Techniques for Virtual Problem-Solving

Making progress on controversial problems Have you been pulled into a problem where everyone has an opinion, no one agrees, and no one has an actual solution? Like “Should we pivot this big ongoing project that the CEO isn’t convinced about?” My early attempts to tackle these didn't go great. I’d end up presenting a cautious solution to my boss’s boss’s, while another exec vocally disagreed.  Fun, right? 🙂  I needed a process that helped me stay calm, make progress, and get back to focusing on customer impact. What worked:    1. Understand where we are in the problem-solving process.  Most problems are like a universe — they expand in size and complexity with every new piece of information, then contract as potential solutions get eliminated. That gives me a roadmap. If I’m still hearing new information, it’s too early to propose answers. If I’m hearing repetitive info, time to consider solutions. Just naming where I am helps me stay grounded. 2. Use documents to get specific and share context.  Writing down facts and assumptions surfaces obvious questions, like “Is the main goal user experience, or perception?”  It can feel remedial, but that’s how I know everyone agrees on the core info.  It also means we can separate gathering information from jumping into solutions, which saves hours in real-time meetings.  3. Over-communicate the process and status.  For big problems, everyone wants to know what's happening and how to help. A regular update solves that: “This week I’m talking with X, Y, and Z;  Monday I'll share a recommendation draft;  Wednesday I'll share with leaders A, B, and C;  please share feedback by Tuesday.”  If I get inbound questions, I can just respond with the existing written process. 4. Ask questions even if they're embarrassing.  For crucial info, like “actually, who is the most important audience for this?”, I find someone safe, ask directly, and write the answer in my list of facts.  Usually someone else is missing that context too.  5. Write an opinionated recommendation.  My core proposal includes: - Summary:  problem statement & recommendation - Information learned:  facts v. assumptions (both are important) - Goals and decision criteria  - Options & pros / cons for each - Why this recommendation - Next steps if the recommendation is agreed on, including mitigating risks - Discussion of recommendation & other options Real-time discussions are more effective because everyone has the same info. 6. Don’t hold out for a perfect solution.  If a problem is controversial, by definition there’s no clear solution.   That gives me permission to propose my imperfect solution.   This process, simple as it is, has helped me tackle even the hardest problems.  And it’s helped me figure out how to diagnose and manage disagreements rationally, so even when everyone disagrees, we can figure out what it takes to make progress.  (For regular updates + the doodle, check out amivora.substack.com!)

