Problem Solving for Leaders: The Complete Framework

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Leaders solve problems every day.

Some are small and routine. Others are complex and high stakes. But one thing is consistent across

every profession—education, coaching, business, or the military:

Leaders are paid to solve problems.

Over the past several posts, we walked through the Army’s structured problem-solving process from FM 6-0 (Commander and Staff Organization and Operations). While developed for military planning, the framework works remarkably well in civilian leadership environments.

The reason is simple.

Good problem-solving is disciplined thinking.

Here is the full framework.

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Step 1: Understand the Type of Problem

Not all problems are the same. Army doctrine describes three types:

Well-Structured Problems

• Easy to identify

• Information is available

• Solutions are straightforward

Examples include scheduling issues, logistics problems, or budget math.

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Medium-Structured Problems

• Multiple variables

• Several possible solutions

• Judgment required

Examples include improving student engagement, adjusting team strategy, or entering a new market.

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Ill-Structured Problems

• Complex and dynamic

• Unclear causes

• Disagreement about solutions or even goals

Examples include organizational culture issues, declining morale, or market disruption.

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Step 2: Gather Information and Knowledge

Before solving anything, leaders gather information.

They separate:

• Facts — verifiable information

• Assumptions — accepted as true without proof but necessary to continue planning

• Opinions — personal judgments that must be evaluated carefully

Strong decisions require accurate information.

Weak information produces weak solutions.

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Step 3: Identify the Real Problem

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One of the biggest leadership traps is solving symptoms instead of root causes.

Leaders identify problems by comparing:

Current State vs Desired End State

They ask:

• Who does the problem affect?

• What is affected?

• When did it start?

• Where is it occurring?

• Why did it occur?

Only after identifying the root cause should leaders define a clear problem statement.

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Step 4: Develop Criteria

Before choosing a solution, leaders define how solutions will be judged.

Two types of criteria guide the process.

Screening Criteria

Baseline standards that determine whether a solution should even be considered.

Solutions must be:

• Suitable

• Feasible

• Acceptable

• Distinguishable

• Complete

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Evaluation Criteria

Evaluation criteria determine which solution is best.

Each criterion includes:

• Title

• Definition

• Unit of measure

• Benchmark

• Formula for evaluation

Criteria may also be weighted based on importance.

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Step 5: Generate Possible Solutions

Leaders should consider at least two solutions.

Developing only one option limits creativity and increases risk.

One effective method is brainstorming, where leaders:

• Clearly state the problem

• Encourage participation

• Record all ideas

• Withhold judgment during idea generation

• Build on each other’s ideas

After generating options, leaders summarize solutions clearly in writing, sketches, or diagrams.

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Step 6: Analyze Possible Solutions

Each solution is evaluated independently against screening criteria and benchmarks.

Leaders identify:

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• Strengths

• Weaknesses

• Risks

• Expected outcomes

Importantly, leaders do not compare solutions yet. Each option must stand on its own merits during
analysis.

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Step 7: Compare Possible Solutions

Once analysis is complete, leaders compare options to determine the optimum solution.

One of the most effective tools is a decision matrix, which:

• Lists evaluation criteria

• Assigns weights

• Scores each solution

• Provides a structured comparison

This step removes emotion and bias from the decision.

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Step 8: Make and Implement the Decision

After comparison, leaders identify the preferred solution and present their recommendation.

But a good solution can still fail if it is communicated poorly.

Strong leaders:

• Clearly explain the problem

• Present their reasoning

• Coordinate with stakeholders

• Issue clear implementation instructions

Then they monitor results and adjust if necessary.

Problem solving does not end with a decision—it ends with successful implementation.

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Why This Process Matters

This framework:

• Prevents emotional decision-making

• Reduces bias

• Improves transparency

• Builds trust

• Encourages collaboration

• Produces better long-term outcomes

It slows leaders down just enough to think clearly before acting.

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Final Thought

Leadership is not about always having the right answer immediately.

It is about asking the right questions in the right order.

