the easiest of the trials. However, after solving the first three trials, most people have a long, difficult time solving this one. This is because they attempt to solve it with the same strategy that worked for the last three trials, filling Jar A with 35 cups of water, pouring it into Jar B to yield 22 cups of water, and then pouring it into Jar C three times. However, this leaves Jar A with 10 cups of water, which is not the goal volume. The answer is simple and involves filling Jar B with 13 cups of water and pouring four cups out into Jar C to end with nine cups of water. Despite this being the simplest trial, mental set causes many to struggle to solve it.

Unnecessary Constraints

An unnecessary constraint is another barrier to effective problem solving and occurs when individuals assume that there are rules that don’t actually exist. For example, in the problem depicted in Figure 1, nine circles need to be connected using four lines. The unnecessary constraint that most people believe is that there is a barrier around the circles that can’t be crossed. With this unnecessary constraint, drawing four lines to connect the nine circles is impossible. However, without this unnecessary constraint, there are several possible solutions, two of which are depicted, demonstrating how problem-solving can be made easier by removing unnecessary constraints.

To surpass barriers to effective problem solving, such as mental set and unnecessary constraints, it is necessary to think outside of the box and not be restricted to past strategies or constraints that don’t actually exist.

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7 Mental Models For Problem-Solving To Avoid Catastrophic Mess

• Self-improvement

Problem-solving rarely comes to mind until we’ve implemented a fix. That’s why we often say: “Oh, I had to do this, instead. Not go with the usual fix.” We think more about alternative solutions after we’ve encountered a problem, not before that. Why this is the common way we act? And can we do something about it?

To solve problems faster and better. It’s not enough to have experience in a given field. After all, life places us in all kinds of situations. Incidents where we don’t always have prior knowledge, but we still need to act in some way.

This is among the reasons why it is so difficult to emerge successful in every possible situation. We fail. And we fail often.

Fortunately for us. We can learn basic rules that can be applied to virtually everything.

No, I’m not talking about wishy-washy things like “Believe in Yourself!”

I’m talking about something more practical.

I’m talking about the process of problem-solving.

Good problem-solving is good thinking. And good thinking happens when you add more cognitive shortcuts to your mental toolbox. That is, understand the best mental models for problem-solving.

Why Mental Models Are Important In Problem-Solving?

Mental models are exceptionally useful when dealing with problems. They provide a cure that prevents our flawed way of thinking from steering us towards the wrong choice.

The main benefits are the following three:

• Pause and don’t allow your initial solution to be the actual solution.
• Understand what type of biases can distort your thinking.
• Find better solutions by avoiding assumptions and focusing on real facts.

Now, since we know how mental models help with problem-solving. Let’s see what are the best tools you should consider adding to your mental toolbox:

The 7 Mental Models For Problem Solving:

1. the map is not the territory, 2. do something syndrome, 3. first-conclusion bias, 4. social proof (safety in numbers), 5. tendency to distort due to liking/loving or disliking/hating, 6. two-front war, 7. the law of diminishing returns.

The meaning of the expression the map is not the territory is the following: Maps are representations of reality, but they are not reality.

The latter is extremely important.

You can’t blindly trust your GPS device when you drive. You use it for navigation. But you still need to keep your eyes on the road.

With this in mind, think about a recent problem you’ve encountered.

Looking solely at the “map” – statistic, data, what people share. Won’t always solve the problem. Most of the time, you need more information. More real-world data.

Rarely things are exactly like the map. After all, maps don’t show fallen trees and flooded rivers.

Similarly, a resume doesn’t show the actual skills of the person. They only represent what the person thinks he knows. Two different things.

So, when there is an unpleasant situation. Don’t simply stare at data and statistics. Explore the terrain by yourself to see what’s actually happening.

The do something syndrome explains that we are taught to act. When something happens, we want to “do something” with the intention to solve the problem faster.

But doing something is not always the best decision. A lot of times, not doing, is way better.

To illustrate this, think about investing your money in stocks.

If you always do something when stock prices go down, you will not only lose money. You will lose your sanity.

Doing things is a wonderful method to create the illusion of making things better. Making progress. But always doing something is a sure way that will lead to inefficiency and confusion.

When problems arise. Before you act. Pause for a moment and consider doing nothing. You will find out that the opposite of doing – not doing. Is way better on a lot of occasions.

The first-conclusion bias mental model is an interesting way of thinking we all have.

Charlie Munger explained it best: “The mind works a bit like a sperm and egg: the first idea gets in and then the mind shuts.”

Even if your first idea sounds good. Don’t settle.

Remember that the mind is always trying to save energy. When we’re looking for new solutions to old problems – or problems in general. The moment an idea morphs in your brain is the moment you’ll stop trying hard to find new ideas.

Once you understand that first ideas are the things that block our thinking. Strive to come up with something fresh. Go to a different place. Take a shower. Go for a run. Change your location to stimulate your thinking.

When we see a lot of positive reviews for a product. We are immediately sold on the idea that “this” product is the right one because it has the right amount of reviews.

But before you try to solve your problems with the most expensive solution because it’s flooded with 5-star ratings that we are not sure if they are real. Think about alternatives. What else can you do? Are the reviews real?

When we don’t know how to act, we turn to others for advice. And when many people are doing the same thing, we tend to mimic their behavior.

But is their behavior the thing we should do in our situation?

The safety in numbers mental model explains that we look at the crowd – what others are doing – to justify our behavior. But this doesn’t mean that it’s the right behavior.

For example, if we smoke, even though we know that smoking is bad. We feel fine because there are these other people who do the same. “We can’t all be wrong,” we tell ourselves.

If your thinking is based on the thinking of other people. You’re not thinking at all. 