𝗕𝗶𝗴 𝗣𝗿𝗼𝗯𝗹𝗲𝗺𝘀 𝗗𝗼𝗻’𝘁 𝗡𝗲𝗲𝗱 𝗕𝗶𝗴 𝗦𝗼𝗹𝘂𝘁𝗶𝗼𝗻𝘀. 𝗧𝗵𝗲𝘆 𝗡𝗲𝗲𝗱 𝗦𝗺𝗮𝗹𝗹𝗲𝗿 𝗣𝗿𝗼𝗯𝗹𝗲𝗺𝘀. —𝘮𝘺 𝘱𝘦𝘳𝘴𝘰𝘯𝘢𝘭 𝘷𝘪𝘦𝘸; 𝘰𝘱𝘪𝘯𝘪𝘰𝘯𝘴 𝘢𝘳𝘦 𝘮𝘺 𝘰𝘸𝘯. 𝙈𝙤𝙣𝙨𝙩𝙚𝙧𝙨 𝙖𝙧𝙚 𝙟𝙪𝙨𝙩 𝙥𝙪𝙯𝙯𝙡𝙚𝙨 𝙬𝙞𝙩𝙝 𝙗𝙖𝙙 𝙋𝙍. When I face an overwhelming problem—the kind that demands “bold visions” or “massive refactors”—I stop. Instead, I ask: What’s the smallest meaningful unit in this chaos? (𝘍𝘪𝘳𝘴𝘵 𝘱𝘳𝘪𝘯𝘤𝘪𝘱𝘭𝘦𝘴.) Can I carve the monster into smaller, digestible creatures? What’s one piece I can fix today—without waiting for permission? This isn’t theory. It’s how I solve real SDV problems. 𝗔 𝗥𝗲𝗮𝗹 𝗘𝘅𝗮𝗺𝗽𝗹𝗲: 𝗗𝗶𝘀𝘀𝗲𝗰𝘁𝗶𝗻𝗴 𝗖𝗿𝗼𝘀𝘀-𝗣𝗹𝗮𝘁𝗳𝗼𝗿𝗺 𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗼𝗻 (Multiple runtimes, domains, SoCs—a beast, until disassembled.) 𝗧𝗵𝗲 𝗦𝗰𝗮𝗹𝗽𝗲𝗹: → Single source of truth for communication contracts. → IDLs that scale across runtimes and protocols (evaluate ruthlessly). → Protocol mapping — right tool for each path: - AUTOSAR → Performance Core: SOME/IP (stateful) or PDUs (deterministic) - Performance Core → Infotainment: gRPC over TCP/IP (reliable services), or UDP for low-latency streams - Intra-Performance Core: Shared Memory IPC (zero-copy, no serialization) → Data brokers? Only where unavoidable — and auto-generate them. → Software structure: isolate building blocks like a virologist. 𝗖𝗿𝗶𝘁𝗶𝗰𝗮𝗹: → Build reference platforms in parallel — virtual and real. - Virtual first: simulators/VMs to validate logic early - Hardware second: test timing, I/O, Layer 2 quirks → Never wait for full hardware. It’s expensive. And late. 𝗕𝗿𝗲𝗮𝗸 𝘁𝗵𝗲 𝗽𝗿𝗼𝗯𝗹𝗲𝗺 — 𝗯𝗲𝗳𝗼𝗿𝗲 𝗶𝘁 𝗯𝗿𝗲𝗮𝗸𝘀 𝘆𝗼𝘂𝗿 𝘁𝗲𝗮𝗺. #SoftwareDefinedVehicle #SystemArchitecture #ShiftLeft #Middleware #EmbeddedSystems

Problems aren't roadblocks. They're invitations. An invitation to innovate. To rethink. To leap. The difference between stuck and unstoppable? It's not the challenge. It's you. Your lens. Your toolkit. Your willingness to dance with the difficulty. As a tech leader, your ability to solve complex issues can make or break your career. I've led teams across continents, industries, and crises. Here's what I've learned: 𝟭. 𝗥𝗼𝗼𝘁 𝗖𝗮𝘂𝘀𝗲 𝗔𝗻𝗮𝗹𝘆𝘀𝗶𝘀 Peel back the layers. Ask "Why?" repeatedly. You're not fixing a leak; you're redesigning the plumbing. 𝟮. 𝗦𝗪𝗢𝗧 𝗔𝗻𝗮𝗹𝘆𝘀𝗶𝘀 Map your battlefield. Know your strengths, weaknesses, opportunities, and threats. Sun Tzu would approve. 𝟯. 𝗠𝗶𝗻𝗱 𝗠𝗮𝗽𝗽𝗶𝗻𝗴 Visualize the chaos. Connect the dots. Your brain on paper, minus the mess. 𝟰. 𝗦𝗰𝗲𝗻𝗮𝗿𝗶𝗼 𝗣𝗹𝗮𝗻𝗻𝗶𝗻𝗴 Prepare for multiple futures. Be the chess player who sees ten moves ahead. 𝟱. 𝗦𝗶𝘅 𝗧𝗵𝗶𝗻𝗸𝗶𝗻𝗴 𝗛𝗮𝘁𝘀 Wear different perspectives. Be the critic, the optimist, the data analyst, the artist, the operator. Your mind is pliable; use it. 𝙒𝙝𝙮 𝙩𝙝𝙞𝙨 𝙢𝙖𝙩𝙩𝙚𝙧𝙨: - 76% of IT leaders rank problem-solving as the top soft skill (Global Knowledge) - Strong problem-solvers are 3.5x more likely to hit strategic goals (Harvard Business Review) - 70% of problem-solving pros drive more innovation (PwC) These aren't just methods. They're mindsets. Tools to reshape your thinking. I've used these to navigate multi-million-dollar projects and multinational teams. They work. Period. But the real differentiator: consistency. Use these daily. Make them habits. Your problem-solving muscle grows with every rep. Start now. Pick one method. Apply it to a current challenge. Share your results. The best tech leaders aren't born. They're forged in the fires of solving complex problems. What will you solve today?

