Thursday, March 5, 2026

Problem Solving (Part 5): Generate More Than One Solution

Photo by Zac Gribble on Unsplash
Once you’ve defined the problem and developed clear criteria, the next step is deceptively simple:

Generate possible solutions.

And this is where many leaders quietly sabotage themselves.

They develop one idea.
They fall in love with it.
They defend it.
They execute it.

And when it fails, they blame execution—not imagination.

FM 6-0 makes something clear:

Leaders should consider at least two solutions.

Not twenty.
Not one.

At least two.

Because comparison is one of the most powerful decision-making tools you have.

Why One Solution Is a Risk

Developing only one option may feel efficient.

It is not disciplined.

One solution:

  • Prevents comparison

  • Hides assumptions

  • Limits creativity

  • Increases blind spots

  • Raises the chance of unintended consequences

Yes, generating multiple options takes more time.

But fixing a poorly considered solution takes even more.

How Many Solutions Should You Generate?

Experience and available time determine the number.

Too many options:

  • Waste time

  • Create unnecessary analysis

  • Confuse the team

Too few:

  • Limit perspective

  • Reduce creativity

  • Increase risk

In most leadership environments—schools, coaching staffs, executive teams—two to four well-developed options are ideal.

Use Creativity Intentionally

Doctrine emphasizes creativity.

Often, groups generate better ideas than individuals—if the group understands the problem.

That’s important.

Creativity without understanding is chaos.
Creativity grounded in knowledge produces innovation.

Photo by Per Lööv on Unsplash
Brainstorming Done Correctly

Brainstorming is not random discussion. It’s structured.

When leaders use brainstorming, they:

  • Clearly state the problem

  • Ensure everyone understands it

  • Appoint someone to record ideas

  • Withhold judgment during idea generation

  • Encourage independent thinking

  • Aim for quantity, not immediate quality

  • “Hitchhike” ideas—build on others’ thoughts

The key rule:

No criticism during idea generation.

Judgment comes later.

Civilian Applications

In Education:

Problem: Student engagement is declining.

Brainstormed options:

  • Adjust instructional model

  • Modify schedule

  • Incorporate project-based learning

  • Increase student voice

  • Change assessment structure

Do not evaluate yet. Just generate.

In Coaching:

Problem: Defensive performance is weak.

Options:

  • Scheme adjustment

  • Personnel rotation

  • Conditioning emphasis

  • Film-study increase

  • Communication restructure

Again—generate first. Evaluate later.

In Business:

Problem: Sales are declining.

Options:

  • Pricing change

  • Marketing pivot

  • Customer experience redesign

  • New target demographic

  • Product modification

Quantity first. Quality later.

Screen After Generating

Once options are generated, leaders apply screening criteria.

Some ideas will immediately fail the basic tests of:

Discard those.

But if screening leaves only one viable option, that’s a signal:

You didn’t generate enough creativity.

Go back and develop more.

Summarize Solutions Clearly

After generating viable options, leaders document them.

Each solution should be:

  • Clear

  • Concise

  • Actionable

  • Understandable

Sometimes a single sentence works.

Example:
“Restructure the master schedule to create intervention blocks for struggling students.”

Other times, more detail is needed:

  • Diagrams

  • Sketches

  • Concept outlines

  • Written narratives

Clarity prevents misunderstanding during analysis.

If you can’t clearly explain the solution, you can’t properly evaluate it.

Why This Step Matters

This step:

  • Expands perspective

  • Reduces bias

  • Encourages innovation

  • Prevents tunnel vision

  • Strengthens ownership

Leaders who consistently generate multiple options become more adaptable, more resilient, and less reactive.

They don’t panic when the first plan fails.

They pivot.

Final Thought

Problem solving is not about having the fastest answer.

It’s about having the best-informed one.

Generate more than one path.
Document clearly.
Screen thoughtfully.
Prepare for comparison.

In Part 6, we’ll analyze and compare possible solutions—where disciplined thinking separates good leaders from reactive ones.

Because leadership is not about guessing right.

It’s about thinking clearly.


Teach it. Coach it. Lead.

JVD


Sources & Credits

Concepts in this article are derived from FM 6-0, Commander and Staff Organization and Operations, Chapter 4, regarding generating possible solutions and brainstorming techniques.

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



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