1. Problem-Solving Styles: Individual Preferences for Working on Challenging Tasks or Managing Change
Robin Schumaker
Coordinator, Office of Gifted Education
Virginia Beach City Public Schools
From the work of Donald J. Treffinger, Edwin C. Selby, Scott G. Isaksen, and James H. Crumel

2. From the work of Donald J. Treffinger
People say…
“I really enjoy doing things on the cutting edge.”
“I really enjoy making things work better.”
“Bouncing ideas off others helps me think.”
“I think best alone.”
“I like to make sure everyone is on board.”
“I like to make sure we get a logical result.”
Karen
Explanation:
Reason for working together (Task, goal, assignment, etc.)
Interdependent: they must need one another’s experiences, abilities, and commitments in order to arrive at mutually agreed upon goals.
Committed to the principle of working together as a group leads to more effective decisions than does working in isolation
Accountable as a functioning unit within a larger organization context.
From the work of Donald J. Treffinger

3. Problem-Solving Styles
Problem-solving styles refer to the ways that individuals find most comfortable as they work on new and challenging tasks and deal with change.
From the work of Donald J. Treffinger, Edwin C. Selby, Scott G. Isaksen, and James H. Crumel

4. A person’s problem-solving style might be likened in some ways to “handedness.”
From the work of Donald J. Treffinger, Edwin C. Selby, Scott G. Isaksen, and James H. Crumel

5. Problem-Solving Styles Are: Problem-Solving Styles are NOT:
Natural (everyone has a style)
Neutral (no “right or wrong” style
Comfortable (the ways your prefer)
Stable (don’t change rapidly)
Strengths (how you can be your best)
Fixed, inflexible (people can adapt)
Measures of abilities
Rules for how to behave
“Faults” (things you can’t do well)
From the work of Donald J. Treffinger, Edwin C. Selby, Scott G. Isaksen, and James H. Crumel

6. Three Problem-Solving Style Dimensions:
Orientation to Change- individual preferences for responding to new ideas, structure, and authority when dealing with change or solving problems
Manner of Processing- individual preferences for how and when you use your own inner energy, the energy of others, resources, and the environment
Decision Making- individual preferences for balancing and emphasizing task concerns and personal or intrapersonal needs
From the work of Donald J. Treffinger, Edwin C. Selby, Scott G. Isaksen, and James H. Crumel

7. Problem-Solving Style Survey
Circle the statements that sound most like your child.
My child prefers to…
use a methodical, precise, and efficient approach to tasks and situations
focus on a detailed, well-organized, and carefully structured approach.
work with the guidance of people in authority.
be spontaneous and free-flowing.
look for novel ideas and enjoys finding new and original options.
work away from direct supervision, rules, and guidelines.
look to their own inner thoughts, carefully considering ideas first before being ready to share them with others.
work in a quiet environment free from distractions.
reflect and think deeply in solitude as they weigh options carefully and thoroughly.
share thinking in its early stages and seeks input interactively from others through discussion.
work in environments with noise and sound.
seek a great deal of input from others (from within or outside the group) before reaching closure.
Based on the work of Donald J. Treffinger, Edwin C. Selby, Scott G. Isaksen, and James H. Crumel

8. Problem-Solving Style Survey
Circle the statements that sound most like your child.
My child prefers to…
seek decisions that will achieve the desired outcome.
consider problems and challenges with initial emphasis on what is logical and rational.
ensure that decisions are defensible on the basis of evidence and sound analysis.
seek decisions that all involved can buy into.
consider problems and challenges with initial emphasis on human impact.
ensure that people are comfortable before acting on decisions.
Explorer
Developer
………………………………………………………………….....
Internal processor
External processor
…………………………………………………………………...
Person- focused
Task- focused
………………………………………………………………..

9. Each dimension is anchored by two clear, but seemingly opposite, styles.
Orientation to Change
Explorers
Developers
External processors
Manner of Processing
Internal processors
Person- focused
Decision Making
Task- focused
From the work of Donald J. Treffinger, Edwin C. Selby, Scott G. Isaksen, and James H. Crumel

10. Orientation to Change Developers prefer to: Explorers prefer to:
do things better
find benefit in support and structure
work within the stated rules.
be seen as precise, thorough, and dependable
emphasize improvement and usefulness
do things differently
view structure as limiting and confining
challenge authority, “bend the rules.”
be seen as unconventional
emphasize originality
From the work of Donald J. Treffinger, Edwin C. Selby, Scott G. Isaksen, and James H. Crumel

11. Manner of Processing: Internal processors are more likely to…
External processors are more likely to…
look deeply into the task(s) upon which the group is focused
work to polish and complete new ideas until they are ready to share
reflect and think deeply
enjoy and get energy from working alone or with a few others
help external people to listen
look outside group context for different perspectives and input
act and respond quickly
enjoy and get energy from working with others
initiate communication with others
draw the thoughts of more internal people out in the open
From the work of Donald J. Treffinger, Edwin C. Selby, Scott G. Isaksen, and James H. Crumel

12. Decision Making: Task- focused Person- focused
decision makers prefer to…
Task- focused
decision makers prefer to…
promote harmony and positive interpersonal relationships
use criteria that are personal, sensitive to feelings, and more subjective
consider the personal impact or consequences of a decision
seek options that all people involved can buy into
put people’s feelings over the quality of the outcome
focus on what is logical or rational
use criteria that are authoritative, verifiable, and more objective
consider standards, rigor, or quality
seek the best solution or response
put the quality of the outcome over people’s feelings
From the work of Donald J. Treffinger, Edwin C. Selby, Scott G. Isaksen, and James H. Crumel

13. Discussion: In what ways might each distinct problem-solving style add value and provide challenges to problem-solving teams?

14. Implications for individuals, teams, or groups of individuals who need to work together successfully in an effort to solve problems and build constructive working relationships

15. Based on the work of Donald J. Treffinger
Ideas for consideration:
Orientation to Change
Provide explorers the opportunity to seek novelty and generate many new ideas in an environment that fosters the freedom to create
Provide developers the opportunity to refine and enhance ideas, and form them into more complete, functional, and useful outcomes
Manner of Processing
Provide adequate time and space for internal processors to reflect on their ideas.
Provide time for external processors to talk and share ideas with others, especially ideas that are in their “infancy stage”
Decision Making
Provide individuals with a person- focused style the opportunity to consider the personal or intrapersonal impact or consequences of a decision
Provide individuals with a task- focused style the opportunity to examine and share the logical implications of decisions
Based on the work of Donald J. Treffinger

16. Based on the work of Donald J. Treffinger
Having an understanding of an individual’s preferred problem-solving styles is valuable in that…
it allows for recognition and understanding of personal strengths.
it can lead to an appreciation for style diversity and the information can be used to build and function well in high performing teams.
it provides an opportunity to manage behavior carefully and deliberately
communication approaches can be modified when it is necessary to collaborate with others.
Based on the work of Donald J. Treffinger