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31 examples of problem solving performance review phrases
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You're doing great
You should think of improving
Tips to improve
Use these practical examples of phrases, sample comments, and templates for your performance review , 360-degree feedback survey, or manager appraisal.
The following examples not only relate to problem-solving but also conflict management , effective solutions, selecting the best alternatives, decision making , problem identification, analyzing effectively, and generally becoming an effective problem-solving strategist. Start using effective performance review questions to help better guide your workforce's development.
Problem solving appraisal comments: you're doing great
- You always maintain an effective dialogue with clients when they have technical problems. Being clear and articulate makes sure our customers' faults are attended to promptly.
- You constantly make sure to look beyond the obvious you never stop at the first answer. You’re really good at exploring alternatives. Well done!
- Keeping the supervisors and managers informed of status changes and requests is important. You’re really good at communicating the changes to the projects at all times. Keep it up!
- You stay cool and collected even when things aren’t going according to plan or up in the air. This is a great trait to possess. Well done!
- You’re excellent at giving an honest and logical analysis. Keep it up! Effectively diagnosing complex problems and reaching sustainable solutions is one of your strong points.
- Your ability to ability to make complex systems into simple ones is truly a unique skill to possess. Well done!
- You often identify practical solutions to every roadblock. You’re a real asset to the team! Great job.
- You always listen actively and attentively to make sure you understand what the exact problem is and you come up with solutions in an effective manner.
- You have an amazing ability to clearly explain options and solutions effectively and efficiently. Well done!
- When driving projects, you can shift to other areas comfortably and easily. making sure the project runs smoothly. Great job!
Problem solving performance review phrases: you should think of improving
- You always seem too overwhelmed when faced with multiple problems. Try to think of ways to make problems more manageable so that they can be solved in a timely and effective manner.
- Avoiding conflicts constantly with people is not a good idea as you will only build up personal frustration and nothing will be done to remedy the situation. Try to face people when there are problems and rectify problems when they occur.
- Don’t allow demanding customers to rattle your cage too much. If they become too demanding, take a step back, regulate your emotions , and try to make use of online support tools to help you rectify problems these tools can help a lot!
- It’s necessary that you learn from your past mistakes . You cannot keep making the same mistakes , as this is not beneficial to the company.
- You tend to ask the same questions over and over again. Try to listen more attentively or take notes when colleagues are answering!
- Providing multiple solutions in an indirect and creative approach will allow you to be more effective at problem-solving . if you struggle with this typically through viewing the problem in a new and unusual light.
- You fail to provide staff with the appropriate amount of structure and direction. They must know the direction you wish them to go in to achieve their goals .
- You need to be able to recognize repetitive trends to solve problems promptly.
- You tend to have problems troubleshooting even the most basic of questions. As a problem solver and customer support person, it’s imperative that you can answer these questions easily.
- Read through your training manual and make sure you fully understand it before attempting questions again.
Performance review tips to improve problem solving
- Try to complain less about problems and come up with solutions to the problems more often. Complaining is not beneficial to progression and innovation.
- As a problem solver, it’s important to be able to handle multiple priorities under short deadlines.
- You need to be able to effectively distinguish between the cause and the symptoms of problems to solve them in an efficient and timely manner.
- Try to anticipate problems in advance before they become major roadblocks down the road.
- Try to view obstacles as opportunities to learn and thrive at the challenge of solving the problem.
- Remember to prioritize problems according to their degree of urgency. It's important that you spend the majority of your time on urgent tasks over menial ones.
- When putting plans into place, stick to them and make sure they are completed.
- When solving problems, try to allocate appropriate levels of resources when undertaking new projects. It is important to become as efficient and as effective as possible.
- Try to learn to pace yourself when solving problems to avoid burnout . You’re a great asset to the team and we cannot afford to lose at this point.
- Meeting regularly with your staff to review results is vital to the problem-solving process.
- Staff that has regular check-ins understand what it is that is required of them, what they are currently achieving, and areas they may need to improve. Try to hold one-on-one meetings every week.
Madeline Miles
Madeline is a writer, communicator, and storyteller who is passionate about using words to help drive positive change. She holds a bachelor's in English Creative Writing and Communication Studies and lives in Denver, Colorado. In her spare time, she's usually somewhere outside (preferably in the mountains) — and enjoys poetry and fiction.
25 performance review questions (and how to use them)
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Overview of the Problem-Solving Mental Process
Kendra Cherry, MS, is a psychosocial rehabilitation specialist, psychology educator, and author of the "Everything Psychology Book."
Rachel Goldman, PhD FTOS, is a licensed psychologist, clinical assistant professor, speaker, wellness expert specializing in eating behaviors, stress management, and health behavior change.
- Identify the Problem
- Define the Problem
- Form a Strategy
- Organize Information
- Allocate Resources
- Monitor Progress
- Evaluate the Results
Frequently Asked Questions
Problem-solving is a mental process that involves discovering, analyzing, and solving problems. The ultimate goal of problem-solving is to overcome obstacles and find a solution that best resolves the issue.
The best strategy for solving a problem depends largely on the unique situation. In some cases, people are better off learning everything they can about the issue and then using factual knowledge to come up with a solution. In other instances, creativity and insight are the best options.
It is not necessary to follow problem-solving steps sequentially, It is common to skip steps or even go back through steps multiple times until the desired solution is reached.
In order to correctly solve a problem, it is often important to follow a series of steps. Researchers sometimes refer to this as the problem-solving cycle. While this cycle is portrayed sequentially, people rarely follow a rigid series of steps to find a solution.
The following steps include developing strategies and organizing knowledge.
1. Identifying the Problem
While it may seem like an obvious step, identifying the problem is not always as simple as it sounds. In some cases, people might mistakenly identify the wrong source of a problem, which will make attempts to solve it inefficient or even useless.
Some strategies that you might use to figure out the source of a problem include :
- Asking questions about the problem
- Breaking the problem down into smaller pieces
- Looking at the problem from different perspectives
- Conducting research to figure out what relationships exist between different variables
2. Defining the Problem
After the problem has been identified, it is important to fully define the problem so that it can be solved. You can define a problem by operationally defining each aspect of the problem and setting goals for what aspects of the problem you will address
At this point, you should focus on figuring out which aspects of the problems are facts and which are opinions. State the problem clearly and identify the scope of the solution.
3. Forming a Strategy
After the problem has been identified, it is time to start brainstorming potential solutions. This step usually involves generating as many ideas as possible without judging their quality. Once several possibilities have been generated, they can be evaluated and narrowed down.
The next step is to develop a strategy to solve the problem. The approach used will vary depending upon the situation and the individual's unique preferences. Common problem-solving strategies include heuristics and algorithms.
- Heuristics are mental shortcuts that are often based on solutions that have worked in the past. They can work well if the problem is similar to something you have encountered before and are often the best choice if you need a fast solution.
- Algorithms are step-by-step strategies that are guaranteed to produce a correct result. While this approach is great for accuracy, it can also consume time and resources.
Heuristics are often best used when time is of the essence, while algorithms are a better choice when a decision needs to be as accurate as possible.
4. Organizing Information
Before coming up with a solution, you need to first organize the available information. What do you know about the problem? What do you not know? The more information that is available the better prepared you will be to come up with an accurate solution.
When approaching a problem, it is important to make sure that you have all the data you need. Making a decision without adequate information can lead to biased or inaccurate results.
5. Allocating Resources
Of course, we don't always have unlimited money, time, and other resources to solve a problem. Before you begin to solve a problem, you need to determine how high priority it is.
If it is an important problem, it is probably worth allocating more resources to solving it. If, however, it is a fairly unimportant problem, then you do not want to spend too much of your available resources on coming up with a solution.
At this stage, it is important to consider all of the factors that might affect the problem at hand. This includes looking at the available resources, deadlines that need to be met, and any possible risks involved in each solution. After careful evaluation, a decision can be made about which solution to pursue.
6. Monitoring Progress
After selecting a problem-solving strategy, it is time to put the plan into action and see if it works. This step might involve trying out different solutions to see which one is the most effective.
It is also important to monitor the situation after implementing a solution to ensure that the problem has been solved and that no new problems have arisen as a result of the proposed solution.
Effective problem-solvers tend to monitor their progress as they work towards a solution. If they are not making good progress toward reaching their goal, they will reevaluate their approach or look for new strategies .
7. Evaluating the Results
After a solution has been reached, it is important to evaluate the results to determine if it is the best possible solution to the problem. This evaluation might be immediate, such as checking the results of a math problem to ensure the answer is correct, or it can be delayed, such as evaluating the success of a therapy program after several months of treatment.
Once a problem has been solved, it is important to take some time to reflect on the process that was used and evaluate the results. This will help you to improve your problem-solving skills and become more efficient at solving future problems.
A Word From Verywell
It is important to remember that there are many different problem-solving processes with different steps, and this is just one example. Problem-solving in real-world situations requires a great deal of resourcefulness, flexibility, resilience, and continuous interaction with the environment.
Get Advice From The Verywell Mind Podcast
Hosted by therapist Amy Morin, LCSW, this episode of The Verywell Mind Podcast shares how you can stop dwelling in a negative mindset.
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You can become a better problem solving by:
- Practicing brainstorming and coming up with multiple potential solutions to problems
- Being open-minded and considering all possible options before making a decision
- Breaking down problems into smaller, more manageable pieces
- Asking for help when needed
- Researching different problem-solving techniques and trying out new ones
- Learning from mistakes and using them as opportunities to grow
It's important to communicate openly and honestly with your partner about what's going on. Try to see things from their perspective as well as your own. Work together to find a resolution that works for both of you. Be willing to compromise and accept that there may not be a perfect solution.
Take breaks if things are getting too heated, and come back to the problem when you feel calm and collected. Don't try to fix every problem on your own—consider asking a therapist or counselor for help and insight.
If you've tried everything and there doesn't seem to be a way to fix the problem, you may have to learn to accept it. This can be difficult, but try to focus on the positive aspects of your life and remember that every situation is temporary. Don't dwell on what's going wrong—instead, think about what's going right. Find support by talking to friends or family. Seek professional help if you're having trouble coping.
Davidson JE, Sternberg RJ, editors. The Psychology of Problem Solving . Cambridge University Press; 2003. doi:10.1017/CBO9780511615771
Sarathy V. Real world problem-solving . Front Hum Neurosci . 2018;12:261. Published 2018 Jun 26. doi:10.3389/fnhum.2018.00261
By Kendra Cherry, MSEd Kendra Cherry, MS, is a psychosocial rehabilitation specialist, psychology educator, and author of the "Everything Psychology Book."
35 problem-solving techniques and methods for solving complex problems
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All teams and organizations encounter challenges as they grow. There are problems that might occur for teams when it comes to miscommunication or resolving business-critical issues . You may face challenges around growth , design , user engagement, and even team culture and happiness. In short, problem-solving techniques should be part of every team’s skillset.
Problem-solving methods are primarily designed to help a group or team through a process of first identifying problems and challenges , ideating possible solutions , and then evaluating the most suitable .
Finding effective solutions to complex problems isn’t easy, but by using the right process and techniques, you can help your team be more efficient in the process.
So how do you develop strategies that are engaging, and empower your team to solve problems effectively?
In this blog post, we share a series of problem-solving tools you can use in your next workshop or team meeting. You’ll also find some tips for facilitating the process and how to enable others to solve complex problems.
Let’s get started!
How do you identify problems?
How do you identify the right solution.
- Tips for more effective problem-solving
Complete problem-solving methods
- Problem-solving techniques to identify and analyze problems
- Problem-solving techniques for developing solutions
Problem-solving warm-up activities
Closing activities for a problem-solving process.
Before you can move towards finding the right solution for a given problem, you first need to identify and define the problem you wish to solve.
Here, you want to clearly articulate what the problem is and allow your group to do the same. Remember that everyone in a group is likely to have differing perspectives and alignment is necessary in order to help the group move forward.
Identifying a problem accurately also requires that all members of a group are able to contribute their views in an open and safe manner. It can be scary for people to stand up and contribute, especially if the problems or challenges are emotive or personal in nature. Be sure to try and create a psychologically safe space for these kinds of discussions.
Remember that problem analysis and further discussion are also important. Not taking the time to fully analyze and discuss a challenge can result in the development of solutions that are not fit for purpose or do not address the underlying issue.
Successfully identifying and then analyzing a problem means facilitating a group through activities designed to help them clearly and honestly articulate their thoughts and produce usable insight.
With this data, you might then produce a problem statement that clearly describes the problem you wish to be addressed and also state the goal of any process you undertake to tackle this issue.
Finding solutions is the end goal of any process. Complex organizational challenges can only be solved with an appropriate solution but discovering them requires using the right problem-solving tool.
After you’ve explored a problem and discussed ideas, you need to help a team discuss and choose the right solution. Consensus tools and methods such as those below help a group explore possible solutions before then voting for the best. They’re a great way to tap into the collective intelligence of the group for great results!
Remember that the process is often iterative. Great problem solvers often roadtest a viable solution in a measured way to see what works too. While you might not get the right solution on your first try, the methods below help teams land on the most likely to succeed solution while also holding space for improvement.
Every effective problem solving process begins with an agenda . A well-structured workshop is one of the best methods for successfully guiding a group from exploring a problem to implementing a solution.