Don’t accept things simply because they have a nice rating, for example. Or because a lot of people are doing a certain activity. Question everything to find the best solution.

We tend to favor comments and suggestions from people we like and disregard the same things from people we are not particularly close to.

You might be skeptical, but even the people we dislike have things to teach us. 

Conversely, the ones we adore often suggest absurd solutions.

We adjust the way we think about what someone said based on our relationship with the person. How is this helpful, though?

Well, it’s not.

Our tendency to distort our thinking based on how much we like someone is detrimental.

Being objective is crucial when you communicate with others. Don’t add or reduce the value of the statement simply because of how you feel about the person. Think about what the person said. Not who said it.

When you need to make a couple of important decisions. Pause. Don’t try to solve different problems at the same time. Don’t split your cognitive power in different locations. Focus your efforts.

The two-front war mental model explains that when our forces are split, we weaken their power. The same thing happens when we try to solve – or try to do – a couple of things at the same time.

We are stronger when we’re fully concentrated on one thing. So, when confronted with a two-front war, avoid one.

But there is an additional application contrary to the above.

You can deliberately open a two-front war to focus your efforts.

If you’re trying to quit social media , for example, but if you’re too tempted when your smartphone is with you. You can replace the smart device with a flip phone to focus your efforts on something else – figure out how to operate in the smart world with an unsmart device.

When we have a problem, we don’t always need to add more people or more resources to solve the situation. Often, it’s helpful to reduce units or the number of people working on the issue to correct the situation.

Theoretically, the law of diminishing returns means that after a system reaches an optimal level of productivity, adding additional adjustments can result in smaller gains.

For example, let say that you are a construction worker. To increase your salary, you start working 2 hours extra a day. This might work for a bit but after a while. This might lead to burnout and even get you sick. Therefore, more hours do not always mean more pay.

Here’s another example:

Technical progress might allow us to extract more resources from forests, but if we don’t plant trees. And if we don’t wait for them to grow. Eventually, we won’t have forests to extract resources from.

When approaching problems, it’s useful to think about this principle for a lot of reasons. The main one is that you can reduce efficiency by trying too hard to be more efficient.

Some Closing Thoughts

What’s the best solution when facing a problem?

It’s difficult for a person to know. We rely on our prior experience and on what’s visible.

But these two are only part of the reality. To be a bit closer to the best solution depending on the situation. Besides being active learner, we need to consistently challenge our initial assumptions.

Consider the list of mental models above and the shared examples every time when you’re facing a problem.

We don’t make poor decisions. We have a poor decision-making process.

Improving the process will improve the quality of our choices.

Hopefully, the mental models for problem-solving will give you extra power when facing an issue.

For more on mental models, consider the following:

• Mental Models in Psychology
• Mental Models for Learning
• Mental Models in Business
• Mental Models for Decision-Making
• Mental Models In Systems Thinking

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Addressing employee burnout: Are you solving the right problem?

The COVID-19 pandemic has accelerated and exacerbated long-standing corporate challenges to employee health and well-being , and in particular employee mental health. 1 When used in this article, “mental health” is a term inclusive of positive mental health and the full range of mental, substance use, and neurological conditions. This has resulted in reports of rapidly rising rates of burnout 2 When used in this article, “burnout” and “burnout symptoms” refer to work-driven burnout symptoms (per sidebar “What is burnout?”). around the world (see sidebar “What is burnout?”).

About the authors

This article is a collaborative effort by Jacqueline Brassey , Erica Coe , Martin Dewhurst, Kana Enomoto , Renata Giarola, Brad Herbig, and Barbara Jeffery , representing the views of the McKinsey Health Institute.

Many employers have responded by investing more into mental health and well-being than ever before. Across the globe, four in five HR leaders report that mental health and well-being is a top priority for their organization. 3 McKinsey Health Institute Employee Mental Health and Wellbeing Survey, 2022: n (employee) = 14,509; n (HR decision maker) = 1,389. Many companies offer a host of wellness benefits such as yoga, meditation app subscriptions, well-being days, and trainings on time management and productivity. In fact, it is estimated that nine in ten organizations around the world offer some form of wellness program. 4 Charlotte Lieberman, “What wellness programs don’t do for workers,” Harvard Business Review , August 14, 2019.

As laudable as these efforts are, we have found that many employers focus on individual-level interventions that remediate symptoms, rather than resolve the causes of employee burnout. 5 Anna-Lisa Eilerts et al., “Evidence of workplace interventions—A systematic review of systematic reviews,” International Journal of Environmental Research and Public Health , 2019, Volume 16, Number 19. Employing these types of interventions may lead employers to overestimate the impact of their wellness programs and benefits 6 Katherine Baicker et al., “Effect of a workplace wellness program on employee health and economic outcomes: A randomized clinical trial,” JAMA , 2019, Volume 321, Number 15; erratum published in JAMA , April 17, 2019. and to underestimate the critical role of the workplace in reducing burnout and supporting employee mental health and well-being. 7 Pascale M. Le Blanc, et al., “Burnout interventions: An overview and illustration,” in Jonathan R. B. Halbesleben’s Handbook of Stress and Burnout in Health Care , New York, NY: Nova Science Publishers, 2008; Peyman Adibi et al., “Interventions for physician burnout: A systematic review of systematic reviews,” International Journal of Preventive Medicine , July 2018, Volume 9, Number 1.

What is burnout?

