What is it?

A structured process for solving difficult problems as a team.
The Problem Owner goes through a 30–45 minute process that leads to practical solutions and clear actions.

Why is it useful?

• Tackles tough problems quickly and systematically.
• Creates involvement, inclusion, and shared ownership.
• Prevents unstructured meetings that drag on without results.
• Helps the Problem Owner leave with clear next steps.

Objectives

• Make breakthrough progress on a difficult problem.
• Replace unstructured meetings with a rigorous process.
• Ensure the Problem Owner leaves with actions that inform future plans.
• Build team ownership of the solution.

When would you use it?

• When you need to solve a challenging issue fast.
• When a structured, rigorous analysis is required.
• With small to medium groups (up to 10) for best results.
• To expand your team’s brainstorming toolkit.

Resources required

• Group of up to 10 participants.
• Flipchart and marker pens.
• Wall space for flipcharts.
• Tack or tape to display pages.
• Quiet open space (chairs in a semi-circle facing the flipchart).

Rules

• Keep contributions short (headlines only).
• No idea is a bad idea.
• Listen as well as contribute.
• Only one person speaks at a time.
• Be open-minded and ready to participate.
• Stick to the agreed time limit (20–45 minutes).
• Always remember who owns the problem.

Roles

Problem Owner

• Owns the problem and leaves with an action plan.
• Provides background and makes final decisions.

Facilitator

• Keeps the process on track.
• Promotes creativity.
• Records output.

Team

• Contributes ideas and expertise.
• Follows the process and helps refine solutions.

Process

1. Problem Statement

   • Owner defines the issue as a “How do I…?” question.

2. Idea Generation

   • Team brainstorms solutions while Owner listens.
   • Facilitator captures all ideas.

3. Idea Selection

   • Owner selects 1–3 promising ideas.

4. Benefits & Concerns

   • Team lists pros and cons for each selected idea.

5. Critical Concerns

   • Any show-stoppers are raised and discussed.
   • Ideas can be discarded if concerns cannot be overcome.

6. Action Planning

   • Group creates a plan to address concerns and identify next steps.
   • Assign responsibilities and deadlines.

Secret Sauce

• The structure manages resistance by involving everyone in idea generation, then narrowing down through Owner-led selection.
• Team feedback shapes the solution, building shared ownership.
• Blockers and concerns are addressed through planned actions, not debate.
• Be strict with timing to avoid drift into discussion.
• Always leave enough time for action planning – this is the whole point of the session.
• The Owner is not obliged to pursue every idea, but should respect the team’s input. Overlooking it risks damaging trust in future sessions.
• With practice and discipline, PSTB can transform how your team solves problems together.