In SessionLab, it’s easy to go from an idea to a complete agenda . Start by dragging and dropping your core problem solving activities into place . Add timings, breaks and necessary materials before sharing your agenda with your colleagues.
The resulting agenda will be your guide to an effective and productive problem solving session that will also help you stay organized on the day!
Tips for more effective problem solving
Problem-solving activities are only one part of the puzzle. While a great method can help unlock your team’s ability to solve problems, without a thoughtful approach and strong facilitation the solutions may not be fit for purpose.
Let’s take a look at some problem-solving tips you can apply to any process to help it be a success!
Clearly define the problem
Jumping straight to solutions can be tempting, though without first clearly articulating a problem, the solution might not be the right one. Many of the problem-solving activities below include sections where the problem is explored and clearly defined before moving on.
This is a vital part of the problem-solving process and taking the time to fully define an issue can save time and effort later. A clear definition helps identify irrelevant information and it also ensures that your team sets off on the right track.
Don’t jump to conclusions
It’s easy for groups to exhibit cognitive bias or have preconceived ideas about both problems and potential solutions. Be sure to back up any problem statements or potential solutions with facts, research, and adequate forethought.
The best techniques ask participants to be methodical and challenge preconceived notions. Make sure you give the group enough time and space to collect relevant information and consider the problem in a new way. By approaching the process with a clear, rational mindset, you’ll often find that better solutions are more forthcoming.
Try different approaches
Problems come in all shapes and sizes and so too should the methods you use to solve them. If you find that one approach isn’t yielding results and your team isn’t finding different solutions, try mixing it up. You’ll be surprised at how using a new creative activity can unblock your team and generate great solutions.
Don’t take it personally
Depending on the nature of your team or organizational problems, it’s easy for conversations to get heated. While it’s good for participants to be engaged in the discussions, ensure that emotions don’t run too high and that blame isn’t thrown around while finding solutions.
You’re all in it together, and even if your team or area is seeing problems, that isn’t necessarily a disparagement of you personally. Using facilitation skills to manage group dynamics is one effective method of helping conversations be more constructive.
Get the right people in the room
Your problem-solving method is often only as effective as the group using it. Getting the right people on the job and managing the number of people present is important too!
If the group is too small, you may not get enough different perspectives to effectively solve a problem. If the group is too large, you can go round and round during the ideation stages.
Creating the right group makeup is also important in ensuring you have the necessary expertise and skillset to both identify and follow up on potential solutions. Carefully consider who to include at each stage to help ensure your problem-solving method is followed and positioned for success.
Document everything
The best solutions can take refinement, iteration, and reflection to come out. Get into a habit of documenting your process in order to keep all the learnings from the session and to allow ideas to mature and develop. Many of the methods below involve the creation of documents or shared resources. Be sure to keep and share these so everyone can benefit from the work done!
Bring a facilitator
Facilitation is all about making group processes easier. With a subject as potentially emotive and important as problem-solving, having an impartial third party in the form of a facilitator can make all the difference in finding great solutions and keeping the process moving. Consider bringing a facilitator to your problem-solving session to get better results and generate meaningful solutions!
Develop your problem-solving skills
It takes time and practice to be an effective problem solver. While some roles or participants might more naturally gravitate towards problem-solving, it can take development and planning to help everyone create better solutions.
You might develop a training program, run a problem-solving workshop or simply ask your team to practice using the techniques below. Check out our post on problem-solving skills to see how you and your group can develop the right mental process and be more resilient to issues too!
Design a great agenda
Workshops are a great format for solving problems. With the right approach, you can focus a group and help them find the solutions to their own problems. But designing a process can be time-consuming and finding the right activities can be difficult.
Check out our workshop planning guide to level-up your agenda design and start running more effective workshops. Need inspiration? Check out templates designed by expert facilitators to help you kickstart your process!
In this section, we’ll look at in-depth problem-solving methods that provide a complete end-to-end process for developing effective solutions. These will help guide your team from the discovery and definition of a problem through to delivering the right solution.
If you’re looking for an all-encompassing method or problem-solving model, these processes are a great place to start. They’ll ask your team to challenge preconceived ideas and adopt a mindset for solving problems more effectively.
- Six Thinking Hats
- Lightning Decision Jam
- Problem Definition Process
- Discovery & Action Dialogue
Design Sprint 2.0
- Open Space Technology
1. Six Thinking Hats
Individual approaches to solving a problem can be very different based on what team or role an individual holds. It can be easy for existing biases or perspectives to find their way into the mix, or for internal politics to direct a conversation.
Six Thinking Hats is a classic method for identifying the problems that need to be solved and enables your team to consider them from different angles, whether that is by focusing on facts and data, creative solutions, or by considering why a particular solution might not work.
Like all problem-solving frameworks, Six Thinking Hats is effective at helping teams remove roadblocks from a conversation or discussion and come to terms with all the aspects necessary to solve complex problems.
2. Lightning Decision Jam
Featured courtesy of Jonathan Courtney of AJ&Smart Berlin, Lightning Decision Jam is one of those strategies that should be in every facilitation toolbox. Exploring problems and finding solutions is often creative in nature, though as with any creative process, there is the potential to lose focus and get lost.
Unstructured discussions might get you there in the end, but it’s much more effective to use a method that creates a clear process and team focus.
In Lightning Decision Jam, participants are invited to begin by writing challenges, concerns, or mistakes on post-its without discussing them before then being invited by the moderator to present them to the group.
From there, the team vote on which problems to solve and are guided through steps that will allow them to reframe those problems, create solutions and then decide what to execute on.
By deciding the problems that need to be solved as a team before moving on, this group process is great for ensuring the whole team is aligned and can take ownership over the next stages.
Lightning Decision Jam (LDJ) #action #decision making #problem solving #issue analysis #innovation #design #remote-friendly The problem with anything that requires creative thinking is that it’s easy to get lost—lose focus and fall into the trap of having useless, open-ended, unstructured discussions. Here’s the most effective solution I’ve found: Replace all open, unstructured discussion with a clear process. What to use this exercise for: Anything which requires a group of people to make decisions, solve problems or discuss challenges. It’s always good to frame an LDJ session with a broad topic, here are some examples: The conversion flow of our checkout Our internal design process How we organise events Keeping up with our competition Improving sales flow
3. Problem Definition Process
While problems can be complex, the problem-solving methods you use to identify and solve those problems can often be simple in design.
By taking the time to truly identify and define a problem before asking the group to reframe the challenge as an opportunity, this method is a great way to enable change.
Begin by identifying a focus question and exploring the ways in which it manifests before splitting into five teams who will each consider the problem using a different method: escape, reversal, exaggeration, distortion or wishful. Teams develop a problem objective and create ideas in line with their method before then feeding them back to the group.
This method is great for enabling in-depth discussions while also creating space for finding creative solutions too!
Problem Definition #problem solving #idea generation #creativity #online #remote-friendly A problem solving technique to define a problem, challenge or opportunity and to generate ideas.
4. The 5 Whys
Sometimes, a group needs to go further with their strategies and analyze the root cause at the heart of organizational issues. An RCA or root cause analysis is the process of identifying what is at the heart of business problems or recurring challenges.
The 5 Whys is a simple and effective method of helping a group go find the root cause of any problem or challenge and conduct analysis that will deliver results.
By beginning with the creation of a problem statement and going through five stages to refine it, The 5 Whys provides everything you need to truly discover the cause of an issue.
The 5 Whys #hyperisland #innovation This simple and powerful method is useful for getting to the core of a problem or challenge. As the title suggests, the group defines a problems, then asks the question “why” five times, often using the resulting explanation as a starting point for creative problem solving.
5. World Cafe
World Cafe is a simple but powerful facilitation technique to help bigger groups to focus their energy and attention on solving complex problems.
World Cafe enables this approach by creating a relaxed atmosphere where participants are able to self-organize and explore topics relevant and important to them which are themed around a central problem-solving purpose. Create the right atmosphere by modeling your space after a cafe and after guiding the group through the method, let them take the lead!
Making problem-solving a part of your organization’s culture in the long term can be a difficult undertaking. More approachable formats like World Cafe can be especially effective in bringing people unfamiliar with workshops into the fold.
World Cafe #hyperisland #innovation #issue analysis World Café is a simple yet powerful method, originated by Juanita Brown, for enabling meaningful conversations driven completely by participants and the topics that are relevant and important to them. Facilitators create a cafe-style space and provide simple guidelines. Participants then self-organize and explore a set of relevant topics or questions for conversation.
6. Discovery & Action Dialogue (DAD)
One of the best approaches is to create a safe space for a group to share and discover practices and behaviors that can help them find their own solutions.
With DAD, you can help a group choose which problems they wish to solve and which approaches they will take to do so. It’s great at helping remove resistance to change and can help get buy-in at every level too!
This process of enabling frontline ownership is great in ensuring follow-through and is one of the methods you will want in your toolbox as a facilitator.
Discovery & Action Dialogue (DAD) #idea generation #liberating structures #action #issue analysis #remote-friendly DADs make it easy for a group or community to discover practices and behaviors that enable some individuals (without access to special resources and facing the same constraints) to find better solutions than their peers to common problems. These are called positive deviant (PD) behaviors and practices. DADs make it possible for people in the group, unit, or community to discover by themselves these PD practices. DADs also create favorable conditions for stimulating participants’ creativity in spaces where they can feel safe to invent new and more effective practices. Resistance to change evaporates as participants are unleashed to choose freely which practices they will adopt or try and which problems they will tackle. DADs make it possible to achieve frontline ownership of solutions.
7. Design Sprint 2.0
Want to see how a team can solve big problems and move forward with prototyping and testing solutions in a few days? The Design Sprint 2.0 template from Jake Knapp, author of Sprint, is a complete agenda for a with proven results.
Developing the right agenda can involve difficult but necessary planning. Ensuring all the correct steps are followed can also be stressful or time-consuming depending on your level of experience.
Use this complete 4-day workshop template if you are finding there is no obvious solution to your challenge and want to focus your team around a specific problem that might require a shortcut to launching a minimum viable product or waiting for the organization-wide implementation of a solution.
8. Open space technology
Open space technology- developed by Harrison Owen – creates a space where large groups are invited to take ownership of their problem solving and lead individual sessions. Open space technology is a great format when you have a great deal of expertise and insight in the room and want to allow for different takes and approaches on a particular theme or problem you need to be solved.
Start by bringing your participants together to align around a central theme and focus their efforts. Explain the ground rules to help guide the problem-solving process and then invite members to identify any issue connecting to the central theme that they are interested in and are prepared to take responsibility for.
Once participants have decided on their approach to the core theme, they write their issue on a piece of paper, announce it to the group, pick a session time and place, and post the paper on the wall. As the wall fills up with sessions, the group is then invited to join the sessions that interest them the most and which they can contribute to, then you’re ready to begin!
Everyone joins the problem-solving group they’ve signed up to, record the discussion and if appropriate, findings can then be shared with the rest of the group afterward.
Open Space Technology #action plan #idea generation #problem solving #issue analysis #large group #online #remote-friendly Open Space is a methodology for large groups to create their agenda discerning important topics for discussion, suitable for conferences, community gatherings and whole system facilitation
Techniques to identify and analyze problems
Using a problem-solving method to help a team identify and analyze a problem can be a quick and effective addition to any workshop or meeting.
While further actions are always necessary, you can generate momentum and alignment easily, and these activities are a great place to get started.
We’ve put together this list of techniques to help you and your team with problem identification, analysis, and discussion that sets the foundation for developing effective solutions.
Let’s take a look!
- The Creativity Dice
- Fishbone Analysis
- Problem Tree
- SWOT Analysis
- Agreement-Certainty Matrix
- The Journalistic Six
- LEGO Challenge
- What, So What, Now What?
- Journalists
Individual and group perspectives are incredibly important, but what happens if people are set in their minds and need a change of perspective in order to approach a problem more effectively?
Flip It is a method we love because it is both simple to understand and run, and allows groups to understand how their perspectives and biases are formed.
Participants in Flip It are first invited to consider concerns, issues, or problems from a perspective of fear and write them on a flip chart. Then, the group is asked to consider those same issues from a perspective of hope and flip their understanding.
No problem and solution is free from existing bias and by changing perspectives with Flip It, you can then develop a problem solving model quickly and effectively.
Flip It! #gamestorming #problem solving #action Often, a change in a problem or situation comes simply from a change in our perspectives. Flip It! is a quick game designed to show players that perspectives are made, not born.
10. The Creativity Dice
One of the most useful problem solving skills you can teach your team is of approaching challenges with creativity, flexibility, and openness. Games like The Creativity Dice allow teams to overcome the potential hurdle of too much linear thinking and approach the process with a sense of fun and speed.
In The Creativity Dice, participants are organized around a topic and roll a dice to determine what they will work on for a period of 3 minutes at a time. They might roll a 3 and work on investigating factual information on the chosen topic. They might roll a 1 and work on identifying the specific goals, standards, or criteria for the session.
Encouraging rapid work and iteration while asking participants to be flexible are great skills to cultivate. Having a stage for idea incubation in this game is also important. Moments of pause can help ensure the ideas that are put forward are the most suitable.