Is your team stuck in the “Insanity Loop”? Doing the same things, in the same way, and expecting different results. It’s more common than you think - even in high-performing teams. Here are 3 subtle signs the loop might be at play: 1. Everyone’s busy, but progress is patchy There’s constant movement, but not meaningful momentum. Activity doesn’t always equal advancement. 2. The same problems keep resurfacing You’ve had the meeting. You’ve agreed on the actions. But somehow, here it is again - the same issue, slightly repackaged. 3. Training has happened, but transformation hasn’t People know what to do, but behaviour hasn’t shifted. New ways of working are not happening. A favourite Go M.A.D. technique that leaders and teams can use to break out of the insanity loop is The 20 Answer Technique. It’s one of the fastest ways to unlock new thinking, fresh ideas, and a clear path forward. Here’s how it works… Turn a problem into a possibility-based question - then answer it 20 different ways. Do this in 4 simple steps: 1.  Write down the problem as a statement e.g. “We’re not hitting our targets.” 2.  Reframe it into a solution-focused question. Start with: “What could I possibly…?” “How could I possibly…?” “Who could I possibly…?” Or, for a team, “How could we possibly improve our performance this month?” 3. Write 20 different answers – fast Do this in one go, without judging or analysing responses. Quantity matters more than quality at this stage. 4. Review your answers Highlight next steps. Often, one or two golden ideas will jump out. Here’s a bonus tip: Use this before or during meetings – turn agenda items into questions and ask attendees to submit or bring 20 answers. Apply this anytime a problem persists for longer than 48 hours – redefine it as a question and list 20 possibilities as quickly as you can. What breakthrough have you had using solution-focused questions? Let me know. #Leadership #ThinkingDifferently #TeamPerformance #ProblemSolving #SolutionFocused #OrganisationalEffectiveness

What’s in Your BA Toolbox? Ever felt overwhelmed by messy processes, conflicting stakeholder expectations or unclear requirements? Same here. But over time, I’ve realized that Business Analysis isn’t about having all the answers. It’s about using the right tools to uncover them. 1. MoSCoW Prioritization A method for ranking requirements or features based on importance: * Must Have – Critical for solution success * Should Have – Important but not critical * Could Have – Nice to include if time allows * Won’t Have (this time) – Agreed to leave out for now Why it’s used: To manage scope and make tough trade-off decisions easier. Example: In an employee portal, login functionality = Must Have background image customization = Could Have 2. As-Is / To-Be Process Mapping A visual technique to compare the current (As-Is) process with the improved future state (To-Be). Why it’s used: Helps identify inefficiencies, gaps and opportunities before recommending solutions. Example: Mapping a manual leave request process vs a proposed automated workflow. 3. Gap Analysis Used to evaluate the difference between the current state and the desired state in terms of systems, skills features or processes. 4. SWOT Analysis A structured strategic planning tool that examines * Strengths-internal positives * Weaknesses-internal negatives * Opportunities-external chances for growth * Threats-external risks Why it’s used: To assess feasibility and improve decision-making. Example: Used when evaluating a new product launch in a competitive market. 5. C.A.T.W.O.E. A stakeholder analysis and problem-solving tool focused on: * Customers * Actors * Transformation * Worldview * Owner * Environment Why it’s used: Encourages holistic thinking before proposing changes. Example: Applied when introducing major process changes that affect multiple departments. 6. Use Case Modeling Describes how a user (actor) interacts with a system to achieve a goal. It typically includes a set of steps and conditions for system interaction. Why it’s used: Helps define functional system requirements clearly. 7. User Stories & Acceptance Criteria A simple Agile method to capture requirements in this format: “As a [user], I want [feature] so that [benefit].” Why it’s used: Helps ensure requirements are user-centered and testable. Acceptance Criteria define the conditions that must be met for the story to be considered complete. Example: “As an employee, I want to reset my password so I can access my account without admin help.” 8. Porter’s Five Forces A framework for analyzing the competitive forces within an industry: * Competitive Rivalry * Supplier Power * Buyer Power * Threat of New Entry * Threat of Substitution Why it’s used: To assess the strategic position of a business in its market. Example: Useful in market analysis before launching a fintech app. #BusinessAnalysis #BATools #BA #ProjectManagement #ProcessImprovement #AgileBA #ProductStrategy #BACommunity

