Many writers have described stages in a problem-solving model. Thomas Gordon (1970), for example, listed six steps in his “Method III-No-Lose” problem-solving strategy.

Step 1: Identifying and defining the conflict
Step 2: Generating possible alternative solutions
Step 3: Evaluating the alternative solutions
Step 4: Deciding on the best acceptable solution
Step 5: Working out ways of implementing the solution
Step 6: Following up to evaluate how it worked

Identify an issue involving conflict.

Perception
Find out how people feel about the problem or issue. Are there emotions involved that would be useful if they surfaced?

Questions you might ask: “How does it feel to have to deal with that?” “What’s the best, worst, and most probable thing that might happen if you addressed this?”

Definition
Find out what really is the problem. Can the group define it and state its boundaries and limitations?

Questions you might ask: “Can you state the problem as a ‘how to’?” (Example: “How can we increase student attendance?”). “Cheri has stated her conception of the problem. What do you think?”

Analysis
Find out why the problem exists; discover the causes.

Questions you might ask: “Who’s involved, when, where, in what way?” “What are the things that are keeping the situation from getting worse?” “What forces are keeping the situation from improving?”

Alternative Generation
Identify possible alternative solutions.

Questions you might ask: “What have other groups done to solve this problem?” “What ideas could we brainstorm that might be possible solutions?”

Evaluation
Identify the strengths and weaknesses of the alternative solutions.

Questions you might ask: “What criteria should we use in selecting a solution?” “How could we categorize the possible solutions we’ve listed?”

Decision Making
Find out the final solution and commit to action.

Questions you might ask: “Is there anyone in the group who could not live with solution A?” “Is there anything that could be added or taken away from solution A to make it more acceptable?”

Implementation
To design, plan, and implement the intervention selected as the solution to the problem.

Questions you might ask: What does implementation of the solution entail? Who will be responsible for carrying out the work? Are the resources necessary to carry out the implementation available? What will be the timelines for completing the work?

Program Evaluation
To determine whether the intervention was implemented as planned (formative evaluation) and to assess whether the intervention successfully resolved the problem (summative evaluation).

Questions you might ask: How well was the intervention implemented? Was the work completed successfully, on time and within budget? What were the outcomes or consequences of the intervention? Were there any negative or positive unintended consequences? How were the outcomes measured? What was learned as a result of the formative and summative evaluations?

Source: Robert J. Garmston, Facilitation Associates: Leadership Learning, Personal and Organizational Development