Problem Solving (Part 2): The Systematic Process Leaders Should Be Using

In Part 1, we talked about identifying what type of problem you’re facing—well-structured, medium-structured, or ill-structured.

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Now we move to the next question:

Once you know the problem structure, how do you actually solve it?

FM 6-0 outlines a clear, systematic approach leaders can use when formal operational planning tools (like MDMP) aren’t appropriate.

This process works just as well in classrooms, locker rooms, offices, and boardrooms as it does in tactical formations.

Here are the steps:

1. Gather information and knowledge

2. Identify the problem

3. Develop criteria

4. Generate possible solutions

5. Analyze possible solutions

6. Compare possible solutions

7. Make and implement the decision

Let’s walk through it.

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Gather Information and Knowledge

You cannot solve a problem you do not understand.

This step never really stops. Leaders continue collecting and refining information throughout the process.

In schools, that might mean:

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• Reviewing grade data

• Talking to students

• Examining attendance trends

• Looking at discipline records

In coaching:

• Watching film

• Studying opponent tendencies

• Assessing player health

• Reviewing practice performance

In business:

• Analyzing financial reports

• Reviewing customer feedback

• Studying market data

• Talking with team members

Before you jump to solutions, you gather.

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Facts vs. Assumptions vs. Opinions

This is where leadership maturity shows up.

Facts

Facts are verifiable. They have objective reality.

Examples:

• The budget decreased by 10%.

• Student attendance dropped 8%.

• Sales declined in Q3.

• Practice reps were missed.

Facts form the foundation of sound decisions.

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Assumptions

An assumption is something you accept as true without full proof—because you need it to continue planning.

Good assumptions are:

• Valid (likely to be true)

• Necessary (essential to move forward)

If you don’t need the assumption, discard it.

Leaders must constantly test their assumptions.

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Opinions

Opinions matter—but they are not facts.

They may come from experience and expertise, but they must be evaluated objectively.

Strong leaders ask:

• Is this data?

• Is this an assumption?

• Or is this an opinion?

Confusing the three leads to weak decisions.

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Organizing and Sharing Information

A solution is only as good as the information behind it.

Leaders:

• Verify information

• Cross-check facts when possible

• Share relevant information with stakeholders

• Coordinate with those affected

This step prevents blind spots.

In business, that may mean looping in finance or HR.
In education, it may mean consulting support staff.
In coaching, it may mean checking with assistant coaches.

Coordination reduces unintended consequences.

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Final Thought

Leaders don’t rise because they avoid problems.

They rise because they handle them systematically.

Gather.
Clarify.
Evaluate.
Decide.
Adjust.

Problem solving is not about speed alone—it’s about disciplined thinking under pressure.

Subscribe for Problem Solving (Part 3): Identifying the Real Problem — Not Just the Symptoms

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, and related doctrine discussing systematic problem solving.

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