Ch3. WorkKeys Problem Solving — Defining and Resolving Workplace Problems

What Is Problem-Solving Competency?

Problem-solving competency is the ability to recognize issues that arise at work, analyze their root causes, identify the best solution, and carry it out effectively.

This is one of the foundational competencies measured across US workforce development frameworks, including ACT WorkKeys, O*NET, and SHRM competency models.

2 Sub-Competencies:

• Thinking Skills: The ability to think creatively, logically, and critically
• Problem-Processing Ability: The ability to define a problem, develop solutions, and implement them

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Types of Workplace Problems

Understanding the type of problem you’re facing changes your approach entirely.

Type	Characteristics	Approach
Reactive Problem	Gap between current standard and actual reality — “something has already gone wrong”	Root-cause analysis → recovery
Improvement Problem	Current standards are met, but there’s an opportunity to do better	Explore improvement ideas
Proactive Problem	Gap between a future goal and the present — “hasn’t happened yet”	Set goals → create a plan

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The 5-Step Problem-Resolution Process

Step 1: Recognize the Problem

Clearly define what the problem is. Distinguish between a symptom and the actual problem.

Example: “Sales are down” is a symptom → the problem is “New customer acquisition dropped 30% year over year.”

Step 2: Define the Problem

Express the problem in measurable terms. A well-defined problem is:

• Specific (includes numbers)
• States the gap between current state and target state
• Situational, not personal blame

Step 3: Analyze Root Causes

Find the underlying cause, not just the surface-level symptom.

Step 4: Develop Solutions

Generate multiple alternatives and select the best option.

Step 5: Implement and Evaluate

Execute the solution and measure its impact.

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Root-Cause Analysis Tools

5 Whys

Ask “Why?” five times in a row to reach the root cause. Originated in the Toyota Production System.

Example: The production line stopped.

1. Why? → The machine was overloaded
2. Why? → There wasn’t enough lubrication
3. Why? → The oil pump wasn’t working properly
4. Why? → The pump filter was clogged
5. Why? → There was no scheduled maintenance cycle to replace the filter

Root cause: Absence of a preventive maintenance system

Logic Tree

A method to break down a problem hierarchically. Apply the MECE principle (Mutually Exclusive, Collectively Exhaustive).

Revenue Decline
├── Existing customer churn
│   ├── Weakened price competitiveness
│   └── Decline in service quality
└── Failure to acquire new customers
    ├── Insufficient marketing
    └── Low brand awareness

Fishbone Diagram (Ishikawa)

A tool that traces causes backward from an effect (the fish’s head) along branches (the bones).

Causes are typically categorized using the 6M framework:

• Man (People)
• Machine (Equipment)
• Method (Process)
• Material (Inputs)
• Measurement (Metrics)
• Mother Nature (Environment)

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Logical Reasoning

Deductive vs. Inductive Reasoning

Deductive reasoning: General principle → Specific conclusion

• Premise 1: All humans are mortal
• Premise 2: Socrates is a human
• Conclusion: Socrates is mortal

Assessment application: Assume premises are true, then judge whether the conclusion follows logically.

Inductive reasoning: Specific cases → General principle

• Cases: Companies A, B, and C all improved profitability after cutting costs
• Conclusion: Cost reduction improves profitability

Note: Inductive conclusions are “probable” rather than certain.

Common Logical Fallacies

Fallacy	Description	Example
Hasty Generalization	Draws a broad conclusion from too few cases	”Every doctor I know is overworked, so all doctors must be”
Straw Man	Distorts an opponent’s argument to make it easier to attack	Attacking a simplified or misrepresented version of the original claim
Circular Reasoning	Uses the conclusion as a premise	”This medicine works because it’s effective, and it’s effective because it works”
Appeal to Authority	Accepts something as true because an expert said so	Citing an authority outside their domain of expertise

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Creative Thinking Techniques

Brainstorming

Rules:

1. No criticism (accept all ideas)
2. Quantity over quality
3. Build on others’ ideas
4. Wild and unrealistic ideas are welcome

Variation: Brainwriting — participants write ideas instead of speaking. Allows quieter team members to contribute more actively.

SCAMPER Technique

Generate new ideas by transforming existing ones.

Letter	Meaning	Question to Ask
S	Substitute	What if I replaced a material or method?
C	Combine	What if I merged two things?
A	Adapt	What ideas from another field apply here?
M	Modify	What if I changed the size, shape, or color?
P	Put to other uses	What else could this be used for?
E	Eliminate	What happens if I remove a component?
R	Reverse/Rearrange	What if I flipped the order or approach?

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Problem-Solving Question Types on Assessments

1. Situational Judgment: A workplace scenario is given; choose the most appropriate course of action. → Understand the real-world context and select the “rational, collaborative” response.

2. Data Interpretation + Judgment: Data or charts are provided; select the appropriate conclusion or action. → Apply the 5-step problem-resolution process.

3. Logical Reasoning: Conditions are given; determine what is true/false or establish an ordering. → Use deductive reasoning and MECE framework to organize your thinking.

Core Strategy: Process over intuition. Choose what is “most rational when analyzed step by step,” not what “feels right at first glance.”

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Study Checklist

• Can explain the difference between reactive, improvement, and proactive problems
• Can describe the 5 steps of problem resolution in order
• Can apply 5 Whys analysis to a real situation
• Can construct a Logic Tree using the MECE principle
• Can explain the difference between deductive and inductive reasoning
• Can generate creative ideas using the SCAMPER technique