The Creativity Dice #creativity #problem solving #thiagi #issue analysis Too much linear thinking is hazardous to creative problem solving. To be creative, you should approach the problem (or the opportunity) from different points of view. You should leave a thought hanging in mid-air and move to another. This skipping around prevents premature closure and lets your brain incubate one line of thought while you consciously pursue another.
11. Fishbone Analysis
Organizational or team challenges are rarely simple, and it’s important to remember that one problem can be an indication of something that goes deeper and may require further consideration to be solved.
Fishbone Analysis helps groups to dig deeper and understand the origins of a problem. It’s a great example of a root cause analysis method that is simple for everyone on a team to get their head around.
Participants in this activity are asked to annotate a diagram of a fish, first adding the problem or issue to be worked on at the head of a fish before then brainstorming the root causes of the problem and adding them as bones on the fish.
Using abstractions such as a diagram of a fish can really help a team break out of their regular thinking and develop a creative approach.
Fishbone Analysis #problem solving ##root cause analysis #decision making #online facilitation A process to help identify and understand the origins of problems, issues or observations.
12. Problem Tree
Encouraging visual thinking can be an essential part of many strategies. By simply reframing and clarifying problems, a group can move towards developing a problem solving model that works for them.
In Problem Tree, groups are asked to first brainstorm a list of problems – these can be design problems, team problems or larger business problems – and then organize them into a hierarchy. The hierarchy could be from most important to least important or abstract to practical, though the key thing with problem solving games that involve this aspect is that your group has some way of managing and sorting all the issues that are raised.
Once you have a list of problems that need to be solved and have organized them accordingly, you’re then well-positioned for the next problem solving steps.
Problem tree #define intentions #create #design #issue analysis A problem tree is a tool to clarify the hierarchy of problems addressed by the team within a design project; it represents high level problems or related sublevel problems.
13. SWOT Analysis
Chances are you’ve heard of the SWOT Analysis before. This problem-solving method focuses on identifying strengths, weaknesses, opportunities, and threats is a tried and tested method for both individuals and teams.
Start by creating a desired end state or outcome and bare this in mind – any process solving model is made more effective by knowing what you are moving towards. Create a quadrant made up of the four categories of a SWOT analysis and ask participants to generate ideas based on each of those quadrants.
Once you have those ideas assembled in their quadrants, cluster them together based on their affinity with other ideas. These clusters are then used to facilitate group conversations and move things forward.
SWOT analysis #gamestorming #problem solving #action #meeting facilitation The SWOT Analysis is a long-standing technique of looking at what we have, with respect to the desired end state, as well as what we could improve on. It gives us an opportunity to gauge approaching opportunities and dangers, and assess the seriousness of the conditions that affect our future. When we understand those conditions, we can influence what comes next.
14. Agreement-Certainty Matrix
Not every problem-solving approach is right for every challenge, and deciding on the right method for the challenge at hand is a key part of being an effective team.
The Agreement Certainty matrix helps teams align on the nature of the challenges facing them. By sorting problems from simple to chaotic, your team can understand what methods are suitable for each problem and what they can do to ensure effective results.
If you are already using Liberating Structures techniques as part of your problem-solving strategy, the Agreement-Certainty Matrix can be an invaluable addition to your process. We’ve found it particularly if you are having issues with recurring problems in your organization and want to go deeper in understanding the root cause.
Agreement-Certainty Matrix #issue analysis #liberating structures #problem solving You can help individuals or groups avoid the frequent mistake of trying to solve a problem with methods that are not adapted to the nature of their challenge. The combination of two questions makes it possible to easily sort challenges into four categories: simple, complicated, complex , and chaotic . A problem is simple when it can be solved reliably with practices that are easy to duplicate. It is complicated when experts are required to devise a sophisticated solution that will yield the desired results predictably. A problem is complex when there are several valid ways to proceed but outcomes are not predictable in detail. Chaotic is when the context is too turbulent to identify a path forward. A loose analogy may be used to describe these differences: simple is like following a recipe, complicated like sending a rocket to the moon, complex like raising a child, and chaotic is like the game “Pin the Tail on the Donkey.” The Liberating Structures Matching Matrix in Chapter 5 can be used as the first step to clarify the nature of a challenge and avoid the mismatches between problems and solutions that are frequently at the root of chronic, recurring problems.
Organizing and charting a team’s progress can be important in ensuring its success. SQUID (Sequential Question and Insight Diagram) is a great model that allows a team to effectively switch between giving questions and answers and develop the skills they need to stay on track throughout the process.
Begin with two different colored sticky notes – one for questions and one for answers – and with your central topic (the head of the squid) on the board. Ask the group to first come up with a series of questions connected to their best guess of how to approach the topic. Ask the group to come up with answers to those questions, fix them to the board and connect them with a line. After some discussion, go back to question mode by responding to the generated answers or other points on the board.
It’s rewarding to see a diagram grow throughout the exercise, and a completed SQUID can provide a visual resource for future effort and as an example for other teams.
SQUID #gamestorming #project planning #issue analysis #problem solving When exploring an information space, it’s important for a group to know where they are at any given time. By using SQUID, a group charts out the territory as they go and can navigate accordingly. SQUID stands for Sequential Question and Insight Diagram.
16. Speed Boat
To continue with our nautical theme, Speed Boat is a short and sweet activity that can help a team quickly identify what employees, clients or service users might have a problem with and analyze what might be standing in the way of achieving a solution.
Methods that allow for a group to make observations, have insights and obtain those eureka moments quickly are invaluable when trying to solve complex problems.
In Speed Boat, the approach is to first consider what anchors and challenges might be holding an organization (or boat) back. Bonus points if you are able to identify any sharks in the water and develop ideas that can also deal with competitors!
Speed Boat #gamestorming #problem solving #action Speedboat is a short and sweet way to identify what your employees or clients don’t like about your product/service or what’s standing in the way of a desired goal.
17. The Journalistic Six
Some of the most effective ways of solving problems is by encouraging teams to be more inclusive and diverse in their thinking.
Based on the six key questions journalism students are taught to answer in articles and news stories, The Journalistic Six helps create teams to see the whole picture. By using who, what, when, where, why, and how to facilitate the conversation and encourage creative thinking, your team can make sure that the problem identification and problem analysis stages of the are covered exhaustively and thoughtfully. Reporter’s notebook and dictaphone optional.
The Journalistic Six – Who What When Where Why How #idea generation #issue analysis #problem solving #online #creative thinking #remote-friendly A questioning method for generating, explaining, investigating ideas.
18. LEGO Challenge
Now for an activity that is a little out of the (toy) box. LEGO Serious Play is a facilitation methodology that can be used to improve creative thinking and problem-solving skills.
The LEGO Challenge includes giving each member of the team an assignment that is hidden from the rest of the group while they create a structure without speaking.
What the LEGO challenge brings to the table is a fun working example of working with stakeholders who might not be on the same page to solve problems. Also, it’s LEGO! Who doesn’t love LEGO!
LEGO Challenge #hyperisland #team A team-building activity in which groups must work together to build a structure out of LEGO, but each individual has a secret “assignment” which makes the collaborative process more challenging. It emphasizes group communication, leadership dynamics, conflict, cooperation, patience and problem solving strategy.
19. What, So What, Now What?
If not carefully managed, the problem identification and problem analysis stages of the problem-solving process can actually create more problems and misunderstandings.
The What, So What, Now What? problem-solving activity is designed to help collect insights and move forward while also eliminating the possibility of disagreement when it comes to identifying, clarifying, and analyzing organizational or work problems.
Facilitation is all about bringing groups together so that might work on a shared goal and the best problem-solving strategies ensure that teams are aligned in purpose, if not initially in opinion or insight.
Throughout the three steps of this game, you give everyone on a team to reflect on a problem by asking what happened, why it is important, and what actions should then be taken.
This can be a great activity for bringing our individual perceptions about a problem or challenge and contextualizing it in a larger group setting. This is one of the most important problem-solving skills you can bring to your organization.
W³ – What, So What, Now What? #issue analysis #innovation #liberating structures You can help groups reflect on a shared experience in a way that builds understanding and spurs coordinated action while avoiding unproductive conflict. It is possible for every voice to be heard while simultaneously sifting for insights and shaping new direction. Progressing in stages makes this practical—from collecting facts about What Happened to making sense of these facts with So What and finally to what actions logically follow with Now What . The shared progression eliminates most of the misunderstandings that otherwise fuel disagreements about what to do. Voila!
20. Journalists
Problem analysis can be one of the most important and decisive stages of all problem-solving tools. Sometimes, a team can become bogged down in the details and are unable to move forward.
Journalists is an activity that can avoid a group from getting stuck in the problem identification or problem analysis stages of the process.
In Journalists, the group is invited to draft the front page of a fictional newspaper and figure out what stories deserve to be on the cover and what headlines those stories will have. By reframing how your problems and challenges are approached, you can help a team move productively through the process and be better prepared for the steps to follow.
Journalists #vision #big picture #issue analysis #remote-friendly This is an exercise to use when the group gets stuck in details and struggles to see the big picture. Also good for defining a vision.
Problem-solving techniques for developing solutions
The success of any problem-solving process can be measured by the solutions it produces. After you’ve defined the issue, explored existing ideas, and ideated, it’s time to narrow down to the correct solution.
Use these problem-solving techniques when you want to help your team find consensus, compare possible solutions, and move towards taking action on a particular problem.
- Improved Solutions
- Four-Step Sketch
- 15% Solutions
- How-Now-Wow matrix
- Impact Effort Matrix
21. Mindspin
Brainstorming is part of the bread and butter of the problem-solving process and all problem-solving strategies benefit from getting ideas out and challenging a team to generate solutions quickly.
With Mindspin, participants are encouraged not only to generate ideas but to do so under time constraints and by slamming down cards and passing them on. By doing multiple rounds, your team can begin with a free generation of possible solutions before moving on to developing those solutions and encouraging further ideation.
This is one of our favorite problem-solving activities and can be great for keeping the energy up throughout the workshop. Remember the importance of helping people become engaged in the process – energizing problem-solving techniques like Mindspin can help ensure your team stays engaged and happy, even when the problems they’re coming together to solve are complex.
MindSpin #teampedia #idea generation #problem solving #action A fast and loud method to enhance brainstorming within a team. Since this activity has more than round ideas that are repetitive can be ruled out leaving more creative and innovative answers to the challenge.
22. Improved Solutions
After a team has successfully identified a problem and come up with a few solutions, it can be tempting to call the work of the problem-solving process complete. That said, the first solution is not necessarily the best, and by including a further review and reflection activity into your problem-solving model, you can ensure your group reaches the best possible result.
One of a number of problem-solving games from Thiagi Group, Improved Solutions helps you go the extra mile and develop suggested solutions with close consideration and peer review. By supporting the discussion of several problems at once and by shifting team roles throughout, this problem-solving technique is a dynamic way of finding the best solution.
Improved Solutions #creativity #thiagi #problem solving #action #team You can improve any solution by objectively reviewing its strengths and weaknesses and making suitable adjustments. In this creativity framegame, you improve the solutions to several problems. To maintain objective detachment, you deal with a different problem during each of six rounds and assume different roles (problem owner, consultant, basher, booster, enhancer, and evaluator) during each round. At the conclusion of the activity, each player ends up with two solutions to her problem.
23. Four Step Sketch
Creative thinking and visual ideation does not need to be confined to the opening stages of your problem-solving strategies. Exercises that include sketching and prototyping on paper can be effective at the solution finding and development stage of the process, and can be great for keeping a team engaged.
By going from simple notes to a crazy 8s round that involves rapidly sketching 8 variations on their ideas before then producing a final solution sketch, the group is able to iterate quickly and visually. Problem-solving techniques like Four-Step Sketch are great if you have a group of different thinkers and want to change things up from a more textual or discussion-based approach.
Four-Step Sketch #design sprint #innovation #idea generation #remote-friendly The four-step sketch is an exercise that helps people to create well-formed concepts through a structured process that includes: Review key information Start design work on paper, Consider multiple variations , Create a detailed solution . This exercise is preceded by a set of other activities allowing the group to clarify the challenge they want to solve. See how the Four Step Sketch exercise fits into a Design Sprint
24. 15% Solutions
Some problems are simpler than others and with the right problem-solving activities, you can empower people to take immediate actions that can help create organizational change.
Part of the liberating structures toolkit, 15% solutions is a problem-solving technique that focuses on finding and implementing solutions quickly. A process of iterating and making small changes quickly can help generate momentum and an appetite for solving complex problems.
Problem-solving strategies can live and die on whether people are onboard. Getting some quick wins is a great way of getting people behind the process.
It can be extremely empowering for a team to realize that problem-solving techniques can be deployed quickly and easily and delineate between things they can positively impact and those things they cannot change.
15% Solutions #action #liberating structures #remote-friendly You can reveal the actions, however small, that everyone can do immediately. At a minimum, these will create momentum, and that may make a BIG difference. 15% Solutions show that there is no reason to wait around, feel powerless, or fearful. They help people pick it up a level. They get individuals and the group to focus on what is within their discretion instead of what they cannot change. With a very simple question, you can flip the conversation to what can be done and find solutions to big problems that are often distributed widely in places not known in advance. Shifting a few grains of sand may trigger a landslide and change the whole landscape.
25. How-Now-Wow Matrix
The problem-solving process is often creative, as complex problems usually require a change of thinking and creative response in order to find the best solutions. While it’s common for the first stages to encourage creative thinking, groups can often gravitate to familiar solutions when it comes to the end of the process.