#1 role for human workers in the age of AI? Deciding WHAT problem to solve. While AI handles the HOW more and more, smart teams will win by asking better questions. Here's a powerful framework to teach your people: "Structured Analytic Techniques." The same methods US intelligence uses to diagnose complex issues: 4 proven techniques that separate great thinkers from the rest: 1. 𝐊𝐞𝐲 𝐀𝐬𝐬𝐮𝐦𝐩𝐭𝐢𝐨𝐧𝐬 𝐂𝐡𝐞𝐜𝐤 Before diving into any analysis: → Map out what you think you know → List every hidden assumption → Challenge each one ruthlessly → Hunt for invalidating evidence Why it matters: Your biggest blind spots hide in what you take for granted. 2. 𝐐𝐮𝐚𝐥𝐢𝐭𝐲 𝐨𝐟 𝐈𝐧𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐨𝐧 𝐂𝐡𝐞𝐜𝐤 Not all data is created equal: → Build a source credibility database → Rate context for each input → Spot gaps and potential deception → Adjust confidence based on quality Remember: Bad information leads to bad decisions. Every time. 3. 𝐈𝐧𝐝𝐢𝐜𝐚𝐭𝐨𝐫𝐬 𝐨𝐫 𝐒𝐢𝐠𝐧𝐩𝐨𝐬𝐭𝐬 𝐨𝐟 𝐂𝐡𝐚𝐧𝐠𝐞 Stay ahead of surprises: → Define key variables to watch → Create observable indicator matrices → Build scenarios for each shift → Review and update regularly The best analysts don't predict. They prepare. 4. 𝐀𝐧𝐚𝐥𝐲𝐬𝐢𝐬 𝐨𝐟 𝐂𝐨𝐦𝐩𝐞𝐭𝐢𝐧𝐠 𝐇𝐲𝐩𝐨𝐭𝐡𝐞𝐬𝐞𝐬 (𝐀𝐂𝐇) Avoid tunnel vision: → Brainstorm ALL possible explanations → Map evidence against each one → Focus on disproving, not proving → Let the data tell the story Here's what separates great teams: They don't just analyze problems. They analyze their analysis. Which technique could save your team from its next mistake? (This is part 1 of a 3-part series on critical thinking excellence) ♻️ Find this valuable? Repost to help others. Follow Vince Jeong for posts on leadership, learning, and excellence. 📌 Want free PDFs of this and my top cheat sheets? You can find them here: https://lnkd.in/g2t-cU8P Hi 👋 I'm Vince, CEO of Sparkwise. I help orgs massively scale excellence by automating live group learning that sparks critical thinking, practice and action—without live facilitators.

You’re not a natural born problem-solver. It’s a skill you learn. Most of us never learned how to solve problems. How to think. A problem pops up, we swing. Another one, another swing. No system. No leverage. Just chaos. And it costs us time, energy, and results. So how do the best thinkers, consultants, and leaders do it? They use frameworks. Here are 5 that any leader must know. 1. SCQA Framework Turn messy problems into clear, compelling narratives. → Best for aligning teams and getting buy-in on solutions. 2. MECE Framework Organize your thinking with zero overlap and full coverage. → Ideal for strategy, research, and clear categorization. 3. Pyramid Principle Start with the conclusion. Then back it up. → Perfect for clear communication and persuasive writing. 4. Ishikawa Diagram (Fishbone) Find the root cause—not just the symptoms. → Best when you need team clarity or visual diagnosis. 5. Issue Trees Break down complex problems into small, solvable parts. → Great for untangling messes and getting to the core. These 5 tools won't just help you solve problems. They'll help you think like someone who's in control. Especially when things get messy. Which one do you already use? ⬇️ Let me know in the comments ♻️ Repost to help your network solve problems faster. ➡️ Follow Alex Miguel Meyer for more on AI, Critical Thinking & AI-Leadership.

