PROBLEM SOLVING
Life requires us to solve problems. If you are good at it, you are rewarded. The ability of your child to find numerous options to solving a problem is a key indicator for lifetime resilience and success. Your role as a father is to facilitate a ‘helping conversation’ where you are modelling and guiding an approach to solving problems effectively. If we assume responsibility for the problems of others we may contribute to the development of their learned helplessness.
There are many models for approaching problem solving, a useful one developed by John Bransford and Barry Stein uses the acronym IDEAL to identify the key steps to solving a problem. It is easy to remember and generally applicable:
I Identify problems and opportunities
D Define goals and represent the problem
E Explore possible strategies
A Anticipate outcomes and Act
L Look back and Learn
There are many models for approaching problem solving, a useful one developed by John Bransford and Barry Stein uses the acronym IDEAL to identify the key steps to solving a problem. It is easy to remember and generally applicable:
I Identify problems and opportunities
D Define goals and represent the problem
E Explore possible strategies
A Anticipate outcomes and Act
L Look back and Learn
STRATEGIC STEPS1. Identify problems and opportunities (according to needs)
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Step 1
Identify problems and opportunities (according to needs)
All problems arise when a need is not being met. All opportunities arise when a need could be met. If you can identify the unmet need that is driving behavior then you are halfway there. This is the key to solving a problem or making the most of an opportunity. Here is a list of five main needs:
All problems arise when a need is not being met. All opportunities arise when a need could be met. If you can identify the unmet need that is driving behavior then you are halfway there. This is the key to solving a problem or making the most of an opportunity. Here is a list of five main needs:
- Security/Survival
- Belonging/Connection
- Respect/Valued
- Freedom/Autonomy
- Fun/Variety
Step 2
Define goals and represent the problem (according to needs)
What outcome will meet the need? You’ve identified the problem, now it’s time to define what the goal looks like. Represent the problem in a way that makes sense. The SMART principle is a good tool for defining a goal:
What outcome will meet the need? You’ve identified the problem, now it’s time to define what the goal looks like. Represent the problem in a way that makes sense. The SMART principle is a good tool for defining a goal:
- Specific
- Measurable
- Attainable
- Relevant
- Time Bound
Step 3
Explore possible strategies (brainstorm solutions that meet needs)
What strategies will meet the outcome? Now that the desired goal/outcome has been identified, try and find as many ways to get there. Throw away your blinkers. Get creative. This can be and should be FUN. If allowed, this is where children excel. Brainstorm. Write it down, take photos, draw pictures, role play, explore the possibilities BUT you need to remember all the options so keep a record.
What strategies will meet the outcome? Now that the desired goal/outcome has been identified, try and find as many ways to get there. Throw away your blinkers. Get creative. This can be and should be FUN. If allowed, this is where children excel. Brainstorm. Write it down, take photos, draw pictures, role play, explore the possibilities BUT you need to remember all the options so keep a record.
Step 4
Anticipate outcomes and Act
Which strategy is likely to achieve the best outcome? You've got a list of creative and varied possible strategies, now it's time to give the thumbs up or the thumbs down. Honestly, what is going to work? Discuss or ask yourselves "What is likely to happen if we go with ...?" Work through the list, when you've decided which strategy is best, put it into action. Have a plan of attack for the action using the SMART principle (above).
Which strategy is likely to achieve the best outcome? You've got a list of creative and varied possible strategies, now it's time to give the thumbs up or the thumbs down. Honestly, what is going to work? Discuss or ask yourselves "What is likely to happen if we go with ...?" Work through the list, when you've decided which strategy is best, put it into action. Have a plan of attack for the action using the SMART principle (above).
Step 5
Look back and Learn
What happened? What can we learn? Was the need met? If the need was met, then what worked well? If the need was not met, why not? As Michael Fullan says, "Change is a process, not an event," so too is problem solving. Only a sound process will deliver a sound outcome that solves the real problem. Look back, learn and grow.
What happened? What can we learn? Was the need met? If the need was met, then what worked well? If the need was not met, why not? As Michael Fullan says, "Change is a process, not an event," so too is problem solving. Only a sound process will deliver a sound outcome that solves the real problem. Look back, learn and grow.
Tips
Don’t try and problem solve until you are calm and in a balanced head space. Get ready to model.
Make sure you are focused on active listening to really hear what is being said and receive the feelings that are being expressed. Only when needs and feelings are being identified and acknowledged can problem solving really be effective.
Don’t get distracted. Stay on track, focused on the process that will lead to the outcome.
Sometimes a problem solving approach can work well in conjunction with highlighting choices.
Make sure you are focused on active listening to really hear what is being said and receive the feelings that are being expressed. Only when needs and feelings are being identified and acknowledged can problem solving really be effective.
Don’t get distracted. Stay on track, focused on the process that will lead to the outcome.
Sometimes a problem solving approach can work well in conjunction with highlighting choices.
References
 
Bransford, J. & Stein, B. (1984)
The IDEAL Problem Solver: A guide for improving thinking, learning, and creativity. New York: W.H. Freeman. |
 
Robert Bolton (1986)
People Skills: How to Assert Yourself, Listen to Others, and Resolve Conflicts, New York: Simon & Schuster |
 
Silberman, M & Hansburg, F (2000)
People Smart: Developing your Personal Intelligence, San Francsico: Berrett & Koehler |
Useful links |