When selecting solutions, you don’t want to lose your creative energy! The How-Now-Wow Matrix from Gamestorming is a great problem-solving activity that enables a group to stay creative and think out of the box when it comes to selecting the right solution for a given problem.
Problem-solving techniques that encourage creative thinking and the ideation and selection of new solutions can be the most effective in organisational change. Give the How-Now-Wow Matrix a go, and not just for how pleasant it is to say out loud.
How-Now-Wow Matrix #gamestorming #idea generation #remote-friendly When people want to develop new ideas, they most often think out of the box in the brainstorming or divergent phase. However, when it comes to convergence, people often end up picking ideas that are most familiar to them. This is called a ‘creative paradox’ or a ‘creadox’. The How-Now-Wow matrix is an idea selection tool that breaks the creadox by forcing people to weigh each idea on 2 parameters.
26. Impact and Effort Matrix
All problem-solving techniques hope to not only find solutions to a given problem or challenge but to find the best solution. When it comes to finding a solution, groups are invited to put on their decision-making hats and really think about how a proposed idea would work in practice.
The Impact and Effort Matrix is one of the problem-solving techniques that fall into this camp, empowering participants to first generate ideas and then categorize them into a 2×2 matrix based on impact and effort.
Activities that invite critical thinking while remaining simple are invaluable. Use the Impact and Effort Matrix to move from ideation and towards evaluating potential solutions before then committing to them.
Impact and Effort Matrix #gamestorming #decision making #action #remote-friendly In this decision-making exercise, possible actions are mapped based on two factors: effort required to implement and potential impact. Categorizing ideas along these lines is a useful technique in decision making, as it obliges contributors to balance and evaluate suggested actions before committing to them.
27. Dotmocracy
If you’ve followed each of the problem-solving steps with your group successfully, you should move towards the end of your process with heaps of possible solutions developed with a specific problem in mind. But how do you help a group go from ideation to putting a solution into action?
Dotmocracy – or Dot Voting -is a tried and tested method of helping a team in the problem-solving process make decisions and put actions in place with a degree of oversight and consensus.
One of the problem-solving techniques that should be in every facilitator’s toolbox, Dot Voting is fast and effective and can help identify the most popular and best solutions and help bring a group to a decision effectively.
Dotmocracy #action #decision making #group prioritization #hyperisland #remote-friendly Dotmocracy is a simple method for group prioritization or decision-making. It is not an activity on its own, but a method to use in processes where prioritization or decision-making is the aim. The method supports a group to quickly see which options are most popular or relevant. The options or ideas are written on post-its and stuck up on a wall for the whole group to see. Each person votes for the options they think are the strongest, and that information is used to inform a decision.
All facilitators know that warm-ups and icebreakers are useful for any workshop or group process. Problem-solving workshops are no different.
Use these problem-solving techniques to warm up a group and prepare them for the rest of the process. Activating your group by tapping into some of the top problem-solving skills can be one of the best ways to see great outcomes from your session.
- Check-in/Check-out
- Doodling Together
- Show and Tell
- Constellations
- Draw a Tree
28. Check-in / Check-out
Solid processes are planned from beginning to end, and the best facilitators know that setting the tone and establishing a safe, open environment can be integral to a successful problem-solving process.
Check-in / Check-out is a great way to begin and/or bookend a problem-solving workshop. Checking in to a session emphasizes that everyone will be seen, heard, and expected to contribute.
If you are running a series of meetings, setting a consistent pattern of checking in and checking out can really help your team get into a groove. We recommend this opening-closing activity for small to medium-sized groups though it can work with large groups if they’re disciplined!
Check-in / Check-out #team #opening #closing #hyperisland #remote-friendly Either checking-in or checking-out is a simple way for a team to open or close a process, symbolically and in a collaborative way. Checking-in/out invites each member in a group to be present, seen and heard, and to express a reflection or a feeling. Checking-in emphasizes presence, focus and group commitment; checking-out emphasizes reflection and symbolic closure.
29. Doodling Together
Thinking creatively and not being afraid to make suggestions are important problem-solving skills for any group or team, and warming up by encouraging these behaviors is a great way to start.
Doodling Together is one of our favorite creative ice breaker games – it’s quick, effective, and fun and can make all following problem-solving steps easier by encouraging a group to collaborate visually. By passing cards and adding additional items as they go, the workshop group gets into a groove of co-creation and idea development that is crucial to finding solutions to problems.
Doodling Together #collaboration #creativity #teamwork #fun #team #visual methods #energiser #icebreaker #remote-friendly Create wild, weird and often funny postcards together & establish a group’s creative confidence.
30. Show and Tell
You might remember some version of Show and Tell from being a kid in school and it’s a great problem-solving activity to kick off a session.
Asking participants to prepare a little something before a workshop by bringing an object for show and tell can help them warm up before the session has even begun! Games that include a physical object can also help encourage early engagement before moving onto more big-picture thinking.
By asking your participants to tell stories about why they chose to bring a particular item to the group, you can help teams see things from new perspectives and see both differences and similarities in the way they approach a topic. Great groundwork for approaching a problem-solving process as a team!
Show and Tell #gamestorming #action #opening #meeting facilitation Show and Tell taps into the power of metaphors to reveal players’ underlying assumptions and associations around a topic The aim of the game is to get a deeper understanding of stakeholders’ perspectives on anything—a new project, an organizational restructuring, a shift in the company’s vision or team dynamic.
31. Constellations
Who doesn’t love stars? Constellations is a great warm-up activity for any workshop as it gets people up off their feet, energized, and ready to engage in new ways with established topics. It’s also great for showing existing beliefs, biases, and patterns that can come into play as part of your session.
Using warm-up games that help build trust and connection while also allowing for non-verbal responses can be great for easing people into the problem-solving process and encouraging engagement from everyone in the group. Constellations is great in large spaces that allow for movement and is definitely a practical exercise to allow the group to see patterns that are otherwise invisible.
Constellations #trust #connection #opening #coaching #patterns #system Individuals express their response to a statement or idea by standing closer or further from a central object. Used with teams to reveal system, hidden patterns, perspectives.
32. Draw a Tree
Problem-solving games that help raise group awareness through a central, unifying metaphor can be effective ways to warm-up a group in any problem-solving model.
Draw a Tree is a simple warm-up activity you can use in any group and which can provide a quick jolt of energy. Start by asking your participants to draw a tree in just 45 seconds – they can choose whether it will be abstract or realistic.
Once the timer is up, ask the group how many people included the roots of the tree and use this as a means to discuss how we can ignore important parts of any system simply because they are not visible.
All problem-solving strategies are made more effective by thinking of problems critically and by exposing things that may not normally come to light. Warm-up games like Draw a Tree are great in that they quickly demonstrate some key problem-solving skills in an accessible and effective way.
Draw a Tree #thiagi #opening #perspectives #remote-friendly With this game you can raise awarness about being more mindful, and aware of the environment we live in.
Each step of the problem-solving workshop benefits from an intelligent deployment of activities, games, and techniques. Bringing your session to an effective close helps ensure that solutions are followed through on and that you also celebrate what has been achieved.
Here are some problem-solving activities you can use to effectively close a workshop or meeting and ensure the great work you’ve done can continue afterward.
- One Breath Feedback
- Who What When Matrix
- Response Cards
How do I conclude a problem-solving process?
All good things must come to an end. With the bulk of the work done, it can be tempting to conclude your workshop swiftly and without a moment to debrief and align. This can be problematic in that it doesn’t allow your team to fully process the results or reflect on the process.
At the end of an effective session, your team will have gone through a process that, while productive, can be exhausting. It’s important to give your group a moment to take a breath, ensure that they are clear on future actions, and provide short feedback before leaving the space.
The primary purpose of any problem-solving method is to generate solutions and then implement them. Be sure to take the opportunity to ensure everyone is aligned and ready to effectively implement the solutions you produced in the workshop.
Remember that every process can be improved and by giving a short moment to collect feedback in the session, you can further refine your problem-solving methods and see further success in the future too.
33. One Breath Feedback
Maintaining attention and focus during the closing stages of a problem-solving workshop can be tricky and so being concise when giving feedback can be important. It’s easy to incur “death by feedback” should some team members go on for too long sharing their perspectives in a quick feedback round.
One Breath Feedback is a great closing activity for workshops. You give everyone an opportunity to provide feedback on what they’ve done but only in the space of a single breath. This keeps feedback short and to the point and means that everyone is encouraged to provide the most important piece of feedback to them.
One breath feedback #closing #feedback #action This is a feedback round in just one breath that excels in maintaining attention: each participants is able to speak during just one breath … for most people that’s around 20 to 25 seconds … unless of course you’ve been a deep sea diver in which case you’ll be able to do it for longer.
34. Who What When Matrix
Matrices feature as part of many effective problem-solving strategies and with good reason. They are easily recognizable, simple to use, and generate results.
The Who What When Matrix is a great tool to use when closing your problem-solving session by attributing a who, what and when to the actions and solutions you have decided upon. The resulting matrix is a simple, easy-to-follow way of ensuring your team can move forward.
Great solutions can’t be enacted without action and ownership. Your problem-solving process should include a stage for allocating tasks to individuals or teams and creating a realistic timeframe for those solutions to be implemented or checked out. Use this method to keep the solution implementation process clear and simple for all involved.
Who/What/When Matrix #gamestorming #action #project planning With Who/What/When matrix, you can connect people with clear actions they have defined and have committed to.
35. Response cards
Group discussion can comprise the bulk of most problem-solving activities and by the end of the process, you might find that your team is talked out!
Providing a means for your team to give feedback with short written notes can ensure everyone is head and can contribute without the need to stand up and talk. Depending on the needs of the group, giving an alternative can help ensure everyone can contribute to your problem-solving model in the way that makes the most sense for them.
Response Cards is a great way to close a workshop if you are looking for a gentle warm-down and want to get some swift discussion around some of the feedback that is raised.
Response Cards #debriefing #closing #structured sharing #questions and answers #thiagi #action It can be hard to involve everyone during a closing of a session. Some might stay in the background or get unheard because of louder participants. However, with the use of Response Cards, everyone will be involved in providing feedback or clarify questions at the end of a session.
Save time and effort discovering the right solutions
A structured problem solving process is a surefire way of solving tough problems, discovering creative solutions and driving organizational change. But how can you design for successful outcomes?
With SessionLab, it’s easy to design engaging workshops that deliver results. Drag, drop and reorder blocks to build your agenda. When you make changes or update your agenda, your session timing adjusts automatically , saving you time on manual adjustments.
Collaborating with stakeholders or clients? Share your agenda with a single click and collaborate in real-time. No more sending documents back and forth over email.
Explore how to use SessionLab to design effective problem solving workshops or watch this five minute video to see the planner in action!
Over to you
The problem-solving process can often be as complicated and multifaceted as the problems they are set-up to solve. With the right problem-solving techniques and a mix of creative exercises designed to guide discussion and generate purposeful ideas, we hope we’ve given you the tools to find the best solutions as simply and easily as possible.
Is there a problem-solving technique that you are missing here? Do you have a favorite activity or method you use when facilitating? Let us know in the comments below, we’d love to hear from you!
thank you very much for these excellent techniques
Certainly wonderful article, very detailed. Shared!
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Performance review season is a stressful time of year. As a leader, it can be a struggle for you to properly describe a behavior exhibited by an employee, so we tried to make it easier by listing over 100 performance review phrases below. They are grouped by category to make it easy to find inspiration and not get in trouble with HR.
Two pieces of advice before you get started:
At Friday, we make it easy to have regular conversations, so you don’t have to bottle up your feedback for a review and performance appraisal that happens once a year. See our playbooks for success. You should not delay important conversations. We strongly recommend having regular 1-1s and establishing a feedback loop. Don't kick the can down the road.
Second, please make sure when completing a performance review that you outline behaviors, not personality traits . Behaviors can be changed. Also make sure you document the behavior. Ideally, you bring it up in-the-moment vs. a performance review.
With the disclaimer out of the way, here's a list of canned performance review phrases to give you some inspiration. For the love of everything, please don't copy these phrases verbatim.
You owe it to your employee to put some time into this process and consider their overall performance. If you want to learn how to effective run a performance review, you should read High Output Management .
Before we dive in take a look at these performance review templates !