Understand the problem.
Gather the facts.
Define the root cause.
Set your criteria.
Generate options.
Analyze objectively.
Compare logically.
Decide and execute.

Disciplined thinking produces disciplined leadership.

And disciplined leadership solves problems that others cannot.

Teach. Coach. Lead.
JVD

 

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Sources & Credits

Concepts in this article are derived from FM 6-0, Commander and Staff Organization and Operations, Chapter 4, which outlines the Army’s systematic approach to problem solving.

This post was drafted with the assistance of AI (ChatGPT) and edited by Mr. VanDusen.

Problem Solving (Part 8): Decide, Communicate, Implement, Monitor

You’ve done the work.

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You:

• Gathered information

• Identified the real problem

• Developed criteria

• Generated options

• Analyzed them

• Compared them

Now comes the part that separates thinkers from leaders:

Make and implement the decision.

Because disciplined analysis without action is just theory.

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Step 1: Identify the Preferred Solution

After comparison, leaders determine the optimum solution.

Not the easiest.
Not the loudest.
Not the most popular.

The best fit based on:

• Screening criteria

• Benchmarks

• Weighted evaluation criteria

• Alignment with mission

Clarity at this stage builds confidence in the decision.

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Step 2: Coordinate Before You Present

If someone else owns final approval, leaders prepare to present their recommendation.

But before presenting:

Coordinate with those affected.

In civilian life, this might mean:

• Talking to department heads

• Checking with HR or finance

• Aligning with assistant coaches

• Informing school administration

• Consulting stakeholders

Uncoordinated recommendations create friction.

Strong leaders prevent surprises.

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Step 3: Present Clearly and Persuasively

A great solution can fail if it is poorly communicated.

Doctrine makes an important point:

Problem solving requires both a solution and the ability to communicate it.

Whether verbal or written, leaders must:

• State the problem clearly

• Explain the criteria used

• Summarize the analysis

• Justify the recommendation

• Articulate expected outcomes

In business, this may be a decision brief.
In schools, a staff presentation.
In coaching, a team meeting.

Communication skill can be as important as analytical skill.

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Step 4: Refine Based on Guidance

Once the decisionmaker provides final guidance, leaders refine the solution.

This may include:

• Adjusting timelines

• Modifying scope

• Clarifying expectations

• Updating responsibilities

Strong leaders treat feedback as refinement—not rejection.

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Step 5: Issue Clear Implementation Instructions

Execution requires clarity.

Formal settings may require:

• Policy letters

• Written directives

• Memorandums

In civilian settings, this might mean:

• A written implementation plan

• A clear email outlining steps

• A rollout meeting

• Assigned responsibilities and deadlines

Ambiguity kills good solutions.

Specificity drives success.

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Step 6: Monitor Implementation

Problem solving does not end at decision.

Leaders:

• Monitor progress

• Compare outcomes to benchmarks

• Measure against the desired end state

• 

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  Identify unintended consequences

If adjustments are necessary, they make them.

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Build Feedback Into the Plan

Every implementation plan must include:

• Timely feedback

• Periodic review

• Flexibility to adjust

Without feedback, leaders cannot:

• Confirm success

• Detect failure

• Improve execution

The goal is not blind execution.
The goal is adaptive execution.

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Avoid Creating New Problems

One of the final cautions in doctrine:

Leaders must avoid creating new problems through uncoordinated implementation.

In business, that may mean:

• Rolling out a policy without informing affected departments

• Changing compensation structures without consultation

In schools:

• Adjusting schedules without considering transportation

In coaching:

• Changing strategy without aligning assistant coaches

Good implementation is synchronized implementation.

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Why This Step Matters Most

Many leaders enjoy analysis.

Fewer enjoy accountability.

But leadership requires both.

Decision and implementation:

• Demonstrate ownership

• Build credibility

• Establish momentum

• Reinforce trust

The discipline of the earlier steps protects this final one.

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Final Thought

Problem solving does not end when the “best” solution is identified.

It ends when:

• The decision is made

• The plan is communicated

• The solution is implemented

• The results are measured

• Adjustments are made

Leadership is not just thinking well.

