relationship and problem solving skills

Conflict Resolution in Relationships & Couples: 5 Strategies

While conflict is not uncommon, if left unresolved along with related stress, it can damage the bonds that form between people (Overall & McNulty, 2017).

If we accept that all partners will disagree at times, we must also recognize that it is crucial to find a resolution to ensure that the relationship’s health is maintained (Grieger, 2015).

This article explores conflict and its resolution in couples and other relationships, introducing key strategies and activities to help avoid or recover from any harm done.

Before you continue, we thought you might like to download our three Positive Communication Exercises (PDF) for free . These science-based tools will help you and those you work with build better social skills and better connect with others.

This Article Contains:

Is conflict resolution important for healthy relationships, how to resolve conflicts in relationships: 4 steps, 5 helpful strategies for couples & married people, 5 exercises, activities, & worksheets for couples therapy, resources from positivepsychology.com, a take-home message.

Conflict need not always lead to damage. Challenge and disagreement within a relationship (romantic or otherwise) can encourage growth, deeper understanding, improved communication , and progress toward a goal (Overall & McNulty, 2017; Tatkin, 2012).

But this is not always the case.

The most critical aspect of conflict affecting the health of a relationship is its resolution. There will always be disagreement and differences of opinion of one kind or another. However, to avoid a loss of trust, damage to intimacy, or behavior that further upsets the relationship, “the couple will want to make sure that the resolution does not leave lingering hurt or resentment in one or both of them” (Grieger, 2015, p. 161).

Clinical psychologist Russell Grieger (2015) suggests that disagreements have four possible outcomes:

• The outcome is good for the first person, but not the second. This is a win–lose situation. One person gets what they want, while the other is left defeated, possibly feeling hurt, angry, and resentful. Such feelings may lead to further disagreements or surface in other areas of the relationship.
• The outcome benefits the second person, but not the first. This is similar to the first possible outcome, only this time it is the first person within the relationship who is left feeling thwarted or slighted (a lose–win scenario).
• The outcome is bad for both people. The third option is bad for both people; they equally face loss (lose–lose). Often a result of stubbornness on both sides when neither wants the other to ‘win,’ so neither will give in . Again, this is damaging for the relationship and, if ongoing or repeated, ultimately toxic.
• A resolution is found that is appropriate for both people. The couple or partners work toward an equally beneficial resolution and achieve a win–win outcome. Neither person is left feeling defeated or damaged, leading to increased confidence and trust in the relationship .

Undoubtedly, the fourth option is the most ideal for a long-term, healthy partnership and avoids the potential for a downward spiral in the relationship (Grieger, 2015). When in response to conflict, a win–win outcome leads to growth and moving forward.

• Step 1 – Eliminate relationship disturbances Firstly, it is vital to remove or at least reduce emotions that will get in the way of conflict resolution, such as hurt, anger, and resentment.

Otherwise, either side is unlikely to listen patiently and openly to what the other is saying.

• Step 2 – Commit to a win–win posture Each party must commit to finding a solution that works equally for both. One side winning while the other loses is not acceptable. The couple must remain motivated and open to change.
• Step 3 – Adopt purposeful listening A win–win solution is more likely when each partner is actively listening to the other. Each individual knows what a win looks like for themselves but now must purposefully listen to the other, avoiding censorship or judgment.

Once both have a shared understanding, a win–win solution is possible.

• Step 4 – Practice synergistic brainstorming The couple can progress toward identifying a workable resolution, having removed any emotional contamination, adopted a win–win mindset, and fully committed to a win for both.

The couple can share ideas, hopes, needs, goals, and concerns until finding a solution that satisfies both of them.

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Conflict can become an unhealthy habit, leading to a repeating pattern of one or both partners consistently feeling they have lost (Grieger, 2015).

It’s important to consider what brought the couple together in the first place and what they can do more or less of to show their love and understand one another better going forward.

Launching and landing rituals

Heading out to work, school, or the store is described as launching , a time when one partner leaves the relationship world for the non-relationship world (Tatkin, 2012).

Launchings and landings (returning to the relationship) can be an opportunity for conflict or the perfect chance to build healthy relationship-building habits.

Ask yourself or your client:

• Do you run out the door?
• Do you give a lingering kiss and share a moment?
• Do you return, slamming the door as you come in and ask what’s for dinner?
• Do you walk in with a smile and a funny story to tell?

What is right for one couple may not be for the next. It is essential to consider the message sent by each partner’s behavior. An enjoyable farewell and return can, in time, improve connections and reduce the risk of conflict.

Blueprint for love

Caddell (2013) describes the importance of building a blueprint for love. Conflict often arises from misunderstandings or a failure to consider the other’s needs and wishes.

Understanding what a loving relationship looks like to your partner may make it easier to recognize what upsets or frustrates them.

Use the Blueprint for Love worksheet to reflect on how a relationship’s blueprint for love might look.

The exercise begins by asking the client to think of a couple from their past who had a loving relationship. It may be their parents, or they can choose two other people who showed love, acceptance, and caring for one another. Then the person considers what they are looking for in a relationship.

Nothing swept under the rug

Conflict is often unavoidable and sometimes outside of our control. However, how we respond to disagreements, harsh words, and arguments is .

Tatkin (2012, p. 155) suggests couples should adopt the “policy never to avoid anything, no matter how difficult.” Not leaving things to fester and returning at a later date requires paying attention to one another and recognizing what is sensitive for the other person.

Aim to discuss and agree on a mutually beneficial outcome as soon as possible after an issue occurs. If that’s not possible, then agree when it can be discussed.

Revisiting the past

Sometimes couples forget what they saw in each other when they first met. Instead, they become wrapped up in repeating patterns of arguing, disagreements, and conflict.

Revisiting the past can serve as a helpful reminder of what is good about a couple and review why they are together (Williams, 2012).

Ask the couple to consider and discuss the following relationship therapy questions :

• What made you fall in love with each other?
• What were your early years like together?
• How were things better then?
• How are things better now?
• How do you currently show your partner that you care?
• What does your partner do that makes you feel loved?
• What caring behaviors can you do more of or start?

Focus on good communication

Clear, open, and complete dialogue is crucial to a successful relationship and reducing conflict. Sharing and understanding are best achieved when we are not projecting our own beliefs about a partner or what they are going to say but genuinely paying attention to verbal and nonverbal behavior (Hannah, Luquet, Hendrix, Hunt, & Mason, 2005).

Effective listening takes practice. Focus on your partner, what they have to say, and how they act; do not divide attention by looking at your phone or people passing by. Hear what they are saying and how they say it, rather than attending to your own thoughts. And crucially, be comfortable with moments of silence and practice nonjudgment.

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We often attempt to avoid or reduce conflict at all costs.

Yet this can lead to any resolution being preferable to none due to the fear or discomfort of conflict.

To break out of the lose–win, win–lose, or lose–lose pattern often experienced in a relationship, each partnership must find their own path to achieving a win–win outcome (Grieger, 2015).

The following couples therapy exercises help to remove obstacles in the way of achieving positive outcomes in order to better understand how to ensure both partners win:

Removing relationship disturbances

Ask each partner to complete the Removing Relationship Disturbances worksheet.

The exercise begins by each partner identifying existing disagreements and conflicts in their relationship and the emotional reactions that accompany them.

Couples answer the following:

• What do we disagree about?
• How do I emotionally react?
• How does my partner emotionally react?

To help with this exercise, couples can think about times when they experienced hurt, upset, anger, insecurity, and fear.

Next, they consider what they could do to remove such disturbances, being specific. What actions could resolve the problem causing these emotional reactions?

Agree to a Win–Win Mindset

Finding a better outcome to conflict requires adopting a win–win mindset. Grieger (2015) suggests rather than asking yourself, “How can I get what I want?” ask, “How can we get what we want?”

This change in approach requires a commitment from both partners to find solutions to problems that lead to mutual satisfaction.

Ask each partner to complete the Agree to a Win–Win Mindset and sign off on the following:

I, ____________________________, commit to adopting a win–win mindset where I work toward outcomes from current and future disagreements so that we both get what we want and need.

Tell them that to achieve a win–win outcome from conflicts, they need to commit to the mindset that they want to reach satisfactory results from all aspects of their relationship.

Once they have both physically signed up, put the sheet somewhere visible in the house to remind both parties that a new mindset is required throughout the relationship, now and in the future.

Listening With Purpose

To understand what a win means for the other person during conflict or a disagreement, it is essential to listen well, forming a deep understanding of their needs, hopes, fears, and wishes.

Use the Listening With Purpose worksheet to capture what winning looks like for both partners in a relationship before considering the next steps.

The couple should take some time, preferably in a place where they both feel safe and comfortable, to discuss what outcome they would like from the existing disagreement.

Without judgment and allowing each person the opportunity to talk openly, they should be able to share what they want. Remember, there is no right or wrong answer – only a true reflection of needs.

Brainstorming for Synergy

Compromise is essential in any relationship, particularly during conflict. Each partner must consider giving something up of similar value so that they meet somewhere in the middle (Grieger, 2015).

Use the Brainstorming for Synergy worksheet to encourage bouncing ideas off each other until the couple finds a win for both partners.

Capture the following:

• What is the disagreement about?
• What does a win for each person look like?
• Brainstorm ideas that could lead to mutual satisfaction.

Often, resolutions to conflict and disagreement feel like a win to both parties; this is a win–win situation. The couple’s goal should be for mutual satisfaction.

Regular Couple Check-Ups

We have regular check-ups for our physical wellbeing, so why not for our relationship health? Without regular monitoring, we don’t know if we are doing things right or wrong for the relationship and avoiding unnecessary conflict.

Grieger (2015) suggests the beginning of the month is a great time to attend to the health of the relationship. Use the Regular Couple Check-Ups worksheet to take stock honestly and openly and make plans for keeping the relationship on track or shake things up a little.

Ask each partner to consider the following questions together or apart:

• What is working well in the relationship, and what should we keep doing?
• What is working okay in the relationship that we could improve?
• What are we not doing that we need to start?
• What are we not doing so well and need to stop, improve, or replace?

The check-ups must be approached with an open, win–win mindset. This is not an opportunity to score points, but to perform a relationship health check and move forward in a positive way.

Couples therapist: 5 steps to repair conflict in your relationship

If you’re looking for more tools to help your clients strengthen their relationships, be sure to check out three of our hand-picked exercises from the Positive Psychology Toolkit©, which you can download for free in our 3 Positive Relationships Exercises Pack .

Here’s a quick snapshot of what’s included:

• Connecting with Others by Self-Disclosure In this exercise, clients practice answering questions that require personal disclosure. With one person acting as a listener while the other speaks, it is an opportunity for clients to get comfortable with the vulnerability inherent in self-disclosure as a means to strengthen intimacy and connection.
• Identifying our Expert Companions This exercise introduces clients to the notion of an expert companion as someone who can listen and help guide them through challenging times. In it, clients will discover the qualities inherent in their ideal expert companion and identify someone in their life who is best suited to fill this valuable role.
• The Sound Relationship House Inspection This exercise teaches couples the nine elements of the Sound Relationship House (SRH) as a metaphor for the functioning of their relationship. By having each partner rate their perception of the nine elements, couples will clarify areas of agreement and aspects of the relationship that would benefit from greater nurturing and attention.

Try out these powerful tools for yourself by downloading the exercise pack today.

Additional reading we recommend includes:

• 14 Conflict Resolution Strategies & Techniques for the Workplace This article about conflict resolution in the workplace is a helpful additional read, especially where couples work together. Whether it is working in the family business or working from home, these can cause conflict so be sure to have a look at this article too.

If you’re looking for more science-based ways to help others communicate better, this collection contains 17 validated positive communication tools for practitioners. Use them to help others improve their communication skills and form deeper and more positive relationships.

17 Exercises To Develop Positive Communication

17 Positive Communication Exercises [PDFs] to help others develop communication skills for successful social interactions and positive, fulfilling relationships.

Created by Experts. 100% Science-based.

Conflict is a natural part of life. While it is not always damaging, it plays an inevitable role in every relationship.

Indeed, “all couples have disagreements. It is impossible to avoid them. It is how they handle them that will make or break their relationship” (Grieger, 2015, p. 164).

While couples should try to avoid a repeating pattern of conflict, when conflict is inevitable, they should seek a solution that leaves neither party feeling unfairly treated, hurt, or angry. If the resolution leaves one person feeling slighted or resentful, it can creep into other areas of the relationship.

A win–win outcome is most likely when we commit to fairness and listen to one another with open minds and hearts. We must use what we hear and what we already know of the other person to work together and find a solution where no one is left feeling they have lost.