Active Listening
1. Is an active and focused listener
2. Makes sure the team feels heard
3. Creates healthy dialogue to help the best solution come forward
4. Listens with an open mind
5. Demonstrates a sincere appreciation for opposing viewpoints
6. Actively seeks feedback, even when it’s not in agreement
7. Asks insightful questions to understand the root cause
8. Empathizes with others who have opposing viewpoints
9. Follows instructions with care and attention
Needs Improvement
10. Asks questions that show he/she is not actively listening to the conversation at hand
11. Is distracted easily and doesn’t fully absorb another person’s point of view
12. Interrupts peers
13. Constantly interjects into conversations
14. Dismisses other people’s ideas who she/he doesn’t agree with
15. Stops listening when presented with an opposing viewpoint
Administration
16. Is effective when handling large amounts of data
17. Produces high-quality work that is well documented and detailed
18. Is capable of working independently from day one
19. Is a strong team player
20. Is well organized, and can effectively implement projects from start to finish
21. Can make independent decisions when necessary
22. Demonstrates good time management skills
23. Can adapt his/her schedule to meet the needs of the business
24. Has excellent follow-through skills, and is always on time with deliverables
25. Shows ability to be proactive in identifying tasks that need to be completed
Areas for Improvement
26. Does not show an aptitude for number crunching and data entry activities
27. Has difficulty following through with tasks that require a high amount of organization and time management
28. Seemed to have trouble getting organized this week
29. Demonstrates disinterest in the administrative aspects of the job
30. Has trouble with filing, record keeping, and other administrative tasks
31. Is less than eager to complete documentation-related work
32. Is often late, which negatively impacts project completion timelines
Attendance & Being On-Time
33. Is punctual and consistently on-time to meetings
34. Arrives at meetings on time and is always prepared
35. Attained perfect attendance over $time_period
36. Schedules time-off according to company policy
37. Completes deadlines as promised
Areas for improvement
38. Does not meet attendance standards for punctuality
39. Has exceeded the maximum number of vacation days allotted
40. Is frequently late to work
41. Does not return communications in a timely manner
42. Is a quick study
43. Learns from mistakes
44. Is willing to hear constructive criticism
45. Accepts coaching well, and does not become defensive when given negative feedback
46. Takes responsibility for own mistakes and failures
47. Demonstrates a willingness to improve performance in the face of negative feedback 7. Asks questions about the most effective way to approach new activities
48. Asks for clarification when he or she is unsure how to correctly complete a task or activity
49. Demonstrates self-awareness and willingness to improve in areas where he or she is lacking
50. Is sensitive to the fact that there is always room for improvement, both personally and professionally
Areas of Improvement
51. Seeks individual coaching only when an area of weakness has been identified by someone else
52. Demonstrates lack of awareness regarding his or her own deficiencies as a team member or employee
Communication
53. Regularly gives constructive feedback
54. Is willing to entertain others ideas
55. Asks great questions
56. Explains tough issues in a way that is clear to the rest of the team and direct reports
57. Is not afraid to say “I don’t know” when presented with a tough question.
58. Is effective at summarizing and communicating key business decisions.
59. Stands out among his/her peers for outstanding communication skills
60. Is effective at persuading and convincing peers, especially when the stakes are high
61. Is an effective listener, always willing to listen and understand peers objections
62. Makes new employees feel welcome
63. Acts as a calming force when the team is under pressure
64. Blames others for problems
65. Complains of lack of resources to adequately complete job functions
66. Fails to alert proper personnel regarding bad news
67. Regularly engages in off-putting conversations, can be territorial at times
68. Humiliates staff members on a regular basis
69. Has trouble communicating effectively in groups
70. Has other coworkers deliver bad news instead of doing it himself/herself
71. Makes others feel intimidated when working on company projects
Cooperation
72. Is easy to work with, and encourages others to work together as a team
73. Is supportive of coworkers, even in the face of conflict or adversity
74. Supports group decisions even when it is not his/her preferred course of action
75. Fosters a cooperative atmosphere
76. Is a team player who does not put personal goals ahead of the greater good of the group
77. Is receptive to ideas from peers and willing to adapt his/her own behaviors in response
78. Frequently expresses frustration with coworkers when they are too slow, or do not complete their tasks in time for the next project phase to begin on time
79. Frequently comes late to meetings and disrupts workflow for other workers
80. Takes credit for the work of others, especially when it is not deserved
81. Does not share information with colleagues if they do not ask for it directly
82. Thinks outside the box to find the best solution to a particular problem
83. Is creative and finds ways to correlate ideas with action
84. Artfully changes when presented with new information and ideas
85. Is always willing to directly challenge the status quo in pursuit of a more effective solution
86. Contributes fresh ideas regularly
87. Encourages coworkers to be inventive
88. Contributes innovative ideas in group projects
89. Contributes suggestions regularly on how to improve company processes
90. Demonstrates disinterest in contributing creative or innovative ideas
91. Is rigid and unwilling to adjust when presented with new information
92. Fails to properly attribute coworkers who contribute innovative solutions
93. Seems unwilling to take risks, even when presented with a compelling reason
94. Fails to incentivize peers to take creative and innovative risks
95. Is reluctant to find more effective ways to do job activities
Customer Relations
96. Works effectively with clients
97. Has strong rapport with those he/she interacts with
98. Enjoys the people related aspects of the business
99. Is pleasant and projects a friendly tone over the phone
100. Has become a linchpin with clients
101. Consistently spearheads effective customer relations
102. Is empathetic towards customer issues
103. Is direct, yet helpful in dealing with customer concerns
104. Displays an effective cadence when working with clients on projects. Is effective, not overbearing
105. Artfully helps customers overcome objections
106. Can handle difficult customers with grace
107. Consistently receives substandard comments from customers
108. Appears disinterested in helping customers with their challenges
109. Does not manage customer expectations, especially in tough situations
110. Consistently passes challenging issues to others instead of tackling them head-on
111. Misses opportunities to further educate customers about other products or services.
112. Uses inappropriate language with colleagues or customers
113. Appears to become frustrated by clients who ask questions
114. Displays sarcasm when dealing with client challenges
115. Is a good delegator, even with those who don't report directly to him/her
116. Is able to delegate tasks and responsibilities effectively to appropriate team members 3. Is able to delegate work without micromanaging
117. Is able to delegate work while maintaining the vision of what is to be accomplished
118. Is able to delegate work to teammates without fear of losing control
119. Demonstrates trust in subordinates, allowing them the freedom to make decisions
120. Designs delegation strategies which provide opportunities for staff members to grow and develop
121. Seems unwilling, or unable, to give up control of work activities completely when delegating tasks
122. Appears hesitant about allowing subordinates the freedom needed in order to complete delegated tasks successfully
123. Does not seem confident when delegating tasks or responsibilities; does not inspire confidence in subordinates when delegating work
Flexibility
124. Constantly identifies more efficient ways of doing business
125. Is accepting of constructive criticism
126. Is a well-versed team player capable of handling a variety of assignments
127. Is calm under pressure
128. Is a calming force, especially with [his/her] peer group
129. Shows initiative, and is flexible when approaching new tasks
130. Does not excel at activities which require a high degree of flexibility
131. Tends to resist activities where the path is unknown
132. Appears uninterested in new duties
133. Becomes uptight when the plan changes
Goal-Setting
134. Is effective at goal-setting and challenging oneself
135. Clearly communicates goals and objections to coworkers
136. Is constantly striving to be the best he/she possibly can be
137. Sets concrete and measurable goals
138. Sets aggressive targets to meet business objectives
139. Creates clearly defined goals that align with the company’s mission
140. Proactively shares progress on goals
141. Is inconsistent in defining goals and objectives
142. Struggles to set goals that align with company objectives
143. Sets performance goals that are out of touch with reality
144. Struggles to communicate when deadlines will be missed
145. Leaves peers struggling to understand the status of a project
146. Refuses to delegate to others, attempts to do all the work by himself/herself
147. Is unwilling to claim responsibility for missed goals
148. Is easily distracted and disinterested in focusing to achieve performance goals
149. Finds creative ways to solve problems and improve processes
150. Is an idea generator, and finds innovative ways to accomplish tasks
151. Contributes new ideas to team project discussions regularly
152. Contributes new ideas at staff meetings
153. Contributes well-thought out suggestions for company improvements
154. Evolves process improvement ideas in staff meetings
155. Thinks outside the box when presented with a new challenge
Areas of Improvement
156. Tends to react negatively when presented with a new problem or challenge which requires innovative thinking
157. Fails to offer new solutions even when presented with a compelling reason to do so 10. Has difficulty coming up with creative ideas, even when prompted by supervisor
158. Fails to recognize that all employees should contribute innovative ideas for improvement of company procedures and processes
Create improvement plans with 30-60-90 day templates !
Interpersonal skills
159. Is a good communicator with [his/her] peers, requiring little or no direction in how to communicate
160.Is a strong team player who thrives on teamwork
161. Has the ability to diffuse conflict among peers
162. Has the ability to resolve emotional situations quickly and efficiently
163. Is able to hear and accurately interpret verbal and nonverbal cues from peers
164. Has the ability to diplomatically handle difficult situations with peers
165. Has the ability to ensure that [his/her] peers are satisfied with a decision made by a superior
166. Is able to effectively communicate across cultures, geographical regions, etc.
167. Utilizes peer feedback to make improvements in [his/her] interpersonal skills
168. Is an active listener that is sensitive to both verbal and non-verbal cues from peers 22. Has the ability to approach every situation with confidence
169. Fails to appropriately respond when receiving negative feedback from coworkers 24. Fails to ask for clarification if [he/she] does not understand what a coworker is trying to tell [him/her]
170. Does not use constructive criticism from peers in an effort to improve performance at work or in school
171. Does not take initiative or act on positive suggestions given by coworkers68. Uses abrasive language when interacting with peers
172. Displays defensiveness when receiving constructive criticism
173. Appears uncomfortable when asked questions during group discussion
174. Shows sound judgment when evaluating multiple opportunities
175. Comes to reasonable conclusions based on information presented
176. Is fact-based, and refuses to accept emotional arguments when evaluating a decision
177. Remains calm, especially under stress
178. Balances swift decision-making, with the ability to analyze the many angles to a story
179. Is confident and persuasive when making big decisions
180. Consistently understands the core issues at play, enabling him/her to solve problems at a remarkable pace
181. Makes confident decisions when presented with facts and data.
182. Effectively prioritizes urgent matters with those that can wait
183. Effectively outlines the best case (and worst case) scenarios to aid decision-making
184. Makes hasty decisions without first collecting facts & data to inform the decision-making process
185. Consistently displays analysis paralysis when making a decision
186. Makes big decisions without approval from respective parties
187. Is unable to keep confidential information private
188. Approaches decisions with a one-track mindset. Has a “my way or the highway” view of others ideas.
Leadership Ability
189. Is a servant-leader, always willing to help his/her team
190. Gives structure, feedback, and direction to his/her team
191. Consistently recognizes his/her team for a job well done
192. Actively listens to his/her team
193. Creates a culture of dialogue
194. Recognizes staff for a job well done
195. Provides just enough conflict to find the best outcome
196. Balances the strategy of the organization with tactical day-to-day tasks
197. Demonstrates a high bar for ethical behavior
198. Tends to overanalyze problems when a prompt decision is required
199. Fails to plan for the future
200. Sends mixed signals to the team regarding goals and day-to-day activities
201. Rarely gives recognition to his/her team
202. Sets an unreasonably high expectation for his/her team
203. Fails to keep confidential information secret
204. Plays favorites and does not treat each member of the team equally
205. Shows interest in learning new skills and expanding knowledge base
206. Is willing to take risks to gain new skills and knowledge
207. Consistently seeks out professional development opportunities
208. Demonstrates a desire to learn from peers rather than simply teaching them
209. Is able to learn from past mistakes
210. Consistently seeks out new experiences
Needs Improvement
211. Rarely uses past experience as a guide for decision making in new situations
212. Does not appear willing to take risks to gain new skills and knowledge
213. Fails to understand the value of taking risks to gain new skills and knowledge
214. Has difficulty accepting criticism
215. Does not like to be told what to do, when, or how to do it
Management skills
216. Is self-motivated
217. Manages time well
218. Sets attainable goals and objectives
219. Is able to effectively prioritize amongst competing demands
220. Is a good negotiator, able to get people to agree to new ideas or actions
221. Communicates clearly and delivers messages in concise, effective ways
222. Recognizes the contributions of peers and subordinates
223. Assigns challenging but appropriate tasks to staff, and provides adequate resources to ensure successful completion of assignments
224. Has difficulty being firm when needed with staff who are underperforming or inefficient
225. Fails to reward subordinates for hard work or for delivering results on time
226. Perceives subordinates as too personal and not business-like in their approach to work relationships
227. Views employees as a cost center rather than an asset for the company's future growth and profitability
Motivation & Drive
228. Constantly pursues learning opportunities
229. Consistently takes on additional responsibility for the team
230. Successfully finds more effective ways to perform a specific task
231. Is constantly looking for new ways to help the team
232. Is always willing to jump in and learn something new
233. Requires little direction when given a new responsibility
234. Is not afraid to take calculated risks
235. Is not afraid to make periodic mistakes
236. Is unwilling to assume responsibilities outside of his/her job description
237. Frequently sows seeds of doubt with the rest of the team
238. Resists opportunities to train and learn new things
239. Contributes few suggestions to projects with ambiguity
240. Can be overzealous, stepping on others’ toes
241. Seems unwilling to learn new things
242. Struggles to do tasks without assistance from peers
243. Is a careful planner, and always considers the end result of [his/her] actions
244. Creates detailed plans to ensure [his/her] work is done efficiently and effectively
245. Does not leave any loose ends when completing assigned tasks
246. Is able to accurately predict the outcome of [his/her] actions
247. Is an effective time manager
248. Sets realistic deadlines for [his/her] work, and does not procrastinate
249. Does not waste time, and completes [his/her] work efficiently
250. Is organized, and keeps notes or files with information that may be needed in the future
251. Has difficulty deviating from a previously established plan when new information is revealed
252. Does not demonstrate much concern for the long-term effects of [his/her] decisions 11. Is slow to start working on an assignment until all details are ironed out
253. Has difficulty making quick decisions under pressure
254. Waits until last minute to begin work on an assignment, and becomes stressed during crunch time
255. Appears disorganized, even though [he/she] is very organized in reality
256. Appears to lack organization skills in front of peers and upper management
257. Is unable to prioritize tasks appropriately based on urgency and importance 80. Is constantly late with assignments and projects
Problem-Solving Skills
258. Sees problems as challenges to be overcome
259. Brings ideas to the table when discussing problem-solving
260. Is able to pressure test his/her own ideas in a calm but assertive way
261. Is able to persuade others that [his/her] solutions are the best course of action
262. Is able to persuade others with [his/her] ideas
263. Sets up a system for tracking problems and their solutions
264. Uses a variety of techniques to solve problems, and is willing to try new approaches 8. Puts in extra time to ensure that problems are solved completely
265. Is able to explain the rationale behind [his/her] solution to a problem
266. Demonstrates effective leadership skills when solving group problems
267. Demonstrates disinterest in pressure testing ideas with others
268. Does not set up a system for tracking problems and their solutions
269. Fails to take action when a problem is raised
270. Fails to explain the rationale behind [his/her] solution to a problem
271. Does not optimize use of time when working on difficult problems
272. Does not solve problems in an efficient manner
273. Is not adept at persuading others to buy into [his/her] ideas
274. Fails to persuade others that [his/her] solutions are the best course of action
275. Is unable to pressure test his/her own ideas in a calm but assertive way
Time Management
276. Handles multiple assignments and projects well with limited supervision
277. Is able to manage numerous assignments with great speed and accuracy
278. Can effectively prioritize work so that the most critical assignments receive attention first
279. Manages his/her time in a highly effective manner
280. Is able to complete assignments even with extended deadlines
281. Displays a strong ability to manage multiple assignments and projects simultaneously
282. Does not meet deadlines, even when given ample time
283. Has difficulty balancing multiple assignments and projects
284. Does not manage his/her time effectively
285. Fails to effectively prioritize work so that the most critical assignments receive attention first
286. Displays a tendency to allow personal issues affect work performance
Understanding of Job Responsibilities
287. Has a strong understanding of job responsibilities
288. Regularly alerts management of key developments in his/her job function
289. Has deep knowledge that surpasses job expectations
290. Regularly contributes and works with other departments
291. Crafts an extensive network of peers to tackle tough issues
292. Shares knowledge with peers
293. Is constantly sharing industry trends and best practices to create outsized outcomes
294. Is adept in all areas of job responsibility
295. Has little understanding of the competitive landscape
296. Has difficulty locating necessary information to complete job responsibilities
297. Produces many unnecessary errors
298. Produces substandard work
299. Fails to demonstrate a strategic mindset
300. Does not demonstrate mastery of basic concepts in the role
That’s all for now. We’ll continue to update this list of phrases in the future. Again, we strongly recommend offering continuous feedback with your team vs. waiting for an annual performance review. Also, offer an action plan to help all parties navigate difficult situations.