According to the World Health Organization, burnout is an occupational phenomenon. It is driven by a chronic imbalance between job demands 1 Job demands are physical, social, or organizational aspects of the job that require sustained physical or mental effort and are therefore associated with certain physiological and psychological costs—for example, work overload and expectations, interpersonal conflict, and job insecurity. Job resources are those physical, social, or organizational aspects of the job that may do any of the following: (a) be functional in achieving work goals; (b) reduce job demands and the associated physiological and psychological costs; (c) stimulate personal growth and development such as feedback, job control, social support (Wilmar B. Schaufeli and Toon W. Taris, “A critical review of the job demands-resources model: Implications for improving work and health,” from Georg F. Bauer and Oliver Hämmig’s Bridging Occupational, Organizational and Public Health: A Transdisciplinary Approach , first edition, Dordrecht, Netherlands: Springer, 2014). (for example, workload pressure and poor working environment) and job resources (for example, job autonomy and supportive work relationships). It is characterized by extreme tiredness, reduced ability to regulate cognitive and emotional processes, and mental distancing. Burnout has been demonstrated to be correlated with anxiety and depression, a potential predictor of broader mental health challenges. 2 Previous meta-analytic findings demonstrate moderate positive correlations of burnout with anxiety and depression—suggesting that anxiety and depression are related to burnout but represent different constructs (Katerina Georganta et al., “The relationship between burnout, depression, and anxiety: A systematic review and meta-analysis,” Frontiers in Psychology , March 2019, Volume 10, Article 284). When used in this article, burnout does not imply a clinical condition.

Research shows that, when asked about aspects of their jobs that undermine their mental health and well-being, 8 Paula Davis, Beating Burnout at Work: Why Teams Hold the Secret to Well-Being and Resilience , Philadelphia, PA: Wharton School Press, 2021. employees frequently cite the feeling of always being on call, unfair treatment, unreasonable workload, low autonomy, and lack of social support. 9 Jennifer Moss, The Burnout Epidemic: The Rise of Chronic Stress and How We Can Fix It , Boston, MA: Harvard Business Review Press, 2021. Those are not challenges likely to be reversed with wellness programs. In fact, decades of research suggest that interventions targeting only individuals are far less likely to have a sustainable impact on employee health than systemic solutions, including organizational-level interventions. 10 Hanno Hoven et al., “Effects of organisational-level interventions at work on employees’ health: A systematic review,” BMC Public Health , 2014, Volume 14, Number 135.

Since many employers aren’t employing a systemic approach, many have weaker improvements in burnout and employee mental health and well-being than they would expect, given their investments.

Organizations pay a high price for failure to address workplace factors 11 Gunnar Aronsson et al., “A systematic review including meta-analysis of work environment and burnout symptoms,” BMC Public Health , 2017, Volume 17, Article 264. that strongly correlate with burnout, 12 Sangeeta Agrawal and Ben Wigert, “Employee burnout, part 1: The 5 main causes,” Gallup, July 12, 2018. such as toxic behavior. 13 The high cost of a toxic workplace culture: How culture impacts the workforce — and the bottom line , Society for Human Resource Management, September 2019. A growing body of evidence, including our research in this report, sheds light on how burnout and its correlates may lead to costly organizational issues such as attrition. 14 Caio Brighenti et al., “Why every leader needs to worry about toxic culture,” MIT Sloan Management Review, March 16, 2022. Unprecedented levels of employee turnover—a global phenomenon we describe as the Great Attrition —make these costs more visible. Hidden costs to employers also include absenteeism, lower engagement, and decreased productivity. 15 Eric Garton, “Employee burnout is a problem with the company, not the person,” Harvard Business Review , April 6, 2017.

The McKinsey Health Institute: Join us!

The McKinsey Health Institute (MHI) is an enduring, non-profit-generating global entity within McKinsey. MHI strives to catalyze actions across continents, sectors, and communities to achieve material improvements in health, empowering people to lead their best possible lives. MHI is fostering a strong network of organizations committed to this aspiration, including employers globally who are committed to supporting the health of their workforce and broader communities.

MHI has a near-term focus on the urgent priority of mental health, with launch of a flagship initiative around employee mental health and well-being. By convening leading employers, MHI aims to collect global data, synthesize insights, and drive innovation at scale. Through collaboration, we can truly make a difference, learn together, and co-create solutions for workplaces to become enablers of health—in a way that is good for business, for employees, and for the communities in which they live.

To stay updated about MHI’s initiative on employee mental health and well-being sign up at McKinsey.com/mhi/contact-us .

In this article, we discuss findings of a recent McKinsey Health Institute (MHI)  (see sidebar “The McKinsey Health Institute: Join us!”) global survey that sheds light on frequently overlooked workplace factors underlying employee mental health and well-being in organizations around the world. We conclude by teeing up eight questions for reflection along with recommendations on how organizations can address employee mental-health and well-being challenges by taking a systemic approach focused on changing the causes rather than the symptoms of poor outcomes. While there is no well-established playbook, we suggest employers can and should respond through interventions focused on prevention rather than remediation.

We are seeing persistent burnout challenges around the world

To better understand the disconnection between employer efforts and rising employee mental-health and well-being challenges (something we have observed  since the start of the pandemic ), between February and April 2022 we conducted a global survey of nearly 15,000 employees and 1,000 HR decision makers in 15 countries. 16 Argentina, Australia, Brazil, China, Egypt, France, Germany, India, Japan, Mexico, South Africa, Switzerland, Turkey, the United Kingdom, and the United States. The combined population of the selected countries correspond to approximately 70 percent of the global total.