While it is essential to avoid unnecessary conflict, it is helpful to develop an environment in which a couple can flourish and adopt a compassionate, trusting outlook that avoids damage or aids healing when conflict is unavoidable.

These strategies, worksheets, and exercises, teamed with the desire to grow and develop as a couple, provide a way to resolve conflict and form deeper bonds.

We hope you enjoyed reading this article. Don’t forget to download our three Positive Communication Exercises (PDF) for free .

• Caddell, J. (2013). Your best love: The couple’s workbook and guide to their best relationship. Author .
• Grieger, R. (2015). The couples therapy companion: A cognitive behavior workbook . Routledge, Taylor & Francis Group.
• Hannah, M. T., Luquet, W., Hendrix, H., Hunt, H., & Mason, R. C. (2005). Imago relationship therapy: Perspectives on theory . Jossey-Bass.
• Overall, N. C., & McNulty, J. K. (2017). What type of communication during conflict is beneficial for intimate relationships? Current Opinion in Psychology , 13 , 1–5.
• Tatkin, S. (2012). Wired for love: How understanding your partner’s brain and attachment style can help you defuse conflict and build a secure relationship . New Harbinger.
• Williams, M. (2012). Couples counseling: A step by step guide for therapists . Viale.

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What our readers think.

Thank you for this beautiful article. What happens when the other party don’t want to communicate but wants some space.

Thanks for your question. Sadly, we do not have any control over the way that others choose to communicate with us. We do, however, have full agency over the way that we act in response to another person’s communication style.

It’s important to remember that a conversation probably won’t be very productive if the parties involved have different needs at that moment, so it is probably best to wait until everyone involved is ready to discuss.

I hope this helps!

-Caroline | Community Management

In my relationship, I like to resolve things quickly, but my partner tends to push things off and never takes the initiative to start these conversations. It leaves me feeling resentful, even though I want to respect his desire to take space. How is a good way of addressing this?

It’s understandable that you’re feeling frustrated in this situation. Communication is crucial in any relationship, and it can be challenging when the ways you and your partner handle conflicts differ. Here are a few suggestions that might help:

– Express your feelings: Start by letting your partner know how you’re feeling, using “I” statements to avoid sounding accusatory. For instance, you might say, “I feel a bit upset when we don’t resolve our disagreements promptly, and it often leaves me feeling resentful.” – Understanding each other’s needs: It’s important to understand that people have different ways of processing emotions and conflicts. Your partner might need more time to think things through, while you might prefer addressing issues immediately. Discuss these differences openly and try to understand each other’s needs. – Find a compromise: Based on your understanding of each other’s needs, try to find a middle ground. Perhaps you could agree to give your partner some space to process, but they also agree to initiate a conversation about the issue within a certain timeframe. – Seek professional help: If these conversations are difficult or if you can’t seem to find a compromise, you might find it helpful to seek guidance from a relationship counselor.

Remember, it’s perfectly normal for couples to have different conflict resolution styles. The key is to communicate openly, understand each other’s needs, and find a compromise that works for both of you.

Best of luck, Julia | Community Manager

Please help me my marriage is divorced before 1 year.i have very regret.so how I can be resolved.the problem

Hi Alemnesh,

I’m sorry to hear you’re feeling regret. Have you considered speaking with someone, perhaps a coach, therapist, or even a good friend, about your feelings surrounding the relationship? Of course, what to do next largely depends on the circumstances surrounding the end of the relationship, but perhaps sharing your concerns with someone you can trust may give you some insight or encouragement to help you move forward, whether that means looking to move on or trying to rekindle the relationship.

I wish you all the best.

– Nicole | Community Manager

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The Art of Solving Relationship Problems

A six-step process for putting problems to rest..

Posted January 17, 2011 | Reviewed by Jessica Schrader

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Kate was annoyed at the amount of money Tom spent on new fishing equipment. She offhandedly mentioned it to him once, decided to drop it, but then spent the weekend snapping at him about all sorts of little things. Tom knew what was upsetting Kate, but rather than saying anything, decided to keep quiet and ride it out.

Sara and Matt are always fighting about the kids. Sara thinks Matt is too easy on them, while Matt thinks Sara acts like a drill sergeant, unable to ever cut them any slack. The kids feel caught in the middle and play one parent against the other.

Problems are bound to arise in any relationship, and each couple finds its own way of handling them. Kate, for example, gets upset about what Tom is doing, but has trouble being direct and clear about what is bothering her. And Tom has learned over the years that if he lays low, he can wait for it to blow over. Because Sara and Matt are unable to get on the same page with parenting , they become polarized, with each overcompensating for the actions of the other, and using their children as a battleground for their own struggles.

Unfortunately, their children are ultimately the losers in their struggle. Other couples are even less open and say they never argue. Instead they silently agree to avoid confrontation and push their problems underground, creating anxiety and stifling intimacy .

Unsettled problems are a major source of stress , stress that can not only undermine your relationship, but your diabetes management as well. Research has shown that successful relationships are not those that necessarily have fewer problems, but those that have found effective means of solving the problems that come up.

Here is a six-step process for tackling and solving those problems in your relationships.

Step 1: Define your problem and solution. Sure, you know you're upset, but what exactly are you upset about? Kate might be mad about the new fishing gear, but is it about spending the money, the fact that Tom didn't talk to her about it ahead of time, or that perhaps it's another reminder that he spends almost every weekend with his friends fishing and that they don't do things together as a couple? Sara realizes that she is upset with Matt always undermining her, but is more worried about the fact that the kids are confused and playing them against each other.

Take time to clearly define what bothers you the most. Figure out how you feel and why. Anger is a common reaction, but try and go one further step and ask yourself what is it that worries you or hurts your feelings. Many psychologists consider anger a reaction to other emotions lying beneath.

Sure, Kate feels angry, but actually she feels hurt that Tom doesn't seem to want to spend more time with her. Sara gets annoyed, her annoyance is masking her worry that the kids are becoming manipulative. To be able to talk about these underlying emotions, rather than your anger, gets to the core of your true feelings, and is easier for the other person to hear and understand.

But problem-solving is more than just an airing of complaints. Next, you need to be clear about what you would like to be different in positive, concrete and specific terms. Suppose Kate realizes that what she really wants is for her and Tom to do more as a couple. Rather than complaining and saying to him that he is spending too much time fishing, or merely saying that she wants to do more with him, she could say instead that she would like him to have more time to do things with him as a couple and wonder whether he would be willing to leave two Saturdays a month for them to do things together. Sara might say that she is afraid that the kids seem confused about what is expected of them, and would like Matt to map out with her a chore list for the kids that they can both agree upon.

Step 2: Plan a time to talk. OK, you've done your prep and are clear on the problem and your solution. Now pick a good time to talk - not when your partner just walks in the door after work, not after you've both have had a couple of cocktails on a Friday night and are tired, not 10-minutes before you have to pick your daughter from soccer—but a time when you both are likely to be calm, relaxed and able to listen. If you are not sure, send your partner an email or write a note suggesting a time and giving a preview of your discussion. ("Matt, I'm worried about how we are handling the kids. Could we sit down on Saturday morning before the kids get up and talk about this?") This gives your partner a heads-up about your concerns and schedules a time that will work for both of you.

Step 3: Talking and listening. OK, take a deep breath. Start by talking about your view of the problem, your worry, your solution—"Tom, I know I seemed upset but the new fishing equipment but I realized that what was bothering me about it was...;" or, "Matt, I'm worried about the kids and think it's important that we both be on the same page." Talk about you, not your partner. Use "I" statements ("I feel like I'm always walking on eggshells when I'm around you," or, "I think that it would be wonderful if you could do more together,") rather than "you" statements ("You never say anything positive, you always seem angry.") Talking about yourself helps keep your partner from feeling attacked or blamed, and getting defensive and angry in return.

Managing a conversation is a bit like driving a car. You want to keep in mind where you are going and stay on the road. You steer the conversation, just as you do when driving, by making subtle adjustments as you go along. If Kate sees that Tom is getting upset she can stop and check it out—"Tom, you're looking upset. Did I just hurt your feelings?"—rather than ignoring his reactions, plowing ahead, and leading them both into an emotional ditch. Do your best to sound calm.

Strong emotions stir defensiveness in the other, and undermine the problem-solving process. If your partner does start to get angry or defensive—"What about you ... Last week you did ..."—get quiet. While you're probably tempted to defend yourself, doing so at this point is like throwing gasoline on fire. Your goal is to put out the emotional fire in the room and you do that by simply listening. If you don't fuel the fire with more words, your partner will eventually calm down.

If, however, it seems that both of you are getting worked up, that emotions are getting too high, if the conversation is beginning to feel like a power struggle with one of you needing to win or get the last word, it's important to stop before the situation gets out of hand. The best way to do this is by saying as calmly as you can that you want to take a break and cool off and that you'd like to try again in a half-hour, an hour, or after dinner.

Be clear it is a time-out and that you want to talk again. Don't just say, I don't want to talk about this anymore, and walk out of the room. This kind of cut-off will only make the other more anxious and angry and escalate the process. When you are both calm, try again. If the conversation quickly heats up again, stop and take another break until both of you are absolutely calm. Control the temperature of the conversation.

If things have gone well and your partner is able to listen to what you have to say, ask for their reactions. Tom may say that he understands how Kate feels and wants to do more as a couple, but quite honestly, he says, he wants to do something more active than the car trips or the going to the movies that they've done in the past. Matt may think that a chore list a good idea, but he is particularly frustrated by the kid's inconsistent bedtimes.

The goal is to hear each other out. Don't worry about over-talking if the talking is sincere and productive. Resist the "Yes, but" response, and instead focus on "Yes, and"—accepting and building on each other's ideas. See each other as on the same team, working together for the relationship. Make sure you understand exactly what the other is saying—"Tom, what exactly would you rather do together?" or, "Matt, what time would you like the kids to go to bed?" Keep it clear, keep it concrete, keep it calm.

Step 4: Decide on a plan. If you are both in agreement about the problem, it's time to agree on a plan of action. Again make it as specific as possible and time-limited, and try to address each of your worries and preferences. Tom agrees to not go fishing next Saturday; Kate agrees to try out Tom's idea of going hiking on a new trail. Sara and Matt agree to map out a short list of chores and bedtimes for each of the kids. They will talk together with the kids next Saturday morning, then try it for a week. Write down the plan just so it is clear to both of you.

A "let's try it" attitude is better than obsessing over the ultimate solution. The willingness to work together is more important than the decisive plan. If at any point in the planning, you feel like your partner is going along with and passively agreeing, check it out—"Are you really OK with this? I can't tell how you're feeling." Don't march ahead until you know the other is on board.

Step 5: Evaluate. Try out your plan and evaluate. Did Tom and Kate both enjoy the hike on Saturday? Were Sara and Matt able to back each other during the week when the kids started to complain about the chores? The evaluation is about honesty and fine-tuning. Kate and Tom did like the hike, but Tom really missed seeing his buddies on Saturday and would rather do it again on a Sunday. The new chores and bedtimes seemed to work OK, but Sara and Matt decide to continue for another week to see how well the kids settle into the routines, and then discuss it again. Again, keep changes clear and concrete.

Finally, try and give each other feedback about the talking process itself: It helped me to have us write out the plan; what did you think? Did you feel like I was giving you a hard time when we first started talking? Again you are both learning a skill. Knowing what worked and what didn't will make your future efforts at problem-solving more effective and comfortable.

Step 6: Say what you like. Researchers have found that if you want to create a positive and supportive environment for your relationships you need to give each other four times more positive comments than negative ones. What this means is that you can never give each other enough compliments and support: Thanks for talking, I appreciate your trying this out, I'm glad we are doing this together. This support helps you from slipping back into old patterns and encourages you to keep up the new ones.

When you first started learning to drive, you probably felt overwhelmed and awkward and went all over the road at first. Learning to steer your conversations will at first feel much the same. Don't get discouraged. With practice, you will get better.

And if, in spite of your best efforts, your conversations get too explosive, if you need help figuring out exactly what it is that is bothering you, or if you feel overwhelmed by the number of problems you're worried about, consider seeking professional help. A couples or individual counselor can provide a safe environment for sorting out problems and discussing difficult topics, and can coach you on specific things to try at home. Your mental health association, your physician, the yellow pages, and online searches can lead you to qualified professionals in your area.

Keep in mind that you really can't make a mistake. If a conversation goes off course, circle back and try it again. Your goal is not to do it right but to do it differently—to plow new emotional ground, to speak as honestly as you can, to be open to compromise. With patience and persistence and pats on your own back, you'll be able to put your relationship problems to rest.