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150 Performance Review Examples and Phrases for Giving Effective Feedback
A performance review is an opportunity for your employees to grow. Discover 150 employee performance review examples to help you give constructive feedback.
Table of Contents
Employee performance reviews are crucial for all businesses. They let managers or supervisors assess their staff members' work and offer them insightful, constructive, and honest employee feedback on their:
- Areas of improvement
Employee engagement is also largely dependent on performance reviews. Therefore, you should know the appropriate words or phrases or employee performance review examples to use during a performance evaluation.
Complicated and wordy messages can confuse both the reviewer and the reviewee and, thus, detract from clarity.
However, if you go about it appropriately, performance reviews can promote your employees' professional growth by reinforcing good habits, rectifying undesirable behaviors, and inspiring them to perform better.
Therefore, to help you comprehend better, we’ve curated a list of 150 performance review phrases. But before we go through the list, let's understand what a performance review is in brief.
What is a performance review?
Reviewing the performance of employees is a critical aspect of running a business. It helps to improve the efficiency and productivity of your employees. Effective performance reviews can also help employers accomplish the following:
- Adequately distribute raises or pay increases
- Assist team members in acquiring new skills
- Outline the goals and expectations of the company
Based on the business capacity and size and the goals of the assessments, each company's review procedure may vary in frequency and complexity. The performance review assessments can be carried out either yearly or quarterly.
150 Useful performance review phrases
Below is a list of 150 performance review phrases and examples that you can use based on the position, function, or personality of the employee in question:
1. Teamwork
Here are 9 positive examples of performance review phrases for teamwork:
- Willing to be counted on by their teammates and expect the same in return
- Develops strong relationships in a professional setting with coworkers, superiors, and other staff members
- Provides support to teammates on their tasks, even though they are not directly responsible for them or obliged to help
- Exemplifies a culture of collaboration on a daily basis
- Readily collaborates with their coworkers to accomplish the goal
- Exceptionally adept at motivating team members to bring out their best effort.
- Oversees the team's operations and delegates tasks to team members appropriately.
- Built a highly motivated team that collaborates to commence and finish the task on or before the deadline
- Always willing to assist teammates who are going through a tough time with their responsibilities
Here are 9 negative examples of performance review phrases for teamwork:
- Seems more concerned about achieving their targets than helping anyone who might require some assistance
- Struggles to acclimatize after transferring from a sector that is very autonomous to one that is team oriented
- Although an expert, they tend not to provide professional guidance or assistance to those who may need
- Struggles with completing assignments while collaborating with others
- Doesn't care enough to inspire team members to perform at their highest level while working
2. Attendance
Here are 7 positive examples of performance review phrases for being attentive :
- Replies to emails and attends calls of stakeholders on time
- Attend conferences, workshops, and seminars on time at all times
- Always arrive on time for work each day
- Completed X years of flawless attendance
- Consistently available even when their division's work schedule is unrelated to it
- Follows the schedule and plan as accurately as attainable
- Always shows up on time, sticks to the schedule, and takes lunch breaks as scheduled
Here are 6 negative examples of performance review phrases for being attentive:
- Attends far too many personal phone calls on a daily basis
- Routinely goes past their allotted lunch break, affecting their productivity
- Does not adhere to the attendance requirements set forth by the organization
- Shows up at work late on a regular basis
- Consistently exceeds the allotted number of leaves
- Must learn to arrive timely after scheduled leaves
3. Interpersonal skills
Here are 8 positive examples of performance review phrases for good interpersonal skills:
- Has strong interpersonal skills and needs little to no instruction in communicating well with others
- Possesses the ability to deal with sensitive circumstances promptly and efficiently
- Can hear and effectively comprehend verbal and nonverbal indications from coworkers
- Ensures that their teammates are comfortable with a decision made by a higher authority
- Is an excellent team player who enjoys working with others
- Possesses the ability to resolve team conflicts
- Has the capability to collaborate with colleagues to resolve conflict in a respectful manner
- Possesses the ability to communicate clearly with people from different cultures, places, etc.
Here are 5 negative examples of performance review phrases for good interpersonal skills:
- Refuses to take constructive criticism from coworkers that can help them grow in the corporate world
- Interacts with coworkers in an abrasive and unprofessional manner
- Refuses to take any initiative or incorporate constructive suggestions made by coworkers
- Reacts defensively to constructive criticism
- Appears uneasy when questioned during team meetings
4. Communication skills
Here are 7 positive examples of performance review phrases for good communication skills:
- Adept at efficiently conveying complex messages and decisions
- Routinely offers constructive criticism
- Communicates complex subjects to the rest of the team in a transparent and understandable manner
- Asks interesting and meaningful questions
- Not afraid to answer when confronted with a difficult question
- Is skilled at summarizing and conveying critical business decisions
- Is open to hearing other people's opinions
Here are 7 negative examples of performance review phrases for communication skills:
- Stands out from their colleagues for having excellent employee communication skills
- Repeatedly berates staff members
- Has difficulty interacting effectively in teams
- Instead of doing it themselves, ask other coworkers to convey bad news
- Does not adequately notify supervisors of progress updates
- Does not provide constructive feedback on new initiatives
- Regularly engages in awkward conversations and occasionally becomes territorial
5. Achievement
Here are 8 positive examples of performance review phrases for achievement:
- Sets realistic goals and actively works to meet them
- Surpassed the benchmark by X%, outperforming other team members
- Reduced the time it took to resolve complaints to 24 hours, which boosted customer retention by X%
- Employed effective SEO strategies and increased the site's organic traffic by X%
- Implemented a strategy that works well to optimize work processes
- Working cooperatively with a team was improved by X%
- Generated X% more revenues at the end of the last quarter compared to the previous one
- Used automation tools to save the organization $1 million
Here are 6 negative examples of performance review phrases for achievement:
- Last month's goal was missed by X%
- Would benefit from reviewing their own failures and successes each quarter
- Failure to meet commitments due to a lack of coordination
- Would prosper from defining career goals
- Finds it challenging to provide error-free work consistently
- Improved social media interaction is essential to boost organic traffic
6. Innovation and creativity
Here are 7 positive examples of performance review phrases for innovation and creativity:
- Frequently comes up with fresh, creative answers to handle difficult situations
- Thinks creatively and unconventionally
- Always encourage or assist teammates in coming up with innovative ideas
- Their creative capabilities are a valuable contribution to the company
- Has a strong imagination and routinely offers some of the most original ideas
- Uses creative thinking to carry out a vision for the business
- Consistently offers fresh ideas during meetings and when working on projects
Here are 7 negative examples of performance review phrases for innovation and creativity:
- Could provide alternative strategies for resolving problems
- Could take the initiative to work on new projects
- Their problem-solving methods are typically inflexible and conventional
- Prefers a traditional, cautious approach to problems rather than a creative one
- Could perform better in places that require innovative solutions
- Might use some creative thought
- Too reluctant to take chances on coming up with creative solutions
- Has a habit of rejecting projects that require creative thinking
7. Leadership
Here are 9 positive examples of performance review phrases for leadership:
- Encourages team members to put in a good effort
- Establishes a safe environment for team members to express their thoughts and perspectives
- Recognizes the capabilities of teammates and effectively assigns work
- Keeps team focused and engaged in work
- Expresses sincere appreciation for a job well carried out
- Actively hear what their coworkers are suggesting and respond appropriately to it
- Is an excellent role model for others to emulate
- Encourages the development of an understanding- and learning-centered corporate culture
- Always ready to lend a hand to a teammate
Here are 7 negative examples of performance review phrases for leadership:
- Ambiguous while deciding which objectives and tasks to accomplish
- Seldom acknowledges a successfully completed task with praise or positive feedback
- Regularly causes the team to fall behind with superfluous activities
- Rejects team members' opinions or suggestions
- Does not treat other staff members equally with respect
- Always overanalyzes situations when a speedy resolution is demanded
8. Attitude
Here are 7 positive examples of performance review phrases for attitude:
- Has a positive outlook that encourages their teammates to do better
- Always optimistic in every situation
- Quickly smiles and boosts morale in tense situations
- Always cheer up coworkers
- Does not allow difficult situations to dampen their spirit
- Always comes to work with a cheerful demeanor
- Keeps a persistent, optimistic attitude that motivates others
- Helps others have a positive attitude toward challenges by sharing ideas and thoughts that are constructive
- The way they behave shows how much they like their work
- Fosters a culture of trust among staff members
Here are 7 negative examples of performance review phrases for attitude:
- Has an attitude toward causing problems
- Gets upset easily and shows a pessimistic attitude
- Must learn to accept constructive feedback
- Gets easily distracted or provoked by non-work topics
- Behavior at work exhibits bipolar tendencies
9. Time management
Here are 9 positive examples of performance review phrases for time management:
- Has the capacity to finish tasks, particularly those with tight deadlines
- Shows an excellent capacity for coordinating several tasks and projects simultaneously
- Efficiently utilizes free time
- Effectively manages a variety of tasks and projects without requiring heavy supervision
- Is adept at handling multiple tasks quickly and with precision
- Manage their time quite well
- Consistently fulfills all goals on time
- Creates brief and time-saving presentations
- Schedules meetings on time
Here are 5 negative examples of performance review phrases for time management:
- Fails to meet deadlines despite being granted plenty of time to finish all assigned tasks
- Has trouble coordinating multiple tasks and initiatives
- Does not efficiently manage their work schedule time
- Lacks the ability to efficiently prioritize tasks
- Shows a tendency to let personal matters influence how well they function at work
10. Productivity
Here are 10 positive examples of performance review phrases for productivity:
- Consistently surpasses performance benchmarks
- Has incredibly high standards for productivity
- Have a track record of delivering work at a high caliber
- Constantly looking for ways to be more effective
- Encourages people to perform efficiently at work by maintaining a positive attitude
- Consistently goes above and beyond expectations and delivers the best result
- Significantly contributes to the business's ongoing expansion
- Places a high value on details, which is evident in their work
- Shares their understanding of market trends and best practices with the team to assist them in achieving better results
- Is a key contributor to the organization's success
Here are 5 negative examples of performance review phrases for productivity:
- Requires to pay greater attention to the intricacies before turning in a project
- Finishes the easier tasks first instead of prioritizing the urgent ones
- Doesn't accomplish their work in accordance with the required productivity standards
- Should engage in more training and development activities to advance their knowledge and abilities
- Work performance and productivity have been below par lately
11. Accountability
Here are 5 positive examples of performance review phrases for accountability:
- Accepts accountability for one's actions and contributions as a team member, as well as involvement in the organization's growth
- Respects deadlines and takes responsibility for them
- Acknowledges shortcomings and notifies colleagues when unable to uphold a commitment
- Takes accountability for the part they play in project management
- Unwilling to be complacent with errors and finds resolutions for them
Here are 3 negative examples of performance review phrases for accountability:
- Must accept responsibility for meeting deadlines
- Rejects responsibilities for fixing errors
- Fails to communicate effectively regarding delayed deliverables
Frequently asked questions (FAQs)
Here are some frequently asked questions about employee performance review:
1. What is an employee performance review?
A thorough evaluation of an employee's performance over a specific period is known as an employee performance review. Managers examine an employee's overall performance, point out their merits and shortcomings, provide feedback, and assist them in setting goals during a performance review.