Great Problem-Solving Isn’t About Genius—It’s About Process The best solvers don’t just ‘figure it out.’ They follow a method. Here’s yours: 🔍 1. Define the Real Problem — Ask “Why?” 5 times. Symptoms distract; root causes matter. 📊 2. Break It Into Smaller Pieces — Overwhelm kills progress. Chunk it. Solve one piece at a time. 💡 3. Generate Bad Ideas First — Ridiculous options spark creativity. Quantity > quality early on. 🤔 4. Test Assumptions, Not Just Solutions — Often, the problem isn’t what you think. Challenge your biases. 🔄 5. Pilot Before You Perfect — Rapid, low-cost tests beat endless planning. Fail fast, learn faster. 🚀 6. Document the Why Behind the Fix — Future-you will thank you when the problem resurfaces. The goal isn’t to solve—it’s to keep solving. What’s your problem-solving framework? Drop your #1 tip below! 👇 Follow Nataraj Sasid #Leadership #Productivity

Problem Solving: The Art of Navigating Complexity in the AI Era I've learned that in enterprise settings, problems rarely come with neat definitions or clear boundaries. They're messy, interconnected, and often evolving as we work on them, and solutions dont appear magically; you have to work on them from multiple perspectives. While AI excels at solving well-defined problems, the uniquely human skill lies in unpacking complexity by breaking down ambiguous challenges into workable components. This means becoming comfortable with uncertainty, asking better questions, and resisting the urge to jump to solutions. It's like compound interest for problem-solving; the more you invest in understanding the problem space, the greater your returns in solution effectiveness. The most effective problem solvers I work with have mastered four capabilities:   1. Deconstructing multi-layered problems into manageable pieces   2. Studying the problem from different perspectives.   3. Iterating rapidly between hypothesis and testing, and   4. Synthesizing insights across domains and stakeholders. However, I've discovered that AI can serve as an exceptional thought partner in this iterative process. When facing complex challenges, I utilize AI to stress-test my hypotheses, explore potential blind spots I might miss, and rapidly prototype various solutions to the problem. It's like having an always-on collaborator, and a whole slew of subject matter experts in different domains who can help you think through multiple scenarios simultaneously. The future belongs to leaders who can dance with ambiguity while maintaining human agency in defining problems and making decisions. With AI as our thought partner, every one of us can now possess superpowers, accessing knowledge in any domain and accelerating thinking cycles that once took weeks and months to complete, now into minutes and hours. Foundry for AI by Rackspace (FAIR™) D Scott Sanders Ben Blanquera #ProblemSolving #AI #Leadership #CriticalThinking #EnterpriseSolutions #FutureOfWork #ComplexSystems

Stop debating ideas that could be tested in 10 minutes. I recently put together a fun visual around a simple concept: Try-storming. Instead of spending time discussing what might work, try-storming encourages teams to simulate the idea and see what actually happens. Move the table. Change the sequence. Test the layout. Run the process. No slide deck required. Some of the best learning doesn’t come from conversation — it comes from trying something, seeing the result, and adjusting from there. Because once you simulate the work: • Assumptions get challenged • Problems become visible • Better ideas emerge I’ve seen this come to life in kaizen events and continuous improvement efforts. When teams shift from debating to trying, momentum builds quickly. As a coach, one of the most impactful nudges is simply: 👉 “Let’s go try it.” It lowers the barrier to action and helps teams learn faster by doing — not just discussing. Try-storming doesn’t replace thinking — it accelerates it. Less debating. More doing. Where could your team test an idea today instead of talking about it? #Lean #TryStorming #Kaizen #ContinuousImprovement #ProblemSolving #OperationalExcellence #Coaching #LearningByDoing