Bob Taibbi, L.C.S.W., has 50 years of clinical experience. He is the author of 13 books and over 300 articles and provides training nationally and internationally.

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Sticking up for yourself is no easy task. But there are concrete skills you can use to hone your assertiveness and advocate for yourself.

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Problem-Solving Skills to Strengthen Relationships

by Terry Levy | Jan 18, 2022 | Adult Relationships , Couples Therapy , Family Therapy , Uncategorized | 0 comments

Every relationship has problems. They don’t have to define the relationship. Most problems have solutions. But it is each person’s approach to those problems in the relationship that influences whether the issues cause a major rift. When you, are able to define the problem clearly, face it head-on, take responsibility for your part and work with the other person in the relationship on finding realistic solutions, you are likely to come to a resolution.

Problem-solving is critical to every part of our lives, both personal and professional. Having good problem-solving abilities makes us feel competent and hopeful and strengthens our relationships.

The Path to Effective Problem-Solving

• Set the tone. Creating the right atmosphere is crucial to get off on the right foot. For personal problems, prepare and relax your mind and body; make sure it’s the best time and place. If this is a relationship problem, state positive intentions: “I appreciate your willingness to work this out with me.”
• Identify the problem. Recognizing a problem early in its development, before it becomes extreme and overwhelming, makes it more manageable. Your self-awareness skills — being in touch with your thoughts, feelings and behaviors — enable you to recognize the existence of a problem before things get out of hand.
• Situation: Who, what, where and when?
• Reactions: Thoughts, triggers, emotions, way of perceiving problems.
• How-to statement: Place “how to” in front of your desire or goal. For example, “How to get my child to respect me.” Remember: you cannot control the behavior of others. The question is, “How can I increase my positive impact on my child to increase respect?” If you are unable to solve your problem, maybe you are trying to solve the wrong problem. Perhaps you have not identified the real problem.
• Use brainstorming. Think up and write down many alternatives; don’t worry if they seem good, reasonable or far-fetched.
• Change your frame of reference. See the problem from someone else’s perspective. You may find a new solution by viewing the problem from a fresh vantage point. Ask yourself, “What would so-and-so do in this situation?”
• Adapt a solution from a similar problem. Remember and use your previous successful solutions. Effective past solutions can sometimes be applied to your present situation.
• Be acceptable to both parties,
• State specifically what each person will do and how and when it will occur, and
• Be balanced with each person contributing to the resolution.

Once new ways of thinking and responding have been successfully rehearsed, you will be more confident in real-life situations.

When verifying the results of your solution, ask yourself if you carried it out according to plan. Did it achieve the desired effect? Did it solve your problem? If yes, congratulate yourself. If no, either you did not carry out the solution effectively, or you have not identified the problem correctly.

This post is an excerpt from the book Healing Parents: Helping Wounded Children Learn to Trust and Love . You can purchase the book here .

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How to Solve Relationship Problems

Last Updated: July 14, 2024 Approved

Communicating

Finding solutions, healthy routines.

This article was co-authored by Trudi Griffin, LPC, MS . Trudi Griffin is a Licensed Professional Counselor in Wisconsin specializing in Addictions and Mental Health. She provides therapy to people who struggle with addictions, mental health, and trauma in community health settings and private practice. She received her MS in Clinical Mental Health Counseling from Marquette University in 2011. There are 7 references cited in this article, which can be found at the bottom of the page. wikiHow marks an article as reader-approved once it receives enough positive feedback. In this case, 85% of readers who voted found the article helpful, earning it our reader-approved status. This article has been viewed 409,060 times.

Relationships may develop problems for a variety of reasons, but poor communication is often the reason why some people have a hard time solving these problems. If you are in a relationship that has hit a rough patch, then you may benefit from improving the communication between your partner and yourself. You can also learn how to deal with problems as they arise in order to move past arguments and toward solutions. After things have gotten better, there are things that you can do to ensure that your relationship continues to thrive and grow.

• For example, you could set aside 15 minutes per morning to sit and tell each other about your plans for the day. Or, you could give your partner a call on his or her lunch break to check in and see how your partner’s day is going.
• Scheduling time to talk about relationship problems can be useful as well. By setting a time limit for discussing your problem, you may reduce some of the tension in your relationship and get closer to a solution. For example, you could decide to discuss a specific problem from 7-8pm.
• Keep these conversations as light as possible and avoid discussing anything that might upset your partner during this time. The goal is to get a rapport going again. Of course, if your partner is having a bad day or is feeling stressed about something, listen and be supportive and encouraging.

• Make eye contact with your partner when he or she is talking. Do not look away, look at your phone, or anywhere else when your partner is talking to you. Give your partner your full attention.
• Nod your head and indicate your interest with neutral statements, such as “yes,” “I see,” and “go on.”
• Rephrase what your partner has just said to make sure that you have understood him or her.

• For example, instead of saying, “You never make the bed in the morning,” say, “I would really appreciate it if you could make the bed if you get up after I do.”

• For example, if your partner often loads the dishwasher after dinner and tidies up the kitchen, let him or her know that you value these activities. Say something like, “I just want to say thank you for keeping our kitchen so clean and nice. I appreciate that so much.”

• For example, instead of calling your partner a mean name or insulting him or her in some other way, identify what you want him or her to do.

• For example, you might say something like, “I am sorry for not calling you to tell you that I was going to be late. I will try to be more thoughtful in the future.”

• For example, you may feel that your partner is not helping out around the house as much as he or she should be, and your partner may feel like you are too demanding. Take some time to think about what is bothering you and have your partner do the same.

• For example, you might say, “I have been feeling overwhelmed by the housework and I could use some more help from you.” Your partner might say something like, “I have been feeling overwhelmed as well because of my work schedule and I feel like you don’t appreciate how hard I work.”

• For example, you might say something like, “Okay, I hear what you are saying. I did not realize that you felt that way.”
• Do not get defensive even if your partner responds to you with a defensive claim, such as “You are always nagging me and you never appreciate how hard I work.” Acknowledge your partner’s feelings and move on.

• For example, if your partner has been feeling unappreciated, then you can promise to acknowledge his or her efforts more often. You might also make it a rule that you will not ask you partner to do anything until he or she has had a chance to unwind a bit. Your partner might then promise you that he or she will be more consistent with certain household chores.

• For example, if you promised to take out the garbage every night after dinner, make sure that you do so. Otherwise, your partner may start to feel resentful and begin lapsing on his or her promises as well.

• You don’t need to go far to get away. Try visiting a nearby city for a couple of nights. Go out to a nice dinner, see a play, or visit some museums together.

• For example, you can hold your partner’s hand while watching a movie, give your partner a kiss before you leave for work, or hug your partner before you go to bed each night.

• For example, you might have a girl’s or guy’s night out once per week, take a class by yourself, or join a special interest group on your own.

• For example, you could take a gourmet cooking class together, join a local hiking club, or try to learn a new language together.

Expert Q&A

• Try to be patient. Solving relationship problems can be a long process, especially if the problems have been going on for a while. Thanks Helpful 0 Not Helpful 0
• Remember to be mature. Jumping to conclusions, screaming at one another, and trying to get revenge is not the way to go. This can lead to more issues in the relationship. Thanks Helpful 0 Not Helpful 0
• You'll need to lower your pride, If you two are having an argument stay calm, Don't let your pride win. This can cause a hard and a worst problem. Try to court again your partner if one of he/she is getting cold in your relationship. Thanks Helpful 0 Not Helpful 0

You Might Also Like

• ↑ http://www.webmd.com/sex-relationships/guide/7-relationship-problems-how-solve-them
• ↑ https://www.helpguide.org/articles/relationships-communication/relationship-help.htm
• ↑ https://www.psychologytoday.com/blog/fixing-families/201101/the-art-solving-relationship-problems
• ↑ https://www.psychologytoday.com/blog/fixing-families/201311/common-sense-approach-solving-relationship-problems
• ↑ http://www.webmd.com/sex-relationships/guide/7-relationship-problems-how-solve-them?page=3
• ↑ http://www.webmd.com/sex-relationships/guide/7-relationship-problems-how-solve-them?page=2
• ↑ http://psychcentral.com/lib/how-can-i-improve-intimacy-in-my-marriage/

About This Article

The best way to solve relationship problems is by improving communication. You can start by scheduling time for you and your loved one to just sit down and talk. For example, you could spend a few minutes in the morning to tell each other about your daily plans. When you think you're ready to move onto discussing the relationship, try to have your conversations in a public place to keep things civil. For more relationship advice from our reviewer, like how to maintain your relationship once things improve, keep reading. Did this summary help you? Yes No

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SEL for Students: Social Awareness and Relationship Skills

What are they.

According to the Collaborative for Academic, Social, and Emotional, Learning ( CASEL ), social-emotional learning (SEL) is “the process through which all young people and adults acquire and apply the knowledge, skills, and attitudes to develop healthy identities, manage emotions and achieve personal and collective goals, feel and show empathy for others, establish and maintain positive relationships, and make responsible and caring decisions.”

Social awareness and relationship skills are two of the five components that make up CASEL’s model of SEL .

Social awareness involves the ability to understand and empathize with others, particularly with people from different backgrounds than one’s own.

A history teacher cultivates students’ empathy by encouraging them to “put themselves in the shoes” of people on opposing sides of history to help them understand both how they came to their views in the first place and why certain decisions were made.

Skills that develop social awareness include:

• Identifying social cues (verbal, physical) to determine how others feel
• Taking others’ perspectives
• Demonstrating empathy and compassion
• Showing concern for the feelings of others
• Understanding and expressing gratitude
• Recognizing strengths in others
• Identifying diverse social norms, including unjust ones
• Recognizing situational demands and opportunities
• Caring about and being motivated to contribute to the well-being of one’s family, friends, school, community, the environment, and the greater good

“Relationship skills” is the ability to build positive relationships, especially with diverse individuals and groups, using a variety of methods such as active listening, and communication and conflict resolution skills. These skills also include the ability to resist pressure and to seek out and offer help.

To encourage teamwork in lab groups at the beginning of the year, a chemistry teacher has students practice positive communication skills such as listening, conflict resolution, and cooperation.

Relationship skills include:

• Initiating contact with others and cultivating friendship
• Sharing one’s thoughts and feelings (appropriately)
• Communicating effectively
• Developing positive relationships
• Demonstrating cultural humility
• Practicing teamwork and collaborative problem-solving
• Resolving conflicts constructively
• Approaching relationships with positive presuppositions
• Resisting negative social pressure
• Resisting stereotypes
• Standing up for the rights of others
• Showing leadership in groups
• Seeking or offering support and help when needed

Ultimately, social awareness and relationship skills are closely linked. For example, when students attempt to resolve a conflict between themselves (relationship skills), the process is made easier when both are able to empathize with each other (social awareness).

Why Are They Important?

Overall, research reveals time and again that students with social and emotional skills perform better academically, have stronger relationships with peers and teachers, experience greater well-being, and engage in less risky behavior. In addition, SEL skills positively impact education, employment, and mental health outcomes into adulthood .

More specifically, several components of social awareness and relationship skills show the following outcomes:

Empathy benefits students, both relationally and academically.

• Students who are empathetic are more cooperative in class, have better relationships with their teachers, and are more engaged in school.
• Increased empathy can also decrease bullying and aggression among kids and make them kinder and more inclusive toward classmates.
• Students with more empathy also tend to have higher GPAs and, eventually, greater success in college .

Cooperative learning begets cooperation.

• One study found that students who participated in more cooperative learning exercises were more likely than their peers to say they liked cooperating with other students; whereas, students who said they liked competing were significantly more likely to act aggressively toward their peers and try to do them harm.
• Students who engage in more frequent cooperative learning are more likely to report performing prosocial (kind, helpful) behavior toward their classmates.

Cross-group friendships among students can make the world a better place.

• Students with friends from different racial groups may reduce prejudice , both immediately and in the long-term .
• Positive interactions between diverse students may reduce anxiety and increase the willingness to empathize with each other.

Social learning practices are good for students.

• When students learn social skills through pedagogical methods such as cooperative learning and joint decision-making of classroom rules, they are more successful academically, show greater engagement and enjoyment in learning, and have stronger interpersonal skills.

Teaching students to resolve their own conflicts works.

• A review of the research found that conflict resolution and peer mediation programs may lead to fewer office referrals, decreased violence, and lower drop-out and suspension rates. Students who engage in these programs show greater academic achievement, a more positive perception of the school climate, increased social support, self-esteem, and well-being, and decreased victimization, anxiety, and depression.

