NCS Problem-Solving Skills: Thinking and Decision-Making at Work

Problem-solving skills (문제해결능력) tests whether you can identify workplace issues systematically, generate solutions, and make sound decisions. It combines logical thinking with creativity — both are required for the public sector roles that NCS prepares you for.

Sub-Competencies

Sub-competency	Korean	Focus
Creative thinking	사고력 (창의적)	Generating novel and useful ideas
Logical thinking	사고력 (논리적)	Structuring arguments and reasoning
Problem-solving process	문제처리능력	Identifying, analyzing, and resolving problems

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1. Types of Workplace Problems

By Origin

Type	Description	Example
Gap problems	Current state vs desired state	Performance below target
Trend problems	Emerging issues before they become crises	Customer complaints gradually increasing
Opportunity problems	Gaps between current and possible	Untapped process efficiency

By Structure

Well-structured problems: Clear definition, known solution method, verifiable answer. Ill-structured problems: Unclear definition, no single correct solution, requires judgment.

Most real workplace problems are ill-structured. NCS tests your approach to both.

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2. Problem-Solving Process (문제처리 5단계)

Step 1: Problem Recognition (문제 인식)

• Distinguish symptoms from root causes
• Define the problem clearly: What is happening? What should be happening? Who is affected?

Step 2: Problem Analysis (문제 분석)

• Gather relevant data
• Why-Why Analysis (5 Whys): Ask “why” 5 times to reach the root cause
• Fishbone Diagram (Ishikawa): Identify causes across 6M categories (Man, Machine, Material, Method, Measurement, Mother Nature)

Step 3: Solution Generation (해결안 개발)

• Brainstorming: Quantity over quality, defer judgment, build on others’ ideas
• Mind mapping: Visual branching of ideas from a central problem
• SCAMPER: Substitute, Combine, Adapt, Modify/Magnify, Put to other uses, Eliminate, Reverse

Step 4: Solution Selection (해결안 선택)

• Decision matrix: Rate each option against weighted criteria
• Cost-benefit analysis: Quantify benefits vs costs
• Risk assessment: Evaluate probability × impact of negative outcomes

Step 5: Implementation and Evaluation (실행 및 평가)

• Create an action plan with assigned responsibility and deadlines
• Monitor progress against milestones
• Evaluate outcomes and capture lessons learned

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3. Creative Thinking Techniques

Brainstorming Rules (Osborn)

1. No criticism during idea generation
2. Wild ideas are welcome
3. Quantity over quality
4. Build on others’ ideas

Lateral Thinking (de Bono)

Deliberately approaching problems from unexpected angles rather than along standard logical paths.

• Six Thinking Hats: White (facts), Red (emotions), Black (caution), Yellow (optimism), Green (creativity), Blue (process)

TRIZ Principles

Inventive problem-solving methodology based on patterns from patent analysis. Key principle: contradictions can be resolved by moving to a higher system level.

Analogical Thinking

Solving a problem by drawing parallels from a different domain. “How does nature solve this type of problem?“

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4. Logical Thinking Frameworks

Deductive Reasoning

From general principles to specific conclusions. General rule + Specific case → Conclusion “All project managers must submit weekly reports. Yuna is a project manager. Therefore Yuna must submit weekly reports.”

Inductive Reasoning

From specific observations to general patterns. Multiple cases → General pattern (provisional) Weaker than deduction — the conclusion may be false even if all premises are true.

MECE Principle

Mutually Exclusive, Collectively Exhaustive — when breaking a problem into parts, ensure:

• No overlap between categories
• All possibilities are covered

Example: Analyzing why customers leave: price, product quality, service, competitor offers. Is this MECE? Check: any customer reason fits exactly one category (ideally), and no possible reason is uncategorized.

Logic Trees (Issue Trees)

Break a complex problem into component sub-problems, structured as a tree. Each branch should be MECE.

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5. Decision-Making Methods

Rational Decision-Making Model

1. Define the problem
2. Identify decision criteria
3. Assign weights to criteria
4. Generate alternatives
5. Evaluate alternatives against criteria
6. Select the best alternative

Limitation: Assumes perfect information and rational processing — rarely achievable in practice.

Bounded Rationality (Simon)

Real decision-makers are “satisficers” not “optimizers” — they choose the first acceptable option rather than exhaustively evaluating all alternatives.

Group Decision-Making

Method	When to use
Consensus	All stakeholders affected; trust important
Majority vote	Time-constrained; clear options
Expert authority	Highly technical decisions
Delphi technique	Geographically dispersed experts; anonymous
Nominal group technique	Ensures equal participation; prevents dominance

Common Decision Biases

Bias	Description
Anchoring	Over-relying on first piece of information
Confirmation bias	Seeking information that confirms existing beliefs
Sunk cost fallacy	Continuing because of past investment, not future value
Availability bias	Overweighting recent or vivid examples
Groupthink	Seeking harmony over critical evaluation

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Exam Scenarios

NCS problem-solving questions typically present:

1. A workplace scenario with a defined problem
2. Multiple proposed solutions
3. Questions asking which solution is most appropriate, which step in the process is being performed, or what additional information is needed

Key exam insight: The “correct” NCS answer usually follows the systematic 5-step process, not the most clever or creative solution. Methodical beats brilliant on this test.

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Checklist

• The 5-step problem-solving process in order
• 5 Whys and Fishbone — when to use each
• Brainstorming rules (Osborn)
• MECE principle definition
• Bounded rationality (Simon)
• At least 3 decision biases
• 3 group decision methods and when to use them