The workplace dimensions assessed in our survey included toxic workplace behavior, sustainable work, inclusivity and belonging, supportive growth environment, freedom from stigma, organizational commitment, leadership accountability, and access to resources. 17 The associations of all these factors with employee health and well-being have been extensively explored in the academic literature. That literature heavily informed the development of our survey instrument. We have psychometrically validated this survey across 15 countries including its cross-cultural factorial equivalence. For certain outcome measures we collaborated with academic experts who kindly offered us their validated scales including the Burnout Assessment Tool (BAT), the Distress Screener, and the Adaptability Scale referenced below. Those dimensions were analyzed against four work-related outcomes—intent to leave, work engagement, job satisfaction, and organization advocacy—as well as four employee mental-health outcomes—symptoms of anxiety, burnout, depression, and distress. 18 Instruments used were the Burnout Assessment Tool (Steffie Desart et al., User manual - Burnout assessment tool [BAT ] , - Version 2.0, July 2020) (burnout symptoms); Distress Screener (4DSQ; JR Anema et al., “Validation study of a distress screener,” Journal of Occupational Rehabilitation , 2009, Volume 19) (distress); GAD-2 assessment (Priyanka Bhandari et al., “Using Generalized Anxiety Disorder-2 [GAD-2] and GAD-7 in a primary care setting,” Cureus , May 20, 2021, Volume 12, Number 5) (anxiety symptoms); and the PHQ-2 assessment (Patient Health Questionnaire [PHQ-9 & PHQ-2], American Psychological Association) (depression symptoms). Individual adaptability was also assessed 19 In this article, “adaptability” refers to the “affective adaptability” which is one sub-dimension of The Adaptability Scale instrument (Michel Meulders and Karen van Dam, “The adaptability scale: Development, internal consistency, and initial validity evidence,” European Journal of Psychological Assessment , 2020, Volume 37, Number 2). (see sidebar “What we measured”).

What we measured

Workplace factors assessed in our survey included:

• Toxic workplace behavior: Employees experience interpersonal behavior that leads them to feel unvalued, belittled, or unsafe, such as unfair or demeaning treatment, noninclusive behavior, sabotaging, cutthroat competition, abusive management, and unethical behavior from leaders or coworkers.
• Inclusivity and belonging: Organization systems, leaders, and peers foster a welcoming and fair environment for all employees to be themselves, find connection, and meaningfully contribute.
• Sustainable work: Organization and leaders promote work that enables a healthy balance between work and personal life, including a manageable workload and work schedule.
• Supportive growth environment: Managers care about employee opinions, well-being, and satisfaction and provide support and enable opportunities for growth.
• Freedom from stigma and discrimination: Freedom from the level of shame, prejudice, or discrimination employees perceive toward people with mental-health or substance-use conditions.
• Organizational accountability: Organization gathers feedback, tracks KPIs, aligns incentives, and measures progress against employee health goals.
• Leadership commitment: Leaders consider employee mental health a top priority, publicly committing to a clear strategy to improve employee mental health.
• Access to resources: Organization offers easy-to-use and accessible resources that fit individual employee needs related to mental health. 1 Including adaptability and resilience-related learning and development resources.

Health outcomes assessed in our survey included:

• Burnout symptoms: An employee’s experience of extreme tiredness, reduced ability to regulate cognitive and emotional processes, and mental distancing (Burnout Assessment Tool). 2 Burnout Assessment Tool, Steffie Desart et al., “User manual - Burnout assessment tool (BAT), - Version 2.0,” July 2020.
• Distress: An employee experiencing a negative stress response, often involving negative affect and physiological reactivity (4DSQ Distress Screener). 3 Distress screener, 4DSQ; JR Anema et al., “Validation study of a distress screener,” Journal of Occupational Rehabilitation , 2009, Volume 19.
• Depression symptoms: An employee having little interest or pleasure in doing things, and feeling down, depressed, or hopeless (PHQ-2 Screener). 4 Kurt Kroenke et al., “The patient health questionnaire-2: Validity of a two-item depression screener,” Medical Care , November 2003, Volume 41, Issue 11.
• Anxiety symptoms: An employee’s feelings of nervousness, anxiousness, or being on edge, and not being able to stop or control worrying (GAD-2 Screener). 5 Kurt Kroenke et al., “Anxiety disorders in primary care: Prevalence, impairment, comorbidity, and detection,” Annals of Internal Medicine , March 6, 2007, Volume 146, Issue 5.

Work-related outcomes assessed in our survey included:

• Intent to leave: An employee’s desire to leave the organization in which they are currently employed in the next three to six months.
• Work engagement: An employee’s positive motivational state of high energy combined with high levels of dedication and a strong focus on work.
• Organizational advocacy: An employee’s willingness to recommend or endorse their organization as a place to work to friends and relatives.
• Work satisfaction: An employee’s level of contentment or satisfaction with their current job.

Our survey pointed to a persistent disconnection between how employees and employers perceive mental health and well-being in organizations. We see an average 22 percent gap between employer and employee perceptions—with employers consistently rating workplace dimensions associated with mental health and well-being more favorably than employees. 20 Our survey did not link employers and employees’ responses. Therefore, these numbers are indicative of a potential gap that could be found within companies.

In this report—the first of a broader series on employee mental health from the McKinsey Health Institute—we will focus on burnout, its workplace correlates, and implications for leaders. On average, one in four employees surveyed report experiencing burnout symptoms. 21 Represents global average of respondents experiencing burnout symptoms (per items from Burnout Assessment Tool) sometimes, often, or always. These high rates were observed around the world and among various demographics (Exhibit 1), 22 Our survey findings demonstrate small but statistically significant differences between men and women, with women reporting higher rates of burnout symptoms (along with symptoms of distress, depression, and anxiety). Differences between demographic variables across countries will be discussed in our future publications. and are consistent with global trends. 23 Ashley Abramson, “Burnout and stress are everywhere,” Monitor on Psychology , January 1, 2022, Volume 53, Number 1.

So, what is behind pervasive burnout challenges worldwide? Our research suggests that employers are overlooking the role of the workplace in burnout and underinvesting in systemic solutions.