What Kind of Happy Are You?

Asking Powerful Questions

Practicing Shallow vs. Deep Curiosity

Art on Purpose

Assessing Your School Climate

Using Art to Build Bridges

Courage Blooms

Exploring Intellectual Humility through Astronomical Discoveries

Inspiring Climate Awareness Through Gratitude

Courage Challenge

Courage Creatures

Identifying Acts of Courage

Courageous and Compassionate Citizens

Developing the Courage to Speak Up

The Bystander’s Dilemma: What Does Courage Look Like?

Finding Awe in Collective Acts of Kindness

Contemplating Awe-Inspiring Systems

Creating Musical Playlists for the Classroom

GGIE Online Courses for Educators

Do you want to dive deeper into the science behind our GGIE practices? Enroll in one of our online courses for educators!

Problem Solving Inside a Relationship

Solving problems in a relationship is fundamental to its success. Here are the basic steps to problem-solving and keeping your relationship on track.

Problem-solving has a time and a place. Problem-solving has an agenda.  Problem-solving is task-oriented ; it is not a power struggle. Problem-solving has two distinct phases: a problem definition phase and a problem solution phase.

When defining a problem:

• Be specific (refer to what both partners can observe)
• Express your feelings about the behavior which is the subject of the conflict

When solving problems:

• Brainstorm solutions
• Evaluate their costs and benefits to each partner and to the relationship
• Decide on the best solution
• Be willing to compromise; problem-solving involves give-and-take

Also, when defining and solving problems:

• Discuss only one problem at a time
• Paraphrase what you hear your partner saying and check the accuracy of your paraphrase

Remember, the attitude with which you approach problem-solving is very important. Problem-solving requires collaboration and problem-solving requires that each problem being discussed is seen as a mutual problem.

APA Reference Staff, H. (2021, December 24). Problem Solving Inside a Relationship, HealthyPlace. Retrieved on 2024, August 29 from https://www.healthyplace.com/relationships/communicating/problem-solving-inside-a-relationship

Medically reviewed by Harry Croft, MD

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Identifying and Structuring Problems

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The SkillsYouNeed Guide to Interpersonal Skills

Making decisions and solving problems are two key areas in life, whether you are at home or at work. Whatever you’re doing, and wherever you are, you are faced with countless decisions and problems, both small and large, every day.

Many decisions and problems are so small that we may not even notice them. Even small decisions, however, can be overwhelming to some people. They may come to a halt as they consider their dilemma and try to decide what to do.

Small and Large Decisions

In your day-to-day life you're likely to encounter numerous 'small decisions', including, for example:

Tea or coffee?

What shall I have in my sandwich? Or should I have a salad instead today?

What shall I wear today?

Larger decisions may occur less frequently but may include:

Should we repaint the kitchen? If so, what colour?

Should we relocate?

Should I propose to my partner? Do I really want to spend the rest of my life with him/her?

These decisions, and others like them, may take considerable time and effort to make.

The relationship between decision-making and problem-solving is complex. Decision-making is perhaps best thought of as a key part of problem-solving: one part of the overall process.

Our approach at Skills You Need is to set out a framework to help guide you through the decision-making process. You won’t always need to use the whole framework, or even use it at all, but you may find it useful if you are a bit ‘stuck’ and need something to help you make a difficult decision.

Decision Making

Effective Decision-Making

This page provides information about ways of making a decision, including basing it on logic or emotion (‘gut feeling’). It also explains what can stop you making an effective decision, including too much or too little information, and not really caring about the outcome.

A Decision-Making Framework

This page sets out one possible framework for decision-making.

The framework described is quite extensive, and may seem quite formal. But it is also a helpful process to run through in a briefer form, for smaller problems, as it will help you to make sure that you really do have all the information that you need.

Problem Solving

Introduction to Problem-Solving

This page provides a general introduction to the idea of problem-solving. It explores the idea of goals (things that you want to achieve) and barriers (things that may prevent you from achieving your goals), and explains the problem-solving process at a broad level.

The first stage in solving any problem is to identify it, and then break it down into its component parts. Even the biggest, most intractable-seeming problems, can become much more manageable if they are broken down into smaller parts. This page provides some advice about techniques you can use to do so.

Sometimes, the possible options to address your problem are obvious. At other times, you may need to involve others, or think more laterally to find alternatives. This page explains some principles, and some tools and techniques to help you do so.

Having generated solutions, you need to decide which one to take, which is where decision-making meets problem-solving. But once decided, there is another step: to deliver on your decision, and then see if your chosen solution works. This page helps you through this process.

‘Social’ problems are those that we encounter in everyday life, including money trouble, problems with other people, health problems and crime. These problems, like any others, are best solved using a framework to identify the problem, work out the options for addressing it, and then deciding which option to use.

This page provides more information about the key skills needed for practical problem-solving in real life.

Further Reading from Skills You Need

The Skills You Need Guide to Interpersonal Skills eBooks.

Develop your interpersonal skills with our series of eBooks. Learn about and improve your communication skills, tackle conflict resolution, mediate in difficult situations, and develop your emotional intelligence.

Guiding you through the key skills needed in life

As always at Skills You Need, our approach to these key skills is to provide practical ways to manage the process, and to develop your skills.

Neither problem-solving nor decision-making is an intrinsically difficult process and we hope you will find our pages useful in developing your skills.

Start with: Decision Making Problem Solving

See also: Improving Communication Interpersonal Communication Skills Building Confidence

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Problem-Solving Mastery: Your Roadmap to Effective Solutions

• Job Skills , Life skills , Soft skills

In today’s rapidly evolving world, problem-solving skills have become more critical. The ability to identify, analyze, and find effective solutions to complex challenges is highly valued across various domains, including education, business, and personal life. Problem-solving skills empower individuals to overcome obstacles, make informed decisions, and confidently navigate uncertain situations. They are key personal and professional success drivers, enabling individuals to adapt to change, innovate, and seize opportunities.

This article will delve into the essential steps for mastering problem-solving skills. We will explore the characteristics of effective problem solvers and highlight the step-by-step process they follow to tackle problems. From defining the problem and gathering information to evaluating solutions and implementing the chosen course of action, we will cover each stage in detail, providing valuable insights and practical strategies. Additionally, we will discuss various techniques and tools that can enhance problem-solving abilities and address common challenges individuals encounter. Whether you are a student, professional, or simply looking to enhance your problem-solving skills, this article will serve as a comprehensive guide to equip you with the necessary knowledge and techniques to become a proficient problem solver.

Understanding Problem Solving

A. definition of problem-solving.

Problem-solving is a fundamental skill applicable across diverse academic, professional, and personal contexts. It plays a crucial role in business, science, engineering, and everyday life, enabling individuals to overcome obstacles, achieve goals, and improve outcomes.

Here are some definitions with sources-

“Problem-solving is the cognitive process of identifying, analyzing, and resolving obstacles or difficulties encountered to achieve a desired goal or outcome.”

  Source: – Simon, H. A. (1972). Theories of Bounded Rationality. Decision and Organization, 1(1), 161-176.

  “Problem-solving refers to the systematic approach of finding solutions to challenges by utilizing logical thinking, analytical skills, and creativity.”

Source: – D’Zurilla, T. J., & Nezu, A. M. (2007). Problem-Solving Therapy: A Positive Approach to Clinical Intervention. Springer Publishing Company.

  “Problem-solving is the cognitive process of identifying, analyzing, and overcoming obstacles through the application of problem-solving strategies, critical thinking , and decision-making skills.”

Source: – Fogler, H. S., LeBlanc, S. E., & Rizzo, E. (2020). Strategies for Creative Problem Solving. Pearson.

“Problem-solving involves the ability to define problems, generate potential solutions, evaluate alternatives, and implement the best course of action, resulting in effective decision making and successful resolution of challenges.”

Source: –  Bransford, J. D., Brown, A. L., & Cocking, R. R. (2000). How People Learn: Brain, Mind, Experience, and School : Expanded Edition. National Academies Press.

B. The role of problem-solving in personal and professional life

The Role of Problem-Solving in Personal and Professional Life:

1. Personal Life:

   a. Decision Making: Problem-solving is crucial in making informed decisions about personal matters, such as career choices, relationships, and financial planning.

   b. Resolving Conflicts: Effective problem-solving skills help resolve conflicts and disputes, fostering healthier relationships and communication.

   c. Adaptability: Problem-solving enables individuals to navigate life’s challenges and adapt to changing circumstances, enhancing personal growth and resilience.

   d. Goal Achievement: By identifying obstacles and finding solutions, problem-solving helps individuals overcome barriers and progress towards achieving personal goals.

2. Professional Life:

   a. Innovation and Creativity: Problem-solving is at the core of innovation, enabling individuals to identify opportunities, develop new ideas, and implement creative solutions.

   b. Decision Making: Effective problem-solving skills aid in making sound business decisions, analyzing data, and evaluating options to achieve desired outcomes.

   c. Troubleshooting and Crisis Management : Problem-solving is crucial in addressing workplace issues, identifying root causes, and implementing solutions to operational challenges and crises.

   d. Collaboration and Teamwork: Problem-solving skills facilitate effective collaboration and teamwork, as individuals work together to analyze problems, generate ideas, and implement solutions.

   e. Continuous Improvement: By identifying inefficiencies and finding better solutions, problem-solving drives continuous improvement in processes, products, and services.

   f. Leadership: Strong problem-solving abilities are essential for effective leadership, as leaders navigate complex situations, inspire teams, and drive organizational success.

Overall, problem-solving is vital in personal and professional life, empowering individuals to overcome obstacles, make informed decisions, foster innovation, and achieve desired outcomes. It promotes adaptability, resilience, and growth, enhancing overall success and satisfaction in various aspects of life.

Characteristics of Effective Problem Solvers

Here are some Characteristics of Effective Problem Solvers:

1. Critical Thinking: Effective problem solvers possess strong critical thinking skills. They can analyze situations objectively, evaluate information, identify patterns, and make logical connections to understand the underlying causes of problems.

2. Analytical Skills: Effective problem solvers can break down complex problems into smaller, more manageable components. They can examine each component individually, identify relevant factors, and assess their interrelationships to understand the problem comprehensively.

3. Creativity and Innovative Thinking: Effective problem solvers think outside the box and are open to unconventional ideas and solutions. They approach problems creatively, seeking new perspectives, alternative approaches, and innovative solutions.

4. Persistence and Resilience: Effective problem solvers persevere when facing obstacles and setbacks. They are resilient and maintain a positive attitude, viewing challenges as opportunities for growth and learning rather than insurmountable barriers.

5. Adaptability and Flexibility: Effective problem solvers are adaptable and flexible in their thinking and approach. They are open to adjusting their strategies, considering different viewpoints, and embracing change as they navigate complex problem-solving situations.

6. Systems Thinking: Effective problem solvers consider the larger context and understand the interconnectedness of various factors. They can see how different elements within a system influence each other and recognize the ripple effects of their decisions and actions.

7. Collaboration and Communication: Effective problem solvers are skilled in collaboration and communication. They actively listen to others, seek input and feedback, and can articulate their thoughts and ideas clearly. They can work well in teams, leveraging diverse perspectives and expertise to find optimal solutions.

8. Decision Making: Effective problem solvers are proficient in decision-making . They gather relevant information, weigh different options, assess risks and benefits, and make informed choices based on a logical and rational evaluation process.

9. Continuous Learning: Effective problem solvers have a growth mindset and a thirst for knowledge. They actively seek opportunities to learn new skills, expand their knowledge base, and stay updated on industry trends and advancements.

10. Emotional Intelligence: Effective problem solvers possess emotional intelligence, allowing them to understand and manage their emotions and empathize with others. They can navigate interpersonal dynamics, handle conflicts constructively, and foster positive relationships while solving problems.

These characteristics collectively contribute to the effectiveness of problem solvers, enabling them to approach challenges with a systematic, innovative, and resilient mindset, ultimately leading to successful problem resolution and achieving desired outcomes.

The Problem-Solving Process

Here is The Problem-Solving Process Step by Step:

Step 1: Defining the Problem:

1. Identifying the root cause: To effectively solve a problem, it’s important to identify the underlying cause or causes. This involves digging deeper to understand the factors or circumstances that led to the problem’s occurrence.

2. Clarifying the desired outcome: Clearly defining the desired outcome provides a clear direction for problem-solving. It helps in setting goals and measuring the success of the solution.