2. What should a performance evaluation of an employee contain?
In the majority of employee assessments, regardless of industry, these capabilities are evaluated:
- Communication
- Problem-solving
- Time management
- Productivity
3 . What are some examples of good performance reviews for employees?
Examples of good performance reviews for employees are:
4. What are some of the areas of improvement for employees?
Some of the areas of improvement for employees are:
5. What are some examples of performance reviews concerning leadership?
Examples of performance reviews concerning leadership are:
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Adaptability: 40 Useful Performance Feedback Phrases
Adaptability: Use these sample phrases to craft meaningful performance evaluations, drive change and motivate your workforce.
Adaptability is the ability to cope with and adapt to unexpected situations in any environment and staying connected with a great attitude.
Adaptability: Exceeds Expectations Phrases
- Easily adjusts priorities, activities, and attitude to meet new deadlines and information and to achieve objectives
- Plans ahead, but always has an alternative option in case things go wrong or unexpected
- Thinks quickly to respond to a sudden change in information and draws conclusion from it
- Anticipates and responds with energy to new challenges, the unfamiliar and the urgent
- Takes new challenges and looks for a new way to solve problems at short notice
- Quickly bounces back from setbacks, and maintains a head high positive attitude
- Thinks of ways to make changes work, rather than identifying why changes will not work
- Shows initiative and self-reliance when making suggestions for increasing the effectiveness of a changing environment
- Not frightened to improvise. Can comfortably move into action without a plan and plan on-the-go
- Keeps an open mind and shows willingness to learn new methods, procedures, and techniques that embrace change
Adaptability: Meets Expectations Phrases
- Incorporates feedback effectively and deals positively with praises and criticism
- Understands, negotiates and balances diverse views and beliefs, particularly in multicultural environments, to reach workable solutions
- Pushes aside the work planned for the day to respond to an emerging problem
- Encourages others to take the initiative when new projects come along and to quickly adapt to situations
- Offers to cover the responsibilities of a colleague while he/she is on vacation
- Shifts attention to a client entering the facility even though immersed in detailed task
- Volunteers to take the lead for an important presentation when a colleague comes down with an illness
- Works overtime to help a colleague meet a deadline for a certain proposal
- Tailors a sales pitch to meet unique needs of a certain client
- Surveys clients about their experience with the company and modifies service delivery based on the findings
Adaptability: Needs Improvement Phrases
- Gets overwhelmed when multi-tasking. Feels overloaded when juggling several tasks or when under pressure
- Not able to stay poised and calm when presented with a dilemma or a sudden troubling event
- Does not show confidence when working with teams or clients that may have a different way of thinking
- Tends to be so consistent following own job description thus being resistant to change
- Always late in executing a new plan or project and neglects tasks that need priority
- Rarely helps other colleagues to accomplish tasks that require meeting deadlines
- Gets easily depressed when things go wrong or projects do not work out as expected
- Hardly attends training, workshops or any other research-based activity meant to increase self-efficiency
- Adapts well to small changes, but struggles when there is a larger issue that affects the whole office or department
- Shows reluctance when asked to take over others in the same office or department when necessary
Adaptability: Self Evaluation Questions
- Do you prefer an environment with a structured routine or one with new experiences?
- Can you describe a project or situation which required you to remain open-minded and flexible in order to succeed?
- Were there times you had to take in a new task when you were still heavily involved with another one?
- If you were given a new project to lead without prior knowledge, what steps would you take to tackle it?
- What is the biggest change you have dealt with and how did you cope with it?
- Can you think of a time when your task or project suffered a setback? How did you react?
- Is there a time you had to adjust to a colleague's working style or technique in order to meet a deadline or achieve an objective?
- Give a situation where you had to present to a group of clients with little or no preparation. What challenges did you face?
- When have you been forced to attend to an emergency in an unusual way and what was the outcome?
- Can you describe a situation where you had to move into action without a plan when solving a difficult problem?
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During a challenging year, Maui Fire Chief ‘exceeds’ all areas of review in annual evaluation
Maui Fire Chief Bradford Ventura exceeded all areas of review in his annual evaluation conducted by the Maui Fire and Public Safety Commission. Details of the report were shared at Thursdayʻs commission meeting held at the Admin Conference Room at the Kahului Fire Station.
The review is mandated by the Maui County Charter, and took into consideration Chief Ventura’s demonstration of leadership, problem solving, job knowledge and performance in achieving goals of the department. The rating covers the period from January 2023 to February 2024.
In all six categories of review, Chief Ventura received an “exceeds” response from commissioners. They had the option of selecting one of the following: substandard, needs improvement, satisfactory or exceeds.
The year started off with the tragic passing of Firefighter Tre’ Evans-Dumaran, and was followed by the devastating wildfires in Lahaina and Kula in August of 2023.
“This year has presented significant challenges for the department, marked by the first line of duty death, and the destructive Maui wildfires,” said Commission Chair Lisa Vares. She said the department is in need of additional resources to manage the volume of public information requests that she said exceed the department’s capacity to respond promptly. “That is the only area of improvement that we need to be addressed, but otherwise we’re proud to say that every one of these superseded our goals and expectations,” said Vares.
Commissioners credited Ventura for successfully managing equipment upgrades, recruitment and retention of employees, oversight of capital improvement projects, spearheading the department’s wellness program, collaborating with nonprofits for enhanced emergency response, and effective problem solving.
“I recognize firefighting… is a team sport, said Chief Ventura. “I don’t get any of this done by myself. So it’s a credit to the leadership at every level of our department,” he said.
Chief Ventura was credited with consistently adhering to the department’s apparatus replacement schedule, ensuring timely acquisition of new engines for Kula and Lānaʻi, along with the wildland truck for Hoʻolehua.
“This proactive management of equipment upgrades underscores his reliability in fulfilling departmental commitments and achieving operational objectives within designated timelines,” said Vares.
In the realm of recruitment and HR, the commission said the chief demonstrated “exceptional reliability” by overseeing successful completion of recruit classes for both fire and ocean safety departments, resulting in graduation of new members. “Furthermore, his continuous efforts to minimize civilian vacancies through ongoing recruitment initiatives showcases his ability to maintain staffing levels effectively and adapt to evolving workforce demands,” according to the evaluation.
The chief was also acknowledged for his work in overseeing various capital improvement projects, including the construction of apparatus bays on Lānaʻi, in Hoʻolehua and Makawao. Additionally, the commission said his involvement in planning and design for the Pūkoʻo Fire Station and management of property demolition and abandoned vehicle removal at the Haʻikū Fire Station “highlights commitment to achieving infrastructure goals while effectively managing project timelines and resources.”
“Chief Ventura enhanced departmental infrastructure and functionality through innovative problem solving—an example of this would be the planning of the new admin facility coming down the line,” said Vares.
The development and implementation of an employee wellness and resiliency program was also listed as a strong point. “This not only fosters a supportive environment, but also strengthens internal relationships within the department by promoting well-being and resiliency among the staff,” said Vares.
In the area of relationships, Chief Ventura is credited with initiating a collaborative partnership with the Daniel Sayre Foundation , a nonprofit organization dedicated to enhancing emergency response capabilities. “By forging this relationship, Chief Ventura exhibits a proactive approach to external engagement, fostering positive connections and support networks beyond,” the commission said.
The following areas were considered during the review:
1. Evaluating reliability and achieving goals : Measures the chief’s performance in completing assignments in a timely manner, ability to work effectively with little direction, keeping commitments, accepting responsibility, being flexible and when requested, adjusting to varying job situations. This also measures the fire chief’s performance in achieving program measurements, goals and objectives.
2. Relationships with others : Measures the fire chief’s development and maintenance of positive constructive internal and external relationships. Consideration should be given to the fire chief’s demonstrated willingness to function as a team player, give and receive constructive criticism, resolve conflicts, recognize needs and sensitivities of others, and treat others in a fair and equitable manner.
3. Job knowledge : Measures the fire chief’s demonstrated job relevant knowledge and essential skills such as work policies, practices, procedures, laws, customer service and technical information as well as the relationship of work to the organization’s mission.
4. Problem solving decision making : Measures the extent to which the fire chief is self directed, resourceful and creative in performing job duties. Also measures the the chief’s performance in identifying, understanding and resolving problems, following through with assignments, and modifying procedures to provide improved performance in accomplishing duties.
5. Planning organizing, setting priorities : Measure the fire chief’s performance in prioritizing assignments to minimize crisis situations. Shows foresight to prevent potential problems in developing contingency work plans for short- and/or long-range plans. Identifies and utilizes resources and personnel effectively. Develops goals of a department consistent with the mission of the county. Proposes and reviews bench marks to monitor work progress and follows up on assignments.
6. Leadership : Measures the fire chief’s performance in effectively managing programs and projects, employees, budget, technology and organizational change to produce positive results. Motivating management of others to achieve the mission, vision, goals and objectives of the organization. It also reflects initiative, the drive for excellence, special job knowledge, and the willingness to accept and seek responsibility, as well as taking calculated and measured risks.
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Analytical Skills: Performance Review Examples (Rating 1 – 5)
By Status.net Editorial Team on August 9, 2023 — 6 minutes to read
Evaluating an employee’s analytical skills in a performance review provides valuable feedback that can help them develop and hone these abilities further. Doing so can lead to improved job performance and better decision-making.
Related: Best Performance Review Examples for 48 Key Skills
2000+ Performance Review Phrases: The Complete List (Performance Feedback Examples)
Performance Review Questions: Analytical Skills
1. Does the employee seek out feedback and use it to improve their analytical skills? Are they open to learning new techniques and approaches to problem-solving? 2. How does the employee approach problem-solving? Are they able to break down complex problems into smaller, more manageable tasks? 3. Does the employee use data and research to inform their decisions? How do they gather and analyze information to make informed decisions? 4. How well does the employee identify patterns and trends? Are they able to spot potential issues before they become major problems? 5. Can the employee think creatively and outside the box when it comes to problem-solving? Are they able to come up with innovative solutions to complex problems? 6. How well does the employee prioritize tasks and manage their time to meet deadlines? Do they use their analytical skills to determine which tasks are most important and require the most attention?
Performance Review Phrases and Paragraphs Examples: Analytical Skills
5 – outstanding.
Employees who demonstrate outstanding analytical skills are able to quickly absorb information, recognize patterns, and make well-informed decisions. When faced with complex situations, they can break them down into smaller, manageable tasks, and then reassemble the pieces to gain a clear understanding.
Phrases Examples:
- Consistently displays an impressive ability to analyze large amounts of data and draw useful conclusions.
- Expertly identifies critical factors and addresses them effectively in his decision-making process.
- Consistently demonstrates exceptional problem-solving skills.
- Proactively identifies issues and develops innovative solutions.
- Exhibits a keen ability to analyze complex data and draw comprehensive conclusions.
- Exceptional ability to analyze complex data and patterns.
- Consistently anticipates potential problems and develops solutions.
- Excels at identifying trends and determining their impact on the company’s goals and objectives.
Paragraph Example:
“Samantha consistently excels in her analytical skills by applying her expertise when working on complex projects. Her ability to identify patterns and trends in data is remarkable, as it has led to numerous business-saving insights. Samantha also consistently anticipates potential problems, enabling her team to develop effective solutions before the issues escalate.”
4 – Exceeds Expectations
An employee who exceeds expectations in analytical skills demonstrates a high level of aptitude in identifying and solving problems. They have a keen sense of which factors should be prioritized, and they can synthesize information from various sources to arrive at sound conclusions.
- Excels at evaluating multiple solutions to find the most effective and efficient approach.
- Can effortlessly adapt his analytical methods to suit a variety of situations.
- Frequently employs a logical and systematic approach to solving problems.
- Effectively identifies potential issues and proposes suitable solutions.
- Skilled at analyzing data and making well-informed decisions.
- Regularly demonstrates strong analytical skills when working on projects.
- Successfully applies knowledge to identify insights and potential opportunities.
- Adept at forecasting trends and implications accurately, benefiting overall business decisions.
“Tom has proven time and again that his analytical skills surpass expectations. He successfully applies his knowledge to pinpoint valuable insights and uncover new business opportunities. His proficiency in forecasting trends and their implications has resulted in better decision-making and a positive impact on our company.”
3 – Meets Expectations
Meeting expectations in analytical skills means an employee is able to effectively solve problems and make decisions using relevant information and critical thinking. They can make sense of available data, and recognize when more information is needed.