Employers tend to overlook the role of the workplace in driving employee mental health and well-being, engagement, and performance

In all 15 countries and across all dimensions assessed, toxic workplace behavior was the biggest predictor of burnout symptoms and intent to leave by a large margin 24 Measured as a function of predictive power of the dimensions assessed; predictive power was estimated based on share of outcome variability associated with each dimension; based on regression models applied to cross-sectional data (that is, measured at one point in time), rather than longitudinal data (that is, measured over time); causal relationships have not been established. —predicting more than 60 percent of the total global variance. For positive outcomes (including work engagement, job satisfaction, and organization advocacy), the impact of factors assessed was more distributed—with inclusivity and belonging, supportive growth environment, sustainable work, and freedom from stigma predicting most outcomes (Exhibit 2).

In all 15 countries and across all dimensions assessed, toxic workplace behavior had the biggest impact predicting burnout symptoms and intent to leave by a large margin.

The danger of toxic workplace behavior—and its impact on burnout and attrition

Across the 15 countries in the survey, toxic workplace behavior is the single largest predictor of negative employee outcomes, including burnout symptoms (see sidebar “What is toxic workplace behavior?”). One in four employees report experiencing high rates of toxic behavior at work. At a global level, high rates were observed across countries, demographic groups—including gender, organizational tenure, age, virtual/in-person work, manager and nonmanager roles—and industries. 25 Differences between demographic variables across countries will be discussed in our future articles.

What is toxic workplace behavior?

Toxic workplace behavior is interpersonal behavior that leads to employees feeling unvalued, belittled, or unsafe, such as unfair or demeaning treatment, non-inclusive behavior, sabotaging, cutthroat competition, abusive management, and unethical behavior from leaders or coworkers. Selected questions from this dimension include agreement with the statements “My manager ridicules me,” “I work with people who belittle my ideas,” and “My manager puts me down in front of others.”

Toxic workplace behaviors are a major cost for employers—they are heavily implicated in burnout, which correlates with intent to leave and ultimately drives attrition. In our survey, employees who report experiencing high levels of toxic behavior 26 “High” represents individuals in the top quartile of responses and “low” represents individuals in the bottom quartile of responses. at work are eight times more likely to experience burnout symptoms (Exhibit 3). In turn, respondents experiencing burnout symptoms were six times more likely to report they intend to leave their employers in the next three to six months (consistent with recent data pointing to toxic culture as the single largest predictor of resignation during the Great Attrition, ten times more predictive than compensation alone 27 Charles Sull et al., “Toxic culture is driving the Great Resignation,” MIT Sloan Management Review, January 11, 2022. and associated with meaningful organizational costs 28 Rasmus Hougaard, “To stop the Great Resignation, we must fight dehumanization at work,” Potential Project, 2022. ). The opportunity for employers is clear. Studies show that intent to leave may correlate with two- to three-times higher 29 Bryan Bohman et al., “Estimating institutional physician turnover attributable to self-reported burnout and associated financial burden: A case study,” BMC Health Services Research , November 27, 2018, Volume 18, Number 1. rates of attrition; conservative estimates of the cost of replacing employees range from one-half to two times their annual salary. Even without accounting for costs associated with burnout—including organizational commitment 30 Michael Leiter and Christina Maslach, “The impact of interpersonal environment on burnout and organizational commitment,” Journal of Organizational Behavior , October 1988, Volume 9, Number 4. and higher rates of sick leave and absenteeism 31 Arnold B. Bakker et al., “Present but sick: A three-wave study on job demands, presenteeism and burnout,” Career Development International , 2009, Volume 14, Number 1. —the business case for addressing it is compelling. The alternative—not addressing it—can lead to a downward spiral in individual and organizational performance. 32 Arnold B. Bakker et al., “Present but sick: A three-wave study on job demands, presenteeism and burnout,” Career Development International , 2009, Volume 14, Number 1.

Individuals’ resilience and adaptability skills may help but do not compensate for the impact of a toxic workplace

Toxic behavior is not an easy challenge to address. Some employers may believe the solution is simply training people to become more resilient.

There is merit in investing in adaptability and resiliency skill building . Research indicates that employees who are more adaptable tend to have an edge in managing change and adversity. 33 Karen van Dam, “Employee adaptability to change at work: A multidimensional, resource-based framework,” from The Psychology of Organizational Change: Viewing Change from the Employee’s Perspective , Cambridge, England: Cambridge University Press, 2013; Jacqueline Brassey et al., Advancing Authentic Confidence Through Emotional Flexibility: An Evidence-Based Playbook of Insights, Practices and Tools to Shape Your Future , second edition, Morrisville, NC: Lulu Press, 2019; B+B Vakmedianet B.V. Zeist, Netherlands (to be published Q3 2022). We see that edge reflected in our survey findings: adaptability acts as a buffer 34 Estimated buffering effect illustrated in Exhibit 4. to the impact of damaging workplace factors (such as toxic behaviors), while magnifying the benefit of supportive workplace factors (such as a supportive growth environment) (Exhibit 4). In a recent study, employees engaging in adaptability training experienced three times more improvement in leadership dimensions and seven times more improvement in self-reported well-being than those in the control group. 35 McKinsey’s People and Organization Performance - Adaptability Learning Program; multirater surveys showed improvements in adaptability outcomes, including performance in role, sustainment of well-being, successfully adapting to unplanned circumstances and change, optimism, development of new knowledge and skills; well-being results were based on self-reported progress as a result of the program.

However, employers who see building resilience and adaptability skills in individuals as the sole solution to toxic behavior and burnout challenges are misguided. Here is why.