Step 2: Gathering information and analyzing the situation:

1. Collecting relevant data and facts: Gathering relevant data and facts about the problem is crucial for making informed decisions. This involves collecting information from reliable sources, conducting surveys, interviews, or analyzing existing data.

2. Conducting research and seeking different perspectives: Researching the problem and seeking different perspectives allows for a comprehensive understanding of the situation. This may involve studying case studies, consulting experts, or getting insights from people who have faced similar challenges.

Step 3: Generating potential solutions:

1. Brainstorming techniques: Brainstorming involves generating many ideas without judgment. It encourages creativity and open-mindedness, allowing for the exploration of various solutions.

2. Considering multiple options: Considering multiple options helps in expanding the range of possibilities. It involves evaluating different approaches, strategies, or alternatives to find the most effective solution.

Step 4: Evaluating and selecting the best solution:

1. Assessing pros and cons: Evaluating the potential solutions involves assessing their advantages and disadvantages. This helps in understanding the potential benefits and drawbacks of each option.

2. Using decision-making tools and techniques: Decision-making tools and techniques, such as decision matrices, cost-benefit analysis, or SWOT analysis, can provide a structured approach to evaluating and comparing different solutions. They help in making an informed decision.

Step 5: Implementing the chosen solution:

1. Developing an action plan: A detailed action plan outlines the steps and tasks needed to implement the chosen solution. It includes setting deadlines, assigning responsibilities, and allocating necessary resources.

2. Overcoming potential obstacles: Anticipating potential obstacles and challenges helps develop contingency plans. By identifying potential barriers in advance, proactive measures can be taken to overcome them and ensure a smoother implementation process.

Step 6: Monitoring and evaluating the outcomes:

1. Assessing the solution’s effectiveness: Regularly monitoring and evaluating the outcomes of the implemented solution is crucial. This involves measuring the results against the desired outcome and assessing whether the solution effectively addresses the problem.

2. Making adjustments if necessary: If the desired outcomes are not achieved or new issues arise, it may be necessary to adjust the solution or implementation plan. This ensures continuous improvement and adaptability throughout the problem-solving process.

By following this step-by-step process, individuals and teams can approach problem-solving systematically and comprehensively, increasing the chances of finding effective solutions and achieving desired outcomes.

Techniques and Strategies for Effective Problem Solving

Here are some Techniques and Strategies for Effective Problem Solving:

A. SWOT analysis (Strengths, Weaknesses, Opportunities, Threats):

SWOT analysis is a widely used technique for understanding a situation or organization’s internal strengths and weaknesses and the external opportunities and threats it faces. It involves identifying and analyzing these four factors to gain insights into the current state and potential future scenarios. One can effectively capitalize on opportunities and mitigate threats by understanding strengths and weaknesses.

B. Root cause analysis:

Root cause analysis is a technique used to identify the underlying cause or causes of a problem. It involves digging deeper into the problem to determine the fundamental reasons for its occurrence. By identifying and addressing the root cause, rather than just treating symptoms, one can prevent the problem from recurring and find long-term solutions.

C. Pareto analysis:

Pareto analysis, also known as the 80/20 rule, is a technique that helps prioritize tasks or issues based on their significance. It involves identifying the vital few (20%) contributing to the majority (80%) of the problem. One can achieve the greatest impact with limited resources by focusing efforts on addressing the most significant factors.

D. Six Thinking Hats technique:

The Six Thinking Hats technique, developed by Edward de Bono, is a method for approaching problem-solving from different perspectives. Each “hat” represents a different thinking mode or mindset, such as logical, creative, critical, etc. By consciously adopting these different perspectives, individuals or teams can explore different angles, consider various factors, and enhance problem-solving.

E. Design thinking approach:

The design thinking approach is a human-centered problem-solving methodology. It emphasizes empathy, collaboration, and experimentation to understand the user’s needs, ideate innovative solutions, and iterate through prototypes. It involves several stages, including empathizing with users, defining the problem, ideating potential solutions, prototyping, and testing. This approach encourages a creative and iterative problem-solving process that delivers solutions meeting user needs.

By utilizing these techniques and strategies for effective problem-solving, individuals and teams can enhance their problem-solving capabilities, think more critically and creatively, and arrive at comprehensive and innovative solutions to address various challenges.

Overcoming Common Challenges in Problem-Solving 

Now we discuss how to overcome Common Challenges in Problem-Solving:

A. Emotional barriers and biases:

1. Self-awareness: Recognize and acknowledge your emotions and biases that may hinder the problem-solving process.

2. Objective perspective: Strive to approach problems with an open mind and consider alternative viewpoints.

3. Seek feedback: Involve others in problem-solving to gain diverse perspectives and challenge your biases.

B. Fear of failure and risk aversion:

1. Embrace a growth mindset: View failures as learning opportunities and be open to taking calculated risks.

2. Break problems into smaller steps: Breaking down complex problems into smaller, manageable tasks can help reduce the Fear of failure.

3. Experiment and iterate: Implement solutions in iterative stages, allowing for adjustments and learning from setbacks.

C. Lack of communication and collaboration:

1. Active listening: Listen attentively to others’ perspectives, fostering effective communication and understanding.

2. Encourage participation: Create a supportive environment where everyone feels comfortable contributing ideas and insights.

3. Foster teamwork: Promote collaboration and establish clear roles and responsibilities within problem-solving teams.

D. Ineffective time management:

1. Prioritize tasks: Identify the most critical aspects of the problem and allocate time accordingly.

2. Set deadlines and milestones: Establish specific deadlines for each step of the problem-solving process to stay on track.

3. Avoid distractions: Minimize interruptions and focus on the task by creating a conducive work environment.

By addressing these common problem-solving challenges, individuals and teams can enhance their problem-solving effectiveness and achieve better outcomes. Overcoming emotional barriers and biases, embracing risk-taking, fostering effective communication and collaboration, and managing time efficiently are key factors in successful problem-solving endeavors. By developing strategies to tackle these challenges, individuals can unlock their problem-solving potential and approach challenges with confidence and resilience.

Developing Problem-Solving Skills 

Is it possible to develop problem-solving skills? Yes, it is possible. But How? 

A. Continuous learning and skill development:

1. Stay curious: Cultivate a continuous learning mindset by seeking new knowledge, exploring different perspectives, and staying updated on industry trends.

2. Acquire relevant knowledge: Develop a solid foundation in the areas relevant to problem-solving, such as critical thinking, analytical skills, creativity, and decision-making.

3. Pursue professional development: Attend workshops, training programs, and online courses on problem-solving techniques and strategies.

B. Seeking feedback and reflection:

1. Welcome constructive criticism: Seek feedback from peers, mentors, or supervisors to gain insights into areas for improvement in your problem-solving approach.

2. Reflect on past experiences: Evaluate your problem-solving efforts, identify strengths and weaknesses, and learn from your successes and failures.

3. Develop self-awareness: Understand your thinking patterns, biases, and emotional reactions to improve your problem-solving skills.

C. Practicing problem-solving exercises and scenarios:

1. Solve puzzles and brain teasers: Engage in activities that challenge your problem-solving abilities, such as puzzles, riddles, or logic games.

2. Simulate problem-solving scenarios: Create hypothetical problem-solving situations and brainstorm potential solutions to enhance your critical thinking and decision-making skills.

3. Participate in group problem-solving activities: Collaborate with others in problem-solving exercises or workshops to foster teamwork and develop effective communication skills.

D. Engaging in real-life problem-solving experiences:

1. Embrace challenges: Seek opportunities to tackle real-world problems, whether at work, in personal projects, or community initiatives.

2. Apply problem-solving techniques: Utilize the problem-solving process and relevant strategies to address issues encountered in various aspects of life.

3. Learn from experiences: Reflect on your problem-solving approach in real-life situations, identify areas of improvement, and adjust your strategies accordingly.

Developing problem-solving skills is an ongoing process that requires continuous learning, practice, and application in both simulated and real-life scenarios. By investing time and effort in skill development, seeking feedback, reflecting on experiences, and engaging in problem-solving activities, individuals can strengthen their problem-solving abilities and effectively address complex challenges.

Applying Problem-Solving Skills in Different Areas

Now we will discuss Applying Problem-Solving Skills in Different Areas:

A. Problem-solving in the workplace:

Problem-solving skills are highly valuable in the workplace as they enable individuals to address challenges, make informed decisions, and contribute to organizational success. In a professional setting, problem-solving involves identifying and analyzing issues, generating effective solutions, and implementing them to achieve desired outcomes. It often requires collaboration, critical thinking, and creative problem-solving techniques. Effective problem-solving in the workplace can lead to increased productivity, improved teamwork, and innovation.

B. Problem-solving in personal relationships:

Problem-solving skills play a crucial role in maintaining healthy and constructive personal relationships. Conflicts and challenges are inevitable with family members, friends, or romantic partners. Applying problem-solving skills in personal relationships involves active listening, empathy, and open communication. It requires identifying and understanding the issues, finding common ground, and working towards mutually beneficial solutions. Problem-solving in personal relationships helps build trust, strengthen connections, and promote harmony.

C. Problem-solving in entrepreneurship:

Problem-solving is an essential skill for entrepreneurs, as it drives innovation and the ability to identify and seize opportunities. Entrepreneurs face various challenges, such as market competition, resource constraints, and changing customer needs. Applying problem-solving skills in entrepreneurship involves identifying market gaps, analyzing customer pain points, and developing innovative solutions. Entrepreneurs must be adaptable, resilient, and creative in finding solutions that address real-world problems and create customer value.

D. Problem-solving in everyday life:

Problem-solving skills are not limited to specific areas but are applicable in everyday life. From simple tasks to complex decisions, problem-solving helps navigate challenges efficiently. Everyday problem-solving involves assessing situations, setting goals, considering available resources, and making informed choices. It can range from troubleshooting technology issues to managing personal finances, resolving conflicts, or finding solutions to logistical problems. Developing problem-solving skills in everyday life leads to increased self-confidence, improved decision-making abilities, and overall personal effectiveness.

In all these areas, applying problem-solving skills enables individuals to approach challenges with a structured and analytical mindset, find practical solutions, and overcome obstacles effectively. It empowers individuals to think critically, adapt to changing circumstances, and positively contribute to various aspects of their lives.

Case Studies of Successful Problem Solving

Here are some Case Studies of Successful Problem Solving:

A. Real-life examples of problem-solving success stories:

1. NASA’s Apollo 13 Mission: The Apollo 13 mission faced a critical problem when an oxygen tank exploded, jeopardizing the lives of the astronauts. Through collaborative problem-solving, the NASA team on the ground and the astronauts in space worked together to develop innovative solutions, such as building a makeshift CO2 filter, conserving power, and navigating a safe return to Earth.

2. Apple’s iPhone Development: Apple faced the challenge of creating a revolutionary smartphone that combined multiple functions in a user-friendly design. Through rigorous problem-solving, Apple’s team developed groundbreaking solutions, such as the touch screen interface, intuitive user experience, and integration of various technologies, leading to the successful launch of the iPhone.

3. Toyota’s Lean Manufacturing System: Toyota encountered production inefficiencies and quality issues. By implementing problem-solving techniques, such as the Toyota Production System, the company focused on waste reduction, continuous improvement, and empowering employees to identify and solve problems. This increased productivity, improved quality, and a competitive advantage in the automotive industry.

B. Analysis of the problem-solving strategies employed:

1. Collaborative Problem-Solving: Successful problem-solving often involves collaboration among individuals or teams. Organizations can tackle complex challenges more effectively by leveraging diverse perspectives, knowledge, and skills.

2. Innovative Thinking: Problem-solving success stories often involve innovative thinking to address issues in novel ways. This may include exploring new technologies, challenging conventional wisdom, or adopting creative approaches that disrupt the status quo.

3. Systematic Approach: Effective problem-solving requires a systematic approach that involves defining the problem, gathering relevant information, analyzing options, and implementing solutions. This structured method provides a comprehensive understanding of the problem and helps identify the most appropriate action.

4. Continuous Improvement: Many successful problem-solving cases are committed to continuous improvement. Organizations embracing a learning and adaptability culture are better equipped to identify and solve problems efficiently, leading to long-term success.

5. Customer-Centric Solutions: Problem-solving strategies that prioritize understanding and meeting customer needs tend to yield successful outcomes. Organizations can develop solutions that deliver value and drive customer satisfaction by placing the customer at the center of problem-solving efforts.

Analyzing the problem-solving strategies employed in these case studies provides valuable insights into the approaches, techniques, and mindsets that contribute to successful problem resolution. It highlights the importance of collaboration, innovation, systematic thinking, continuous improvement, and customer focus in achieving positive outcomes.