It is executing well.

And that is where trust is earned.

Teach it. Coach it. Lead.

JVD 

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Sources & Credits

Concepts in this article are derived from FM 6-0, Commander and Staff Organization and Operations, Chapter 4, regarding making and implementing decisions within the Army problem-solving process.

This post was drafted with the assistance of AI (ChatGPT) and edited by Mr. VanDusen.

Problem Solving (Part 7): Compare to Decide — Finding the Optimum Solution

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In Part 6, we talked about analyzing each solution independently.

Now we move to the step most people think they’re doing from the beginning:

Comparison.

This is where you place viable solutions side-by-side and determine which one is optimum—not just acceptable.

The distinction matters.

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Analysis vs. Comparison

Analysis answers:

“Does this solution meet the standard?”

Comparison answers:

“Which solution best solves the problem?”

If you compare before analyzing, you risk bias.
If you analyze without comparing, you risk indecision.

Both are necessary—but in the right order.

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What Comparison Actually Means

During comparison, leaders:

• Evaluate each solution against the others

• Use previously defined evaluation criteria

• Identify relative strengths

• Identify relative weaknesses

• Determine the best overall fit

The objective is not perfection.

The objective is optimization.

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Use a Decision Matrix

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The most common comparison tool is a decision matrix.

A decision matrix:

• Lists evaluation criteria

• Assigns weights (if appropriate)

• Scores each solution

• Produces a structured comparison

It removes personality from the process.

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Simple Civilian Example

Problem: Improve student engagement.

Evaluation Criteria:

• Cost

• Time to implement

• Impact on engagement

• Sustainability

Solutions:

• Adjust schedule

• Implement project-based learning

• Increase technology integration

Each solution is scored against each criterion.

If impact is weighted more heavily than cost, that weight influences the final result.

Suddenly, the decision becomes transparent.

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Coaching Example

Problem: Defensive performance decline.

Criteria:

• Player fit

• Implementation speed

• Risk exposure

• Long-term growth

You score:

• Scheme change

• Personnel rotation

• Conditioning emphasis

The matrix reveals which option best balances effectiveness and sustainability.

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Business Example

Problem: Market share decline.

Criteria:

• Revenue growth potential

• Cost

• Risk

• Brand alignment

• Speed to market

Options:

• New product launch

• Pricing strategy change

• Market repositioning

The decision matrix forces clarity.

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Why This Step Builds Credibility

Comparison:

• Shows transparency

• Reduces favoritism

• Protects leaders from accusations of bias

• Strengthens stakeholder trust

• Documents the decision process

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When challenged, leaders can point to the framework.

Not emotion. Not preference. Not pressure.

Structure.

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What “Optimum” Really Means

The optimum solution:

• Meets screening criteria

• Achieves benchmarks

• Scores highest against weighted evaluation criteria

• Aligns with mission and values

• Balances short-term and long-term impact

It may not be perfect.

But it is the best fit given available information and constraints.

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Avoid These Pitfalls

During comparison:

• Do not introduce new criteria

• Do not shift weights to favor a preferred option

• Do not ignore the matrix because you “have a feeling”

• Do not rush because of external pressure

Discipline builds trust.

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Why Leaders Struggle Here

Because comparison requires commitment.

Once you determine the optimum solution, you must be prepared to:

• Recommend it

• Defend it

• Implement it

Comparison forces ownership.

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Final Thought

Good leaders generate options.
Great leaders compare them objectively.

Put the solutions side-by-side.
Use your criteria.
Apply your weights.
Make the choice that best achieves the mission.

In Part 8, we’ll cover making and implementing the decision—because analysis without action is just academic.

Leadership moves forward.

Teach it. Coach it. Lead.

JVD

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Sources & Credits

Concepts in this article are derived from FM 6-0, Commander and Staff Organization and Operations, Chapter 4, regarding comparing possible solutions and the use of decision matrices.

This post was drafted with the assistance of AI (ChatGPT) and edited by Mr. VanDusen.