Individual skills cannot compensate for unsupportive workplace factors. When it comes to the effect of individual skills, leaders should be particularly cautious not to misinterpret “favorable” outcomes (for example, buffered impact of toxic behaviors across more adaptable employees) as absence of underlying workplace issues that should be addressed. 36 Tomas Chamorro-Premuzic, “To prevent burnout, hire better bosses,” Harvard Business Review , August 23, 2019.

Also, while more adaptable employees are better equipped to work in poor environments, they are less likely to tolerate them. In our survey, employees with high adaptability were 60 percent more likely to report intent to leave their organization if they experienced high levels of toxic behavior at work than those with low adaptability (which may possibly relate to a higher level of self-confidence 37 Brassey et al. found that as a result of a learning program, employees who developed emotional flexibility skills, a concept related to affective adaptability but also strongly linked to connecting with purpose, developed a higher self-confidence over time; Jacqueline Brassey et al., “Emotional flexibility and general self-efficacy: A pilot training intervention study with knowledge workers,” PLOS ONE , October 14, 2020, Volume 15, Number 10. ). Therefore, relying on improving employee adaptability without addressing broader workplace factors puts employers at an even higher risk of losing some of its most resilient, adaptable employees.

Employees with high adaptability were 60 percent more likely to report intent to leave their organization if they experienced high levels of toxic behavior at work than those with low adaptability.

What this means for employers: Why organizations should take a systemic approach to improving employee mental health and well-being

We often think of employee mental health, well-being, and burnout as a personal problem. That’s why most companies have responded to symptoms by offering resources focused on individuals such as wellness programs.

However, the findings in our global survey and research are clear. Burnout is experienced by individuals, but the most powerful drivers of burnout are systemic organizational imbalances across job demands and job resources. So, employers can and should view high rates of burnout as a powerful warning sign that the organization—not the individuals in the workforce—needs to undergo meaningful systematic change.

Employers can and should view high rates of burnout as a powerful warning sign that the organization—not the individuals in the workforce—needs to undergo meaningful systematic change.

Taking a systemic approach means addressing both toxic workplace behavior and redesigning work to be inclusive, sustainable, and supportive of individual learning and growth, including leader and employee adaptability skills. It means rethinking organizational systems, processes, and incentives to redesign work, job expectations, and team environments.

As an employer, you can’t “yoga” your way out of these challenges. Employers who try to improve burnout without addressing toxic behavior are likely to fail. Our survey shows that improving all other organization factors assessed (without addressing toxic behavior) does not meaningfully improve reported levels of burnout symptoms. Yet, when toxic behavior levels are low, each additional intervention contributes to reducing negative outcomes and increasing positive ones.

The interactive graphic shows the estimated interplay between the drivers and outcomes, based on our survey data (Exhibit 5).

Taking a preventative, systemic approach—focused on addressing the roots of the problem (as opposed to remediating symptoms)—is hard. But the upside for employers is a far greater ability to attract and retain valuable talent over time.

The good news: Although there are no silver bullets, there are opportunities for leaders to drive material change

We see a parallel between the evolution of global supply chains and talent. Many companies optimized supply chains for “just in time” delivery, and talent was optimized to drive operational efficiency and effectiveness. As supply chains come under increasing pressure, many companies recognize the need to redesign and optimize supply chains for resilience and sustainability, and the need to take an end-to-end approach to the solutions. The same principles apply to talent.

We acknowledge that the factors associated with improving employee mental health and well-being (including organizational-, team-, and individual-level factors) are numerous and complex. And taking a whole-systems approach is not easy.

Would you like to learn more about the McKinsey Health Institute ?

Despite the growing momentum toward better employee mental health and well-being (across business and academic communities), we’re still early on the journey. We don’t yet have sufficient evidence to conclude which interventions work most effectively—or a complete understanding of why they work and how they affect return on investment.

That said, efforts to mobilize the organization to rethink work—in ways that are compatible with both employee and employer goals—are likely to pay off in the long term. To help spark that conversation in your organization, we offer eight targeted questions and example strategies with the potential to address some of the burnout-related challenges discussed in this article.

Do we treat employee mental health and well-being as a strategic priority?

This is fundamental to success. When a large organization achieved a 7 percent reduction in employee burnout rates (compared with an 11 percent increase in the national average within the industry over the same period), the CEO believed that leadership and sustained attention from the highest level of the organization were the “key to making progress.” 38 John H. Noseworthy and Tait D Shanafelt, “Executive leadership and physician well‐being: Nine organizational strategies to promote engagement and reduce burnout,” Mayo Clinic Proceedings , January 2017, Volume 92, Number 1. Senior executives recognized employee mental health and well-being as a strategic priority. Executives publicly acknowledged the issues and listened to employee needs through a wide range of formats—including town halls, workshops, and employee interviews (our research suggests that leaders are not listening to their people  nearly enough). They prioritized issues and defined clear, time-bound measurable goals around them—with a standardized measure of burnout being given equal importance to other key performance metrics (financial metrics, safety/quality, employee turnover, and customer satisfaction). Although anonymous at the level of the individual, results were aggregated at division/department level to allow executive leadership to focus attention and resources where they were most needed. 39 Liselotte Dyrbye et al., “Physician burnout: Contributors, consequences and solutions,” Journal of Internal Medicine , 2018, Volume 283, Number 6. This example highlights how CEOs have the ability to create meaningful change through listening to employees and prioritizing strategies to reduce burnout.

Do we effectively address toxic behaviors?

Eliminating toxic workplace behavior is not an easy task. Organizations that tackle toxic behavior effectively deploy a set of integrated work practices  to confront the problem, 40 Robert I. Sutton, The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn’t , first edition, New York, NY: Business Plus, 2010. and see treatment of others as an integral part of assessing an employee’s performance. Manifestations of toxic behavior 41 “Why every leader,” 2022. are flagged, repeat offenders either change or leave, and leaders take time  to become aware of the impact their behavior has on others. If you lead part of an organization, looking at your own behaviors, and what you tolerate in your own organization, is a good place to start. 42 “ Author Talks: How to handle your work jerk ,” March 29, 2022.