Conclusion:

In conclusion, problem-solving skills are vital in various aspects of life, including personal, professional, and entrepreneurial endeavors. Through this article, we have explored the importance of problem-solving, its Definition, its role in different areas, characteristics of effective problem solvers, the problem-solving process, and techniques for effective problem-solving. We have also examined case studies of successful problem-solving and analyzed the strategies employed.

Recap of key points:

1. Problem-solving skills are crucial for personal, professional, and entrepreneurial success.

2. Effective problem solvers possess critical thinking, creativity, adaptability, and perseverance.

3. The problem-solving process involves defining the problem, gathering information, generating solutions, evaluating options, implementing the chosen solution, and monitoring outcomes.

4. Techniques like SWOT analysis, root cause analysis, Pareto analysis, Six Thinking Hats, and design thinking provide valuable frameworks for problem-solving.

As you have learned about the importance and various aspects of problem-solving, I encourage you to apply these skills in your own life. Problem-solving is not a mere intellectual exercise but a practical tool that can lead to personal growth, professional success, and positive societal contributions. Developing and honing your problem-solving abilities allows you to navigate challenges, make informed decisions, and find innovative solutions.

Embrace a continuous improvement mindset and a willingness to think outside the box. Seek opportunities to apply problem-solving skills in your relationships, workplace, entrepreneurial ventures, and everyday life. Remember that each challenge presents an opportunity for growth and learning. You can overcome obstacles and achieve desired outcomes by approaching problems with a structured and analytical mindset, considering multiple perspectives, and employing effective problem-solving techniques.

Incorporate problem-solving into your daily life and encourage others to do the same. By doing so, you contribute to a more proactive and solution-oriented society. Remember, problem-solving is a skill that can be developed and refined through practice and experience. So, take on challenges, embrace creativity, and be a proactive problem solver.

Start applying problem-solving skills today, and you will witness the positive impact it can have on your life and the lives of those around you.

Managing Conflict with Humor

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What is conflict?

Causes of conflict in a relationship, how do you respond to conflict, conflict resolution, stress, and emotions, core skill 1: quick stress relief, core skill 2: emotional awareness, nonverbal communication and conflict resolution, more tips for managing and resolving conflict, conflict resolution skills.

Whatever the cause of disagreements and disputes at home or work, these skills can help you resolve conflict in a constructive way and keep your relationships strong and growing.

Conflict is a normal part of any healthy relationship. After all, two people can’t be expected to agree on everything, all the time. The key is not to fear or try to avoid conflict but to learn how to resolve it in a healthy way.

When conflict is mismanaged, it can cause great harm to a relationship, but when handled in a respectful, positive way, conflict provides an opportunity to strengthen the bond between two people. Whether you’re experiencing conflict at home, work, or school, learning these skills can help you resolve differences in a healthy way and build stronger, more rewarding relationships.

Conflict 101

• A conflict is more than just a disagreement. It is a situation in which one or both parties perceive a threat (whether or not the threat is real).
• Conflicts continue to fester when ignored. Because conflicts involve perceived threats to our well-being and survival, they stay with us until we face and resolve them.
• We respond to conflicts based on our perceptions of the situation, not necessarily to an objective review of the facts. Our perceptions are influenced by our life experiences, culture, values, and beliefs.
• Conflicts trigger strong emotions. If you aren’t comfortable with your emotions or able to manage them in times of stress, you won’t be able to resolve conflict successfully.
• Conflicts are an opportunity for growth. When you’re able to resolve conflict in a relationship, it builds trust. You can feel secure knowing your relationship can survive challenges and disagreements.

Conflict arises from differences, both large and small. It occurs whenever people disagree over their values, motivations, perceptions, ideas, or desires. Sometimes these differences appear trivial, but when a conflict triggers strong feelings, a deep personal need is often at the core of the problem. These needs can range from the need to feel safe and secure or respected and valued, to the need for greater closeness and intimacy.

Think about the opposing needs of a toddler and a parent. The child’s need is to explore, so venturing to the street or the cliff edge meets that need. But the parent’s need is to protect the child’s safety, a need that can only be met by limiting the toddler’s exploration. Since these needs are at odds, conflict arises.

The needs of each party play an important role in the long-term success of a relationship. Each deserves respect and consideration. In personal relationships, a lack of understanding about differing needs can result in distance, arguments, and break-ups. In the workplace, differing needs can result in broken deals, decreased profits, and lost jobs.

[Read: Tips for Building a Healthy Relationship]

When you can recognize conflicting needs and are willing to examine them with compassion and understanding, it can lead to creative problem solving, team building, and stronger relationships.

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Do you fear conflict or avoid it at all costs? If your perception of conflict comes from painful memories from early childhood or previous unhealthy relationships, you may expect all disagreements to end badly. You may view conflict as demoralizing, humiliating, or something to fear. If your early life experiences left you feeling powerless or out of control, conflict may even be traumatizing for you.

If you’re afraid of conflict, it can become a self-fulfilling prophecy. When you enter a conflict situation already feeling threatened, it’s tough to deal with the problem at hand in a healthy way. Instead, you’re more likely to either shut down or blow up in anger.

Healthy and unhealthy ways of managing and resolving conflict

Conflict triggers strong emotions and can lead to hurt feelings, disappointment, and discomfort. When handled in an unhealthy manner, it can cause irreparable rifts, resentments, and break-ups. But when conflict is resolved in a healthy way, it increases your understanding of the other person, builds trust, and strengthens your relationships.

If you are out of touch with your feelings or so stressed that you can only pay attention to a limited number of emotions, you won’t be able to understand your own needs. This will make it hard to communicate with others and establish what’s really troubling you. For example, couples often argue about petty differences—the way she hangs the towels, the way he slurps his soup—rather than what is  really bothering them.

The ability to successfully resolve conflict depends on your ability to:

• Manage stress quickly while remaining alert and calm. By staying calm, you can accurately read and interpret verbal and nonverbal communication.
• Control your emotions and behavior. When you’re in control of your emotions, you can communicate your needs without threatening, intimidating, or punishing others.
• Pay attention to the  feelings being expressed as well as the spoken words of others.
• Be aware of and respect differences. By avoiding disrespectful words and actions, you can almost always resolve a problem faster.

To successfully resolve a conflict, you need to learn and practice two core skills:

• Quick stress relief: the ability to quickly relieve stress in the moment.
• Emotional awareness: the ability to remain comfortable enough with your emotions to react in constructive ways, even in the midst of a perceived attack.

Being able to manage and relieve stress in the moment is the key to staying balanced, focused, and in control, no matter what challenges you face. If you don’t know how to stay centered and in control of yourself, you will become overwhelmed in conflict situations and unable to respond in healthy ways.

Psychologist Connie Lillas uses a driving analogy to describe the three most common ways people respond when they’re overwhelmed by stress:

Foot on the gas. An angry or agitated stress response. You’re heated, keyed up, overly emotional, and unable to sit still.

Foot on the brake. A withdrawn or depressed stress response. You shut down, space out, and show very little energy or emotion.

Foot on both gas and brake. A tense and frozen stress response. You “freeze” under pressure and can’t do anything. You look paralyzed, but under the surface you’re extremely agitated.

How stress affects conflict resolution

Stress interferes with the ability to resolve conflict by limiting your ability to:

• Accurately read another person’s body language .
• Hear what someone is really saying.
• Be aware of your own feelings.
• Be in touch with your own, deep-rooted needs.
• Communicate your needs clearly.

Is stress a problem for you?

You may be so used to feeling stressed that you’re not even aware you  are stressed. Stress may pose a problem in your life if you identify with the following:

• You often feel tense or tight somewhere in your body.
• You’re not aware of movement in your chest or stomach when you breathe.
• Conflict absorbs your time and attention.

Learn how to manage stress in the moment

One of the most reliable ways to rapidly reduce stress is by engaging one or more of your senses—sight, sound, taste, smell, touch—or through movement. You could squeeze a stress ball, smell a relaxing scent, taste a soothing cup of tea, or look at a treasured photograph. We all tend to respond differently to sensory input, often depending on how we respond to stress, so take some time to find things that are soothing to you. Read: Quick Stress Relief .

Emotional awareness is the key to understanding yourself and others. If you don’t know how or why you feel a certain way, you won’t be able to communicate effectively or resolve disagreements.

[Read: Improving Emotional Intelligence]

Although knowing your own feelings may sound simple, many people ignore or try to sedate strong emotions like anger, sadness, and fear. Your ability to handle conflict, however, depends on being connected to these feelings. If you’re afraid of strong emotions or if you insist on finding solutions that are strictly rational, your ability to face and resolve differences will be limited.

Why emotional awareness is a key factor in resolving conflict

Emotional awareness—the consciousness of your  moment-to-moment emotional experience—and the ability to manage all of your feelings appropriately, is the basis of a communication process that can resolve conflict.

Emotional awareness helps you to:

• Understand what is really troubling other people
• Understand yourself, including what is really troubling you
• Stay motivated until the conflict is resolved
• Communicate clearly and effectively
• Interest and influence others

Assessing your level of emotional awareness

The following quiz helps you assess your level of emotional awareness. Answer the following questions with:  almost never, occasionally, often, very often, or  almost always . There are no right or wrong responses, only the opportunity to become better acquainted with your emotional responses.

What kind of relationship do you have with your emotions?

• Do you experience feelings that flow, encountering one emotion after another as your experiences change from moment to moment?
• Are your emotions accompanied by physical sensations that you experience in places like your stomach or chest?
• Do you experience distinct feelings and emotions, such as anger, sadness, fear, and joy, which are evident in different facial expressions?
• Can you experience intense feelings that are strong enough to capture both your own attention and that of others?
• Do you pay attention to your emotions? Do they factor into your decision-making?

If any of these experiences are unfamiliar, your emotions may be “turned” down or even off. In either case, you may need help developing your emotional awareness. You can do this by using Helpguide’s free Emotional Intelligence Toolkit.

When people are in the middle of a conflict, the words they use rarely convey the issues at the heart of the problem. But by paying close attention to the other person’s nonverbal signals or “body language,” such as facial expressions, posture, gestures, and tone of voice, you can better understand what the person is really saying. This will allow you to respond in a way that builds trust, and gets to the root of the problem.

[Read: Nonverbal Communication and Body Language]

Your ability to accurately read another person depends on your own emotional awareness. The more aware you are of your own emotions, the easier it will be for you to pick up on the wordless clues that reveal what others are feeling. Think about what you are transmitting to others during conflict, and if what you say matches your body language. If you say “I’m fine,” but you clench your teeth and look away, then your body is clearly signaling you are anything but “fine.” A calm tone of voice, a reassuring touch, or an interested facial expression can go a long way toward relaxing a tense exchange.

You can ensure that the process of managing and resolving conflict is as positive as possible by sticking to the following guidelines:

Listen for what is felt as well as said. When you really listen, you connect more deeply to your own needs and emotions, and to those of other people. Listening also strengthens, informs, and makes it easier for others to hear you when it’s your turn to speak.

Make conflict resolution the priority rather than winning or “being right.” Maintaining and strengthening the relationship, rather than “winning” the argument, should always be your first priority. Be respectful of the other person and their viewpoint.

Focus on the present. If you’re holding on to grudges based on past conflicts, your ability to see the reality of the current situation will be impaired. Rather than looking to the past and assigning blame, focus on what you can do in the here-and-now to solve the problem.

Pick your battles. Conflicts can be draining, so it’s important to consider whether the issue is really worth your time and energy. Maybe you don’t want to surrender a parking space if you’ve been circling for 15 minutes, but if there are dozens of empty spots, arguing over a single space isn’t worth it.

Be willing to forgive. Resolving conflict is impossible if you’re unwilling or unable to forgive others. Resolution lies in releasing the urge to punish, which can serve only to deplete and drain your life.

Know when to let something go. If you can’t come to an agreement, agree to disagree. It takes two people to keep an argument going. If a conflict is going nowhere, you can choose to disengage and move on.

Using humor in conflict resolution

You can avoid many confrontations and resolve arguments and disagreements by communicating in a humorous way . Humor can help you say things that might otherwise be difficult to express without offending someone. However, it’s important that you laugh with the other person, not at them. When humor and play are used to reduce tension and anger, reframe problems, and put the situation into perspective, the conflict can actually become an opportunity for greater connection and intimacy.

