One of my favorite hobbies—and professional passions—is solving problems and teaching others how to solve problems effectively. At first glance, it sounds simple, but in practice, true problem-solving is both a mindset and a capability that must be cultivated across an organization.
The first step is understanding what a problem truly is. A problem exists when there is a gap between an actual condition and a standard. Without a standard, there is no problem… which might just be the biggest problem of all.
When organizations lack clear standards, people work from assumptions. Workarounds become the norm. Firefighting replaces improvement. Problems appear invisible until they explode into crises.
To become highly effective in problem-solving, five key capabilities must be developed. Each builds on the others, creating a robust system that transforms challenges into learning and improvement.
The first capability is the ability to see problems clearly. This is harder than it sounds. Problems often hide in plain sight, disguised as normal variations, inefficiencies, or workarounds that have become routine.
To see problems, you need standards. Without standards, nothing is out of the ordinary—everything is just “how things are done.” Standards create a baseline, a reference point that makes deviations visible.
Key behaviors for seeing problems:
Example: In a manufacturing plant, a team noticed that some machines frequently stopped during changeovers. At first, the stops were treated as normal downtime. By establishing a standard setup time and comparing actual performance, the team realized these interruptions were a problem—and the first step toward solving them.
When you see problems clearly, you can no longer ignore them. But seeing alone is not enough.
The second capability is the ability to elevate problems effectively. Not all problems can be solved immediately at the frontline level. Some require resources, authority, or cross-functional collaboration. Elevation ensures the right people see the right problem at the right time.
Key elements of effective problem elevation:
Example: In a hospital, nurses noticed recurring delays in lab results affecting patient care. They reported the problem daily, but nothing changed. When the escalation pathway was clarified—routing issues directly to a cross-functional operations team—the problem was addressed, reducing delays and improving patient outcomes.
A culture where problems can be safely elevated ensures they do not simmer under the surface, waiting to become crises.
The third capability is the ability to solve problems effectively. Seeing and elevating a problem is meaningless without a structured approach to resolution.
Effective problem-solving relies on scientific thinking and a clear methodology:
Example: A consumer electronics plant experienced frequent defects in a critical assembly step. By analyzing the process scientifically, the team identified that inconsistent torque settings caused most failures. They implemented a standardized torque process, validated it with measurements, and updated work instructions. Defects dropped 80% within three weeks.
Problem-solving is not guesswork. It requires discipline, rigor, and follow-through.
The fourth capability is the ability to share learning from problem-solving. Each solved problem contains knowledge that can benefit the larger organization. Without sharing, every team reinvents the wheel, repeating mistakes others have already solved.
Key elements of sharing learning:
Example: In a hospital, one unit solved a recurring scheduling conflict that caused delays in patient care. By sharing the solution across the organization, similar conflicts were resolved proactively in other units before they impacted patients.
Sharing learning transforms problem-solving from a local fix into a learning organization, building collective capability.
The fifth and final capability is the ability to coach others to see, elevate, solve, and share problems. Leaders play a critical role in developing problem-solving skills across the enterprise. Without coaching, problem-solving remains siloed, dependent on a few highly skilled individuals.
Key behaviors for coaching:
Example: A production supervisor noticed a junior operator struggling to analyze recurring equipment errors. Instead of taking over, the supervisor walked through the process, asking guided questions, and encouraged the operator to test hypotheses. Over time, the operator became confident and independently solved similar issues, amplifying the organization’s problem-solving capacity.
When leaders coach effectively, the entire enterprise becomes a learning organization, capable of adapting and improving continuously.
These five capabilities—See, Elevate, Solve, Share, Coach—create a system for sustainable problem-solving:
The result is an organization where problems no longer linger unnoticed, solutions are sustainable, knowledge is distributed, and continuous improvement is ingrained in the culture.
Example in Practice:
The power of this system lies not just in metrics—but in mindset change. Employees feel empowered. Leaders feel confident. Problems become opportunities.
Ask yourself:
If the answer is “no” to any of these questions, your problem-solving system has gaps. And those gaps are where inefficiency, frustration, and risk live.
Problem-solving is a skill—but more importantly, it’s a capability that must be embedded systemically. Organizations that invest in developing these five capabilities see problems not as obstacles, but as opportunities for learning, growth, and improvement.
Without standards, there is no problem. Without problem-solving capabilities, there is no progress. But with SEE, ELEVATE, SOLVE, SHARE, and COACH, your organization becomes resilient, adaptive, and continuously improving.
The next time you encounter a gap between the actual and the ideal, ask yourself:
Master these five capabilities, and you’ll not only solve problems—you’ll transform your organization into a learning powerhouse.