Leaders with higher self-regulation may be better, less toxic leaders

Research shows that leaders’ development of self-regulation increases followers’ ratings of their effectiveness and is associated with higher team financial performance as well as a higher final team grade compared with a control group. The benefits of self-regulation also improved leaders’ development of task-relevant competencies. 1 Robin Martin and JooBee Yeow, “The role of self-regulation in developing leaders: A longitudinal field experiment,” Leadership Quarterly , October 2013, Volume 24, Number 5. Furthermore, building employees’ resilience and adaptability  skills leads to a higher sense of agency and self-efficacy, 2 Jacqueline Brassey et al., “Emotional flexibility and general self-efficacy: A pilot training intervention study with knowledge workers,” PLOS ONE , October 14, 2020, Volume 15, Number 10; and Jacqueline Brassey et al., Advancing Authentic Confidence Through Emotional Flexibility: An Evidence-Based Playbook of Insights, Practices and Tools to Shape Your Future , second edition, Morrisville, NC: Lulu Press, 2019; B+B Vakmedianet B.V. Zeist, Netherlands (to be published Q3 2022). which is related to reduced burnout and improved performance. 3 Charles Benight et al., “Associations between job burnout and self-efficacy: A meta-analysis,” Anxiety, Stress, & Coping , 2016, Volume 29, Issue 4; and Alex Stajkovic, “Self-efficacy and work-related performance: A meta-analysis,” Psychological Bulletin , 1998, Volume 124, Number 2.

Another component of eliminating toxic behavior is cultivating supportive, psychologically safe work environments , where toxic behaviors are less likely to spread  across the organization. 43 Annie McKee, “Neutralize your toxic boss,” Harvard Business Review , September 24, 2008. Effective leaders know that emotional contagion 44 John T. Cacioppo et al., Emotional Contagion , Cambridge, England: Cambridge University Press, 1994. may go both ways: displaying vulnerability and compassion  fuels more compassionate teams; displaying toxic behavior fuels more toxic teams. 45 Michael Housman and Dylan Minor, Toxic workers , Harvard Business School working paper, No. 16-057, October 2015 (revised November 2015). There are two caveats: toxic behavior may not be intentional—particularly if individuals are not equipped to respond with calm  and compassion under pressure—and regardless of intent, toxic behavior spreads faster and wider than good behavior. 46 “To prevent burnout,” 2019. To prevent unintentional dissemination of toxic behaviors, role modeling from adaptable , self-regulating, compassionate leaders may help (see sidebar “Leaders with higher self-regulation may be better, less toxic leaders”).

Do we create inclusive work environments?

Most leaders recognize the established associations between performance and inclusion , but inclusion does not happen by accident . Inclusion is a multifaceted construct that must be addressed comprehensively and proactively. Most companies define inclusion too narrowly and thus address it too narrowly as well. Over the past three years, we’ve broadened our perspective  on how to create truly inclusive workplaces and developed a modern inclusion model . The model includes 17 practices (based on frequency of desired behaviors) and six outcomes (based on perceptions of effectiveness). Each practice falls into one of three relationships that shape workplace inclusion: organizational systems, leaders, and peers/teammates.

The 17 inclusive-workplace practices , when done consistently well, drive workplace inclusion and equity for all employees by providing clarity into actions that matter. For example, among employees working in hybrid models , work–life support was the top practice employees desired improvements on—with nearly half of employees recommending prioritizing policies that support flexibility—including extended parental leave, flexible hours, and work-from-home policies.

A truly inclusive workplace implements systems that minimize conscious and unconscious bias , allowing employees to express themselves and connect with each other. It also features leaders who not only advocate for team members and treat them impartially but also uphold and support all organizational systems and practices . For example, one employer defined data-driven targets for the representation and advancement of diverse talent across dimensions (beyond gender and ethnicity) and role types (executive, management, technical, board)—leveraging powerful analytics to track progress and foster transparency along the way.

Do we enable individual growth?

Evidence suggests that individual growth, learning, and development programs are effective 47 Arnold B. Bakker and Evangelia Demerouti, “Towards a model of work engagement,” Career Development International , 2008, Volume 13, Issue 3. ways to combat burnout and to retain and engage employees, and therefore are important for addressing growing talent and skills shortages within organizations. Employers who “double down” on talent redeployment, mobility, reskilling, and upskilling tend to see improvement across a range of financial, organizational, and employee experience metrics. In a recent study of extensive employee data, offering lateral career opportunities was two-and-half times more predictive of employee retention than compensation, and 12 times more predictive than promotions 48 “Why every leader,” 2022. —signaling an opportunity for leaders to support employee desires to learn, explore, and grow way beyond traditional career progression.

Investing in your employees’ capabilities can drive financial returns, is often cheaper than hiring, and signals to employees that they are valued and have an important role in the organization.

Do we promote sustainable work?

Promoting sustainable work goes beyond managing workload. It’s about enabling employees to have a sense of control and predictability, flexibility, and sufficient time for daily recovery. It’s also about leading with compassion and empathy 49 “It’s time to eliminate bad bosses. They are harmful and expensive,” Potential Project, The Human Leader, April 2022. —tailoring interventions based on where, when, and how work can be done , and how different groups are more likely to (re)establish socio-emotional ties  after a long period of isolation and loss of social cohesion .

One technology company is using real-time data on employee preferences to rapidly test and iterate solutions that work for specific groups around return-to-office options. To find solutions that work for your employees, consider adopting a test-and-learn  mindset. This approach can help the organization make progress while adapting as context evolves (a hallmark of more productive  organizations).