More Information

• CR Kit - Covers causes of conflict, different conflict styles, and fair fighting guidelines to help you positively resolve disagreements. (Conflict Resolution Network)
• 12 Skills Summary - A 12-step conflict resolution training kit. (Conflict Resolution Network)
• Effective Communication - The art of listening in conflict resolution. (University of Maryland)
• 10.3 Causes and Outcomes of Conflict – Organizational Behavior . (n.d.). Retrieved May 25, 2022, from Link
• Başoğul, C., & Özgür, G. (2016). Role of Emotional Intelligence in Conflict Management Strategies of Nurses. Asian Nursing Research , 10(3), 228–233. Link
• Corcoran, Kathleen O’Connell, and Brent Mallinckrodt. “Adult Attachment, Self-Efficacy, Perspective Taking, and Conflict Resolution.” Journal of Counseling & Development 78, no. 4 (2000): 473–83. Link
• Yarnell, Lisa M., and Kristin D. Neff. “Self-Compassion, Interpersonal Conflict Resolutions, and Well-Being.” Self and Identity 12, no. 2 (March 1, 2013): 146–59. Link
• Tucker, Corinna Jenkins, Susan M. Mchale, and Ann C. Crouter. “Conflict Resolution: Links with Adolescents’ Family Relationships and Individual Well-Being.” Journal of Family Issues 24, no. 6 (September 1, 2003): 715–36. Link

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Problem-Solving Strategies and Obstacles

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From deciding what to eat for dinner to considering whether it's the right time to buy a house, problem-solving is a large part of our daily lives. Learn some of the problem-solving strategies that exist and how to use them in real life, along with ways to overcome obstacles that are making it harder to resolve the issues you face.

What Is Problem-Solving?

In cognitive psychology , the term 'problem-solving' refers to the mental process that people go through to discover, analyze, and solve problems.

A problem exists when there is a goal that we want to achieve but the process by which we will achieve it is not obvious to us. Put another way, there is something that we want to occur in our life, yet we are not immediately certain how to make it happen.

Maybe you want a better relationship with your spouse or another family member but you're not sure how to improve it. Or you want to start a business but are unsure what steps to take. Problem-solving helps you figure out how to achieve these desires.

The problem-solving process involves:

• Discovery of the problem
• Deciding to tackle the issue
• Seeking to understand the problem more fully
• Researching available options or solutions
• Taking action to resolve the issue

Before problem-solving can occur, it is important to first understand the exact nature of the problem itself. If your understanding of the issue is faulty, your attempts to resolve it will also be incorrect or flawed.

Problem-Solving Mental Processes

Several mental processes are at work during problem-solving. Among them are:

• Perceptually recognizing the problem
• Representing the problem in memory
• Considering relevant information that applies to the problem
• Identifying different aspects of the problem
• Labeling and describing the problem

Problem-Solving Strategies

There are many ways to go about solving a problem. Some of these strategies might be used on their own, or you may decide to employ multiple approaches when working to figure out and fix a problem.

An algorithm is a step-by-step procedure that, by following certain "rules" produces a solution. Algorithms are commonly used in mathematics to solve division or multiplication problems. But they can be used in other fields as well.

In psychology, algorithms can be used to help identify individuals with a greater risk of mental health issues. For instance, research suggests that certain algorithms might help us recognize children with an elevated risk of suicide or self-harm.

One benefit of algorithms is that they guarantee an accurate answer. However, they aren't always the best approach to problem-solving, in part because detecting patterns can be incredibly time-consuming.

There are also concerns when machine learning is involved—also known as artificial intelligence (AI)—such as whether they can accurately predict human behaviors.

Heuristics are shortcut strategies that people can use to solve a problem at hand. These "rule of thumb" approaches allow you to simplify complex problems, reducing the total number of possible solutions to a more manageable set.

If you find yourself sitting in a traffic jam, for example, you may quickly consider other routes, taking one to get moving once again. When shopping for a new car, you might think back to a prior experience when negotiating got you a lower price, then employ the same tactics.

While heuristics may be helpful when facing smaller issues, major decisions shouldn't necessarily be made using a shortcut approach. Heuristics also don't guarantee an effective solution, such as when trying to drive around a traffic jam only to find yourself on an equally crowded route.

Trial and Error

A trial-and-error approach to problem-solving involves trying a number of potential solutions to a particular issue, then ruling out those that do not work. If you're not sure whether to buy a shirt in blue or green, for instance, you may try on each before deciding which one to purchase.

This can be a good strategy to use if you have a limited number of solutions available. But if there are many different choices available, narrowing down the possible options using another problem-solving technique can be helpful before attempting trial and error.

In some cases, the solution to a problem can appear as a sudden insight. You are facing an issue in a relationship or your career when, out of nowhere, the solution appears in your mind and you know exactly what to do.

Insight can occur when the problem in front of you is similar to an issue that you've dealt with in the past. Although, you may not recognize what is occurring since the underlying mental processes that lead to insight often happen outside of conscious awareness .

Research indicates that insight is most likely to occur during times when you are alone—such as when going on a walk by yourself, when you're in the shower, or when lying in bed after waking up.

How to Apply Problem-Solving Strategies in Real Life

If you're facing a problem, you can implement one or more of these strategies to find a potential solution. Here's how to use them in real life:

• Create a flow chart . If you have time, you can take advantage of the algorithm approach to problem-solving by sitting down and making a flow chart of each potential solution, its consequences, and what happens next.
• Recall your past experiences . When a problem needs to be solved fairly quickly, heuristics may be a better approach. Think back to when you faced a similar issue, then use your knowledge and experience to choose the best option possible.
• Start trying potential solutions . If your options are limited, start trying them one by one to see which solution is best for achieving your desired goal. If a particular solution doesn't work, move on to the next.
• Take some time alone . Since insight is often achieved when you're alone, carve out time to be by yourself for a while. The answer to your problem may come to you, seemingly out of the blue, if you spend some time away from others.

Obstacles to Problem-Solving

Problem-solving is not a flawless process as there are a number of obstacles that can interfere with our ability to solve a problem quickly and efficiently. These obstacles include:

• Assumptions: When dealing with a problem, people can make assumptions about the constraints and obstacles that prevent certain solutions. Thus, they may not even try some potential options.
• Functional fixedness : This term refers to the tendency to view problems only in their customary manner. Functional fixedness prevents people from fully seeing all of the different options that might be available to find a solution.
• Irrelevant or misleading information: When trying to solve a problem, it's important to distinguish between information that is relevant to the issue and irrelevant data that can lead to faulty solutions. The more complex the problem, the easier it is to focus on misleading or irrelevant information.
• Mental set: A mental set is a tendency to only use solutions that have worked in the past rather than looking for alternative ideas. A mental set can work as a heuristic, making it a useful problem-solving tool. However, mental sets can also lead to inflexibility, making it more difficult to find effective solutions.

How to Improve Your Problem-Solving Skills

In the end, if your goal is to become a better problem-solver, it's helpful to remember that this is a process. Thus, if you want to improve your problem-solving skills, following these steps can help lead you to your solution:

• Recognize that a problem exists . If you are facing a problem, there are generally signs. For instance, if you have a mental illness , you may experience excessive fear or sadness, mood changes, and changes in sleeping or eating habits. Recognizing these signs can help you realize that an issue exists.
• Decide to solve the problem . Make a conscious decision to solve the issue at hand. Commit to yourself that you will go through the steps necessary to find a solution.
• Seek to fully understand the issue . Analyze the problem you face, looking at it from all sides. If your problem is relationship-related, for instance, ask yourself how the other person may be interpreting the issue. You might also consider how your actions might be contributing to the situation.
• Research potential options . Using the problem-solving strategies mentioned, research potential solutions. Make a list of options, then consider each one individually. What are some pros and cons of taking the available routes? What would you need to do to make them happen?
• Take action . Select the best solution possible and take action. Action is one of the steps required for change . So, go through the motions needed to resolve the issue.
• Try another option, if needed . If the solution you chose didn't work, don't give up. Either go through the problem-solving process again or simply try another option.

You can find a way to solve your problems as long as you keep working toward this goal—even if the best solution is simply to let go because no other good solution exists.

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By Kendra Cherry, MSEd Kendra Cherry, MS, is a psychosocial rehabilitation specialist, psychology educator, and author of the "Everything Psychology Book."

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Relationship Between the Problem-Solving Skills and Empathy Skills of Operating Room Nurses

AY, Fatma 1* ; POLAT, Şehrinaz; KASHIMI, Tennur

1 PhD, RN, Assistant Professor, Faculty of Health Sciences, Department of Midwifery, Istanbul University-Cerrahpaşa, Turkey

2 PhD, RN, Directorate of Nursing Services, Hospital of Faculty of Medicine, Istanbul University, Turkey

3 MS, RN, Director, Operating Room, Hospital of Faculty of Medicine, Istanbul University, Turkey.

Accepted for publication: January 21, 2019

*Address correspondence to: Fatma AY, No.25, Dr. Tevfik Saglam Street, Dr. Zuhuratbaba District, Bakirkoy, Istanbul 34147, Turkey. Tel: +90 212 4141500 ext. 40140; Fax: +90 212 4141515; E-mail: [email protected]

The authors declare no conflicts of interest.

Cite this article as: Ay, F., Polat, Ş., & Kashimi, T. (2019). Relationship between the problem-solving skills and empathy skills of operating room nurses. The Journal of Nursing Research , 28 (2), e75. https://doi.org/10.1097/jnr.0000000000000357

This is an open access article distributed under the Creative Commons Attribution License 4.0 (CCBY) , which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.

Background 

The use of empathy in problem solving and communication is a focus of nursing practice and is of great significance in raising the quality of patient care.

Purpose 

The purposes of this study are to investigate the relationship between problem solving and empathy among operating room nurses and to explore the factors that relate to these two competencies.

Methods 

This is a cross-sectional, descriptive study. Study data were gathered using a personal information form, the Interpersonal Problem Solving Inventory, and the Basic Empathy Scale ( N = 80). Descriptive and comparative statistics were employed to evaluate the study data.

Results 

Age, marital status, and career length were not found to affect the subscale scores of cognitive empathy ( p > .05). A negative correlation was found between the subscale scores for “diffidence” and “cognitive empathy.” Moreover, the emotional empathy scores of the graduate nurses were higher than those of the master's/doctorate degree nurses to a degree that approached significance ( p = .078). Furthermore, emotional empathy levels were found to decrease as the scores for insistent/persistent approach, lack of self-confidence, and educational level increased ( p < .05). The descriptive characteristics of the participating nurses were found not to affect their problem-solving skills.

Conclusions/Implications for Practice 

Problem solving is a focus of nursing practice and of great importance for raising the quality of patient care. Constructive problem-solving skills affect cognitive empathy skills. Educational level and career length were found to relate negatively and level of self-confidence was found to relate positively with level of cognitive empathy. Finally, lower empathy scores were associated with difficult working conditions in operating rooms, intense stress, and high levels of potential stress-driven conflicts between workers in work settings.

Introduction

Healthcare institutions are where individuals seek remedies to their health problems. These institutions face problems, which relate to both employees and care recipients. These problems may occur spontaneously and require immediate solution. Moreover, these problems require that the preferred remedies be adapted to address the unique nature of both organizational circumstances and individual requirements. Therefore, it is important that nurses, who are a major component of the healthcare system, have problem-solving skills.

Operating rooms are complex, high-risk environments with intense levels of stress that require rapid judgment making and fast implementation of appropriate decisions to increase patients' chances of survival ( Kanan, 2011 ; Jeon, Lakanmaa, Meretoja, & Leino-Kilpi, 2017 ). Furthermore, aseptic principles may never be compromised, and a high level of coordination and cooperation among team members should be maintained in these areas ( Kanan, 2011 ; Sandelin & Gustafsson, 2015 ). The members of a surgical team may vary in the operating room ( Sandelin & Gustafsson, 2015 ; Sonoda, Onozuka, & Hagihara, 2018 ). Under these difficult conditions, time management and workload are important stress factors for nurses ( Happell et al., 2013 ; Suresh, Matthews, & Coyne, 2013 ). At the same time, operating room nurses are legally responsible for the nature and quality of the healthcare service received by patients before, during, and after their surgical intervention ( Kanan, 2011 ). The American Nurses Association defines a nurse as “the healthcare professional establishing, coordinating and administering the care while applying the nursing process in an aim to meet the identified physiological, psychological, sociocultural and spiritual needs of patients who are potentially at the risk of jeopardized protective reflexes or self-care ability because of surgery or invasive intervention” ( Association of periOperative Registered Nurses, 2015 ).

Problem solving is the most critical aspect of the nursing practice. The fact that nursing requires mental and abstract skills, such as identifying individual needs and finding appropriate remedies, was first stated in 1960s. In 1960s, the nursing theorists Abdellah, Orem, and Levin emphasized the mental aspect of nursing. They argued that the most critical requirement of nurses in the clinical field is the ability to decide on and plan the right action and that nursing care should be founded on a sound knowledge base ( Taşci, 2005 ).

The World Health Organization has stated that “taking measures and applying a problem-solving approach to provide appropriate care is one of the compulsory competencies of nurses” ( Taşci, 2005 ). Thus, enhancing the problem-solving skills of nurses is of great importance in raising the quality of patient care ( Taylor, 2000 ; Yu & Kirk, 2008 ). On the other hand, Bagnal (1981) argued that people with problem-solving skills need to be equipped with personal traits including innovation, clear manifestation of preferences and decisions, having a sense of responsibility, flexible thinking, courage and adventurousness, ability to show distinct ideas, self-confidence, a broad area of interest, acting rationally and objectively, creativity, productivity, and critical perspective (as cited in Çam & Tümkaya, 2008 ).

To provide the best surgical care to a patient, team members must work together effectively ( Sonoda et al., 2018 ). One of the most important factors affecting the quality of healthcare service delivery is effective communication between healthcare professionals and healthcare recipients, with empathy forming the basis for effective communication.

Because of the intrinsic nature of the nursing profession, nurses should have empathy skills. Thus, empathy is the essence of the nursing profession ( Fields et al., 2004 ; Vioulac, Aubree, Massy, & Untas, 2016 ). A review of resources in the literature on problem solving reveals that gathering problem-related data is the first major step toward determining the root causes of a problem. In this respect, empathy is an important skill that helps properly identify a problem. On the basis of the definition of empathy, sensing another person's feelings and thoughts and placing oneself in his or her position or feeling from within his or her frame of reference should work to improve one's problem-solving skills, particularly those skills related to social problem solving ( Taşci, 2005 ; Topçu, Baker, & Aydin, 2010 ; Vioulac et al., 2016 ). It is possible to explain empathic content emotionally as well as cognitively. Emotional empathy (EE) means feeling the emotions of another person and providing the most appropriate response based on his or her emotional state. This is very important in patient–nurse communications. Cognitive empathy (CE) is the ability to recognize the feelings of another without experiencing those feelings yourself ( de Kemp, Overbeek, de Wied, Engels, & Scholte, 2007 ).

Gender, age, level of education, marital status, years of work, duration working at current institution, and problem-solving situations have been shown in the literature not to affect the problem-solving or empathy skills of nurses ( Abaan & Altintoprak, 2005 ; Kelleci & Gölbaşi, 2004 ; Yu & Kirk, 2008 ). Empathy is especially critical to the quality of nursing care and is an essential component of any form of caring relationship. The findings in the literature regarding empathy among nurses are inconsistent ( Yu & Kirk, 2008 ), and no findings in the literature address the relationship between problem-solving skills and empathy skills in operating room nurses.

Today, the healthcare system demands that nurses use their professional knowledge to handle patient problems and needs in flexible and creative ways. Problem solving is a primary focus of the nursing practice and is of great importance to raising the quality of patient care ( Kelleci & Gölbaşi, 2004 ; Yu & Kirk, 2008 ). Enhancing the problem-solving and empathy skills of nurses may be expected to facilitate their identification of the sources of problems encountered during the delivery of healthcare services and their resolution of these problems.

The purposes of this study are to investigate the relationship between problem solving and empathy in operating room nurses and to explore the factors related to these two competencies.

Study Model and Hypotheses

This study is a cross-sectional and descriptive study. The three hypotheses regarding the relationships between the independent variables are as follows:

• H1: Sociodemographic characteristics affect problem-solving skills.
• H2: Sociodemographic characteristics affect level of empathy.
• H3: Problem-solving skills are positively and significantly correlated with empathy.

Study Population and Sample

The study was conducted during the period of May–June 2015 at three hospitals affiliated with Istanbul University. The study population consisted of 121 nurses who were currently working in the operating rooms of these hospitals. The study sample consisted of the 80 nurses who volunteered to participate and answered all of the questions on the inventory.

Data Collection Tool

Study data were gathered using a personal information form, the Interpersonal Problem Solving Inventory (IPSI), and the Basic Empathy Scale.

Personal information form

This questionnaire, created by the researchers, is composed of 10 questions on the age, gender, educational background, organization and department, position, and organizational and professional functions of the respondent.

Interpersonal problem solving inventory

The IPSI, developed and validated by Çam and Tümkaya (2008) , was used in this study. The Cronbach's α internal consistency coefficients of the IPSI subscales were previously evaluated at between .67 and .91. The IPSI includes 50 items, all of which are scored on a 5-point Likert scale, with 1 = strictly inappropriate and 5 = fully appropriate . The lack of self-confidence (LSC) subscale assesses lack of confidence in problem solving. The constructive problem solving (CPS) subscale assesses emotions, thoughts, and behaviors that contribute to the effective and constructive solution of interpersonal problems. The negative approach to the problem subscale assesses intensely the negative emotions and thoughts such as helplessness, pessimism, and disappointment that are experienced when an interpersonal problem is encountered. The abstaining from responsibility subscale assesses failure to take responsibility for solving the problem. The persistent approach (PA) subscale assesses self-assertive/persistent thoughts and behaviors in solving problems encountered in interpersonal relationships. A high score on a subscale indicates a high interpersonal-problem-solving capability for that subscale category ( Çam & Tümkaya, 2008 ). A high score on the negative approach to the problem subscale indicates a higher likelihood of experiencing intense negative feelings and thoughts such as helplessness, pessimism, and sadness when encountering a problem. A high score on CPS indicates that the respondent will show more of the emotions, thoughts, and behaviors that contribute to the problem in an effective and constructive way. A low level of self-confidence indicates that the respondent will exhibit low self-confidence toward effectively resolving a problem. A high score on the abstaining from responsibility subscale indicates a high inclination to assume responsibility to resolve a problem ( Table 1 ). The high level of insistent approach indicates that the participant is more willing to solve problems ( Çam & Tümkaya, 2008 ). In this study, the Cronbach's α reliability coefficients were .901, .899, .763, .679, and .810, respectively.

Basic empathy skill scale

The Basic Empathy Skill Scale was developed by Jolliffe and Farrington (2006) and validated by Topçu et al. (2010) in Turkish. It is a 5-Likert scale (1 = s trictly disagree and 5 = strictly agree ) consisting of 20 items, of which nine measure CE and 11 measure EE. The Cronbach's α coefficients that were calculated for the reliability study range between .76 and .80. The lowest possible scores are 9 and 45 and the highest possible scores are 11 and 55 for the CE and EE subscales, respectively. A high score on the CE subscale indicates that the CE level is high, and a high score on the EE subscale indicates that the EE level is high ( Topçu et al., 2010 ). The two subscales of the Basic Empathy Skill Scale have been found to be highly reliable. The Cronbach's α reliability coefficients in this study were .782 for the CE subscale and .649 for the EE subscale.

Data Collection

The study was conducted between May and June 2015 at three hospitals affiliated with Istanbul University. The researcher explained the study to those nurses who agreed to participate. The questionnaire form was distributed to the participants, the purpose of the investigation was clarified, and permission to use participant data was obtained. The participants completed the questionnaire on their own, and the completed questionnaires were collected afterward. The time required to complete the questionnaire was 15–20 minutes in total.

Evaluation of Data

Number Cruncher Statistical System 2007 (Kaysville, UT, USA) software was used to perform statistical analysis. To compare the quantitative data, in addition to using descriptive statistical methods (mean, standard deviation, median, frequency, ratio, minimum, maximum), the Student t test was used to compare the parameters with the regular distribution in the two groups and the Mann–Whitney U test was used to compare the parameters without normal distribution in the two groups. In addition, a one-way analysis of variance test was used to compare three or more groups with normal distribution, and a Kruskal–Wallis test was used to compare three or more groups without normal distribution. Pearson's correlation analysis and Spearman's correlation analysis were used to evaluate the relationships among the parameters. Finally, linear regression analysis was employed to evaluate multivariate data. Significance was determined by a p value of < .05.

Ethical Considerations

Ethical conformity approval was obtained from the Non-Interventional Clinical Research Ethics Board at Istanbul Medipol University (108400987-165, issued on March 30, 2015). Written consent was obtained from the administrations of the participating hospitals. Furthermore, the informed consent of nurses who volunteered to participate was obtained. Permission to use the abovementioned scales that were used in this study as data collection tools was obtained via e-mail from their original authors.

Eighty nurses (97.5% female, n = 78; 2.5% male, n = 2) were enrolled as participants. The age of participants ranged between 24 and 64 (mean = 37.56 ± 8.12) years, mean years of professional nursing experience was 15.84 ± 8.30, and mean years working in the current hospital was 13.19 ± 8.23. Other descriptive characteristics for the participants are provided in Table 2 .

A comparison of scale subdimension scores revealed a negative and statistically significant correlation at a level of 22.3%. Statistical significance was reached only between the LSC subscale and the CE subscale ( r = −.223, p = .047; Table 3 ). Thus, a higher LSC score was associated with a lower CE score.

Comparisons between participants' descriptive characteristics and subdimension scores on the problem-solving skill scale revealed no significant differences. Thus, demographic characteristics such as age, educational background, and career length were found to have no influence on problem-solving skills ( p > .05; Table 4 ).

Age, marital status, and professional career length were not found to affect the CE and EE subscale scores, with no statistically significant correlations found between the two subscales ( p > .05; Table 4 ). However, the EE scores of undergraduate nurses were found to be higher than those of postgraduate nurses, at a level that approached statistical significance ( p = .078). In addition, the average CE scores of nurses who had worked for 1–10 and 11–20 years were higher than those of nurses who had worked for 21 years or more, at a level that approached statistical significance ( p = .066).

A statistically significant difference was found between mean years working in the current hospital and educational background, respectively, and CE scores ( p = .027 and p = .013; Table 4 ). On the basis of paired comparison analysis, the CE scores of participants with 1–10 years of working experience at their current hospital were higher than those with ≥ 21 years of working experience at their current hospital ( p = .027). Also on the basis of paired comparison analysis, the CE score of participants educated to the undergraduate level was found to be higher at a statistically significant level than those educated to the master's/doctorate degree level ( p = .013).

The comparison of problem-solving skill scores by descriptive characteristics revealed no statistically significant difference between subscale scores and the variables of age, marital status, length of professional and organizational career, or educational background ( p > .05). Thus, the descriptive characteristics of the participants did not affect their problem-solving skills.

Regression Analysis of Risk Factors Affecting Cognitive and Empathy Skills

Variables found after univariate analysis to have significance levels of p < .01 were subsequently modeled and evaluated. A regression analysis was conducted to determine the effect on CE skills of educational level, duration of institutional work, CPS level, and self-insecurity level. The explanatory power of this model was 29.9% ( R 2 = .299), and the model was significant ( p < .001). As a result of the analysis, CPS ( p = .006), educational status of graduate ( p < .001), and working for the current hospital for a period of more than 20 years ( p = .004) were found to have a significant and positive influence on the CE score.

A 1-unit increase in the CPS score was found to increase CE skills by 0.139 points (β = 0.139, 95% CI [0.041, 0.237], p < .01). For education, graduate education was found to decrease the CE score by 4.520 points (β = −4.520, 95% CI [−6.986, −2.054], p < .001). For duration working for the current hospital, working for the same institution for a period exceeding 20 years was found to decrease the CE score by 3.429 points (β = −3.429, 95% CI [−5.756, −1.102], p < .05). In addition, a 1-unit increase in the LSC score was found to decrease the CE score by 0.114 points, which did not achieve statistical significance (β = 0.114, 95% CI [−0.325, 0.096], p > .05).

Regression analysis was used to evaluate the effects of education, PA, and LSC on the risk factors affecting EE. As a result of this evaluation, the explanatory power of the model was determined as 15.3% ( R 2 = .153), which was significant despite the low level ( F = 3.388, p = .001). The effects of PA ( p = .021) and educational status ( p = .015) on the EE score were shown through analysis to be statistically significant ( Table 5 ). A 1-unit increase in PA score was found to increase the EE score by 0.323 points (β = 0.323, 95% CI [0.049, 0.596], p < .05). For education, having a graduate education was found to decrease the EE score by 3.989 points (β = −3.989, 95% CI [−7.193, −0.786], p < .05). Moreover, the LSC score was found to be 0.119 points lower than the EE score. However, this result was not statistically significant (β = −0.193, 95% CI [−0.467, 0.080], p > .05