- Demonstrates a satisfactory level of analytical thinking.
- Can identify issues and offer workable solutions.
- Capable of examining data and making appropriate decisions.
- Adequate analytical skills showcased when needed.
- Generally able to identify patterns and trends in data.
- Can usually devise solutions to problems, given adequate time and resources.
“Sarah meets expectations in her role when it comes to analytical skills. She shows an ability to work with data, but sometimes requires additional time and resources before arriving at a solution. Sarah is generally able to recognize patterns and trends, but improvement in this area would lead to greater success in her role.”
2 – Needs Improvement
An employee who needs improvement in analytical skills may struggle to gather essential information, or they may overlook crucial details when making decisions. They may have difficulty breaking down complex problems, or they may struggle with seeing the broader implications of their decisions.
- Struggles with conducting thorough data analysis.
- Sometimes lacks a logical approach to problem-solving.
- May occasionally overlook crucial details when making decisions.
- Struggles to interpret complex data accurately.
- Often overlooks important patterns and trends in the information.
- Lacks confidence in suggesting solutions to problems based on analysis.
“John struggles with his analytical skills and often has difficulty interpreting complex data. This has led to missing important patterns and trends that could provide valuable insights. Additionally, he lacks the confidence to suggest solutions based on his analysis and could benefit from additional training or mentorship in this area.”
1 – Unacceptable
An employee with unacceptable analytical skills may consistently make poor decisions or fail to recognize and solve problems. They can overlook important information or fail to see the connections between different pieces of data, which can lead to significant harm to projects or business operations.
- Fails to demonstrate basic problem-solving skills.
- Lacks the ability to analyze data and make informed decisions.
- Consistently overlooks important details, leading to poor choices.
- Fails to demonstrate basic analytical skills.
- Largely unable to accurately interpret data or discern patterns.
- Regularly makes poor decisions or recommendations based on flawed analysis.
“(Employee) consistently demonstrates an outstanding level of analytical skills. He frequently examines complex data and uses logic to draw comprehensive conclusions. As a result, he has become an essential member of the team, proactively identifying issues and developing innovative solutions. We encourage (Employee) to continue refining his analytical abilities and sharing his expertise with colleagues.”
“Jane’s analytical skills are alarmingly lacking for her role. She consistently fails to demonstrate even the most basic understanding of interpreting data and discerning patterns. Consequently, her poor decisions and recommendations have significant ramifications for the business. Immediate intervention is necessary to address this unacceptable performance.”
Frequently Asked Questions
What are some common phrases used to evaluate analytical skills in a performance review.
- Consistently identifies and addresses complex issues in a timely manner
- Skillfully solves problems by analyzing relevant information
- Demonstrates excellent attention to detail and accuracy in analyzing data
- Frequently anticipates challenges and proactively develops strategies to overcome them
What are example phrases for assessing outstanding analytical skills in a performance review?
- Expertly applies advanced analytical techniques to optimize efficiency and productivity
- Seamlessly identifies and implements innovative data-driven solutions
- Demonstrates a deep understanding of complex issues and consistently provides sound recommendations
- Excels at identifying significant trends and anticipating their impact on the business
How can an employee with excellent analytical abilities be described in a performance review?
Example: “Samantha’s exceptional analytical skills greatly contribute to the success of her projects. She consistently provides data-driven insights that improve decision-making and drive results. Samantha has a keen eye for identifying and addressing potentially overlooked factors and does not hesitate to offer well-reasoned alternative solutions.”
What phrases are typically used when an employee’s analytical skills need improvement?
- Struggles to provide well-reasoned recommendations based on data analysis
- Encountering difficulty in identifying patterns or trends within data sets
- Requires additional guidance when faced with complex problems or issues
- Can benefit from further training in data analysis or problem-solving techniques
How can one address unacceptable analytical skills in a performance review?
Example: “Robert has consistently demonstrated difficulties in applying analytical thinking to his work. This has resulted in missed opportunities for data-driven decision-making and inefficient problem-solving. He is encouraged to seek additional training and support to improve his understanding and application of analytical techniques. It is essential that he shows significant progress in this area for his future success within the team.”
- Problem Solving Skills: Performance Review Examples (Rating 1 - 5)
- Planning Skills: Performance Review Examples (Rating 1 - 5)
- Decision Making Skills: Performance Review Examples (Rating 1 - 5)
- Listening Skills: Performance Review Examples (Rating 1 - 5)
- Supervision Skills: Performance Review Examples (Rating 1 - 5)
- Interpersonal Skills: Performance Review Examples (Rating 1 - 5)
A Wasserstein distance-based technique for the evaluation of GNSS error characterization
- Original Article
- Published: 25 March 2024
- Volume 28 , article number 91 , ( 2024 )
Cite this article
- Jinpei Chen 1 , 2 , 3 ,
- Wenyu Zhang 2 ,
- Bingqing Feng 4 ,
- Nan Zhi 2 , 5 ,
- Yi Zhao 2 &
- Mingquan Lu 1
The characteristics of residual errors in GNSS positioning are crucial for fault detection and integrity monitoring. Despite the wide use of the zero-mean Gaussian assumption in the navigation community, studies highlight non-Gaussian traits and heavy-tailed patterns in residual errors. The problem will be even more challenging for users in difficult environments where residual errors consist of a combination of multiple modes with high complexity and cannot be fitted with known distributions or empirical models. To address these issues, our work introduces a novel approach leveraging the Wasserstein distance for assessing the performance of error characterization and fault modeling. However, relying solely on the Wasserstein distance value for direct similarity assessment is hindered by its dependency on dimensionality. We propose a second-order Gaussian Wasserstein distance-based precision metric to offer a quantitative evaluation of GNSS error models in terms of both goodness-of-fit and underlying assumptions. We also establish a robust scoring criterion to distinguish between various GNSS error models, ensuring comprehensive evaluation. The proposed method is validated through a known high-dimensional Gaussian model, achieving a score of 99.95 over 100 with a sample size of 10,000. To demonstrate the capability in dealing with complexity, two multivariate complex GNSS models incorporating copula functions to capture intricate inter-dimensional correlations are established and assessed by our approach. Experimental results show that the method can effectively deliver the evaluation of goodness-of-fault models using the establishment of a universal criteria with different dimensions. It provides a quantitative measure on the goodness of fittings and enhances the modeling to reflect the reality, therefore solving the problems raised above. In addition, with this technique, the close-to-reality fault models can be chosen to generate simulated faulty datasets, thus benefiting algorithm testing and improvement. This is also beneficial to more accurate integrity risk assessment to avoid overbounding- or underbounding-resulted false or missed alert.
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Data availability
The GNSS data were collected by real tests.
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The research is sponsored by the Department of Science and Technology of Zhejiang Province (2020R01012) and the Ministry of Science and Technology China (2021YFA0717300).
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Jinpei Chen & Mingquan Lu
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JC proposed the general idea of this contribution and completed the evaluation and was a major contributor in writing the manuscript. ML is the supervisor who modified this paper. WZ, BF, NZ, and YZ made suggestions for the framework and participated in the modification of this paper. All the authors read and approved the final manuscript.
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Chen, J., Zhang, W., Feng, B. et al. A Wasserstein distance-based technique for the evaluation of GNSS error characterization. GPS Solut 28 , 91 (2024). https://doi.org/10.1007/s10291-024-01636-4
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DOI : https://doi.org/10.1007/s10291-024-01636-4
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Problem Solving: Use these sample phrases to craft meaningful performance evaluations, drive change and motivate your workforce. Problem Solving is the skill of defining a problem to determine its cause, identify it, prioritize and select alternative solutions to implement in solving the problems and reviving relationships.
Problem solving is an important skill in any work environment: it includes the ability to identify, understand, and develop solutions to complex issues while maintaining a focus on the end goal. Evaluating this skill in employees during performance reviews can be highly beneficial for both the employee and the organization. Questions that can help you...
Self-evaluation is an essential aspect of professional development. It helps you to identify areas of improvement and measure your progress towards achieving your goals. By evaluating your problem-solving skills, you can identify your strengths and weaknesses and take steps to improve your performance. Problem Solving Self-Evaluation Comments Examples I was able to identify the root...
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Use our compendium (don't get to use that word often) of performance review example phrases to help you conduct an effective performance appraisal. Example Phrases about Creative Problem Solving Strengths. Displays the ability to come up with innovative solutions to complex problems. Applies creative thinking with creative solutions to ...
Finding a suitable solution for issues can be accomplished by following the basic four-step problem-solving process and methodology outlined below. Step. Characteristics. 1. Define the problem. Differentiate fact from opinion. Specify underlying causes. Consult each faction involved for information. State the problem specifically.
Allocate Resources. Problem-solving is a mental process that involves discovering, analyzing, and solving problems. The ultimate goal of problem-solving is to overcome obstacles and find a solution that best resolves the issue. The best strategy for solving a problem depends largely on the unique situation. In some cases, people are better off ...
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All teams and organizations encounter challenges as they grow. There are problems that might occur for teams when it comes to miscommunication or resolving business-critical issues.You may face challenges around growth, design, user engagement, and even team culture and happiness.In short, problem-solving techniques should be part of every team's skillset.
264. Uses a variety of techniques to solve problems, and is willing to try new approaches 8. Puts in extra time to ensure that problems are solved completely 265. Is able to explain the rationale behind [his/her] solution to a problem 266. Demonstrates effective leadership skills when solving group problems Needs Improvement 267.
One can interpret achievement in many ways. Here are some phrases with the word used very specifically. 1. X achieves the highest performance levels when it comes to…. 2. X provides compelling evidence that he/she… [state the accomplishment] 3. X develops programs/strategies that have delivered stellar results. 4.
A performance review is a documented evaluation of how effectively a team member is meeting their goals and responsibilities. Receiving clear, action-oriented feedback can increase employee engagement and retention, so regular in-depth performance reviews are important. ... " You lack problem-solving skills and often disrupt your team members ...
Time Management Skills: Performance Review Examples (Rating 1 - 5) He is effective at goal-setting and challenging himself. He clearly communicates goals and objectives to coworkers. He takes responsibility for the performance of his staff members. He ensures the achievement of the goals as planned. He defines clear goals and expects the right ...
Here are 7 negative examples of performance review phrases for innovation and creativity: Could provide alternative strategies for resolving problems; Could take the initiative to work on new projects; Their problem-solving methods are typically inflexible and conventional; Prefers a traditional, cautious approach to problems rather than a ...
The paper aims at investigating some aspects of the evalutation process under the perspective of the problem solving approach. Firstly, the basic sketch of the evaluation process is summarized and ...
Adaptability: Meets Expectations Phrases. Incorporates feedback effectively and deals positively with praises and criticism. Understands, negotiates and balances diverse views and beliefs, particularly in multicultural environments, to reach workable solutions. Pushes aside the work planned for the day to respond to an emerging problem.
Self-evaluation is an essential aspect of professional development. It helps you to id areas of improvement and measure your progress towards get your goals. By evaluating your problem-solving skills, you canister identify your strengths and weaknesses plus carry steps to enhanced your performance. Problem Solving Self-Evaluation Talk Examples I was able to identify who root...
Abstract. Problem solving is a style of thinking, which transforms a given problem to the goal state through a so-called PS (problem solving) path. Different from the traditional GPS (General Problem Solver) approach, the focus in this paper is placed on how to judge the performance of PS paths, that is, the evaluation problem of problem solving.
By emphasizing problem-solving skills in which perform evaluation process, employers can create a culture of innovation and growth. Employees wants felling empowered to take ownership of their work, seek out new challenges, and collaborate with other to achieve collective goals.
The data you collect will serve as the foundation for your problem-solving efforts, so ensure it's accurate and thorough. Add your perspective Help others by sharing more (125 characters min.) Cancel
Critical Thinking: Performance Review Examples (Rating 1 - 5) Critical thinking skills are an essential aspect of an employee's evaluation: the ability to solve problems, analyze situations, and make informed decisions is crucial for the success of any organization. Questions that can help you determine an employee's rating for critical ...
Problem solving decision making: Measures the extent to which the fire chief is self directed, resourceful and creative in performing job duties. Also measures the the chief's performance in ...
Coping strategies can have different styles, such as problem-focused (e.g. managing or solving the problem, and re-evaluating and attaching positive meaning to the stressor), emotion-focused (e.g. avoidance, denial, expressing negative emotions, attributing blame and withdrawing from the problem), may have a religious, spiritual basis and can ...
capable of solving minimization problems on binary strings {x 1,...,x n}with an objective function f : {0,1}n →R. The variables of the problem represent the state of n particles in-teracting with each other. A focal point of this model is the Hamiltonian H(t), which is a 2n ×2n matrix, describing the possible energy levels at time t ∈[0,T].
Phrases Examples: Fails to demonstrate basic problem-solving skills. Lacks the ability to analyze data and make informed decisions. Consistently overlooks important details, leading to poor choices. Fails to demonstrate basic analytical skills. Largely unable to accurately interpret data or discern patterns.
Experimental results show that the method can effectively deliver the evaluation of goodness-of-fault models using the establishment of a universal criteria with different dimensions. It provides a quantitative measure on the goodness of fittings and enhances the modeling to reflect the reality, therefore solving the problems raised above.