Are we holding leaders accountable?

Many organizations consider people leadership criteria in their performance management. Yet, there is substantial room to grow when it comes to employers providing transparency around employee mental-health and well-being objectives and metrics. 50 Workplace Mental Health Blogs , One Mind, “Fix performance management by aligning it with employee mental health,” blog entry by Daryl Tol, March 2, 2022; Garett Slettebak, “Measuring progress on workplace mental health”, One Mind at Work, March 24, 2022.

Organizations that are doing this well have set clear expectations for managers to lead in a way that is supportive of employee mental health and well-being. 51 Taylor Adams et al., Mind the workplace: Work health survey 2021 , Mental Health America, 2021. They offer training to help managers identify, proactively ask about, and listen to employees’ mental-health and well-being needs. They also introduce mental-health “pulse” checks and incorporate relevant questions into the broader employee satisfaction surveys, to establish a baseline and track trends in how employees are feeling. Discussion on employee mental health and well-being can be incorporated into regular leadership meetings, including concerns, risks, and potential actions.

To encourage leaders to lead by example and increase their accountability, some employers embed employee mental-health support into leaders’ reviews based on anonymous upward feedback from their teams. Finally, some companies are exploring if they can go even further and tie incentives to short- and long-term employee mental-health and well-being objectives.

Are we effectively tackling stigma?

As noted in a previous McKinsey article , the majority of employers and employees acknowledge the presence of stigma 52 In the context of employee mental health, stigma is defined as a level of shame, prejudice, or discrimination toward people with mental-health or substance-use conditions. in their workplaces. Stigma has been shown to have real costs to workforce productivity, often exacerbating underlying conditions because of people being afraid to seek help for mental-health needs and driving down an employee’s self-worth and engagement.

We see several actions that organizations are taking to eliminate stigma. 53 Erica Coe, Jenny Cordina, Kana Enomoto, and Nikhil Seshan, “ Overcoming stigma: Three strategies toward better mental health in the workplace ,” July 23, 2021. Leading by example can make a difference, with senior leaders stepping forward to describe personal struggles with mental health, using nonstigmatizing language. 54 Evelien Brouwers et al., “To disclose or not to disclose: A multi-stakeholder focus group study on mental health issues in the work environment. Journal of Occupational Rehabilitation , 2020, Volume 30, Number 1. Leaders showing vulnerability helps to remove shame and promote a psychologically safe culture. 55 Global thriving at work framework , MindForward Alliance, 2020.

Stigma can also be reduced by companies prioritizing mental wellness as critical for peak performance instead of rewarding overwork at the expense of rest and renewal—rewarding an “athlete” mindset instead of overemphasizing a “hero.” This can begin to shift perception of signs of burnout or other mental-health needs as being indicative of a moral failing. Finally, creating a dedicated role to support employee mental health and well-being and appointing a senior leader, such as chief wellness officer, will increase awareness and show commitment.

Do our resources serve employee needs?

Leaders should evaluate whether mental-health and well-being resources are at parity with physical-health benefits and how frequently they are being used by employees. An increasing number of employers have expanded access to mental-health services 56 Charles Ingoglia, “Now more than ever, employers must provide mental health support for employees,” National Council for Mental Wellbeing, May 4, 2022. ; however, research  shows that almost 70 percent of employees find it challenging to access those services.

In a previous survey , 45 percent of respondents who had left their jobs cited the need to take care of family as an influential factor in their decision (with a similar proportion of respondents who are considering quitting also citing the demands of family care). Expanding childcare, nursing services, or other home- and family-focused benefits could help keep such employees from leaving and show that you value them. Patagonia, long the standard-bearer for progressive workplace policies, retains nearly 100 percent of its new mothers with on-site childcare and other benefits for parents.

Never in history have organizations around the world devoted so much attention and capital to improving employee mental health and well-being. It is lamentable that these investments are not always providing a good return regarding improved outcomes. Employers that take the time to understand the problem at hand—and pursue a preventative, systemic approach focused on causes instead of symptoms—should see material improvements in outcomes and succeed in attracting and retaining valuable talent. More broadly, employers globally have an opportunity to play a pivotal role in helping people achieve material improvements in health. With collaboration and shared commitment, employers can make a meaningful difference in the lives of their employees and the communities they live in.

The McKinsey Health Institute (MHI) is collaborating with leading organizations around the world to achieve material improvements in health—adding years to life and life to years. As part of that, MHI is focused on improving employee mental health and well-being at scale—in a way that is good for business, for employees, and for the communities they live in.

To stay updated about MHI’s initiative on employee mental health and well-being, sign up at McKinsey.com/mhi/contact-us .

Jacqueline Brassey is a director of research science in McKinsey’s Luxemburg office, Erica Coe is a partner in the Atlanta office, Martin Dewhurst is a senior partner in the London office, Kana Enomoto is a senior expert in the Washington, DC, office, and Barbara Jeffery is a partner in the London office; they are all leaders with McKinsey Health Institute (MHI). Renata Giarola , in the Southern California office, and Brad Herbig , in the Philadelphia office, are consultants with MHI.

The authors wish to thank Yueyang Chen, Elena Chit, Aaron de Smet, Soheil Eshghi, Lars Hartenstein, Tom Latkovic, David Mendelsohn, Roxy Merkand, Isidora Mitic, Bill Schaninger, Wilmar Schaufeli, Jeris Stueland, Berend Terluin, Karen van Dam, and Marieke van Hoffen for their contributions to this article.

This article was edited by Allan Gold, a senior editorial advisor in Washington, DC, and Elizabeth Newman, an executive editor in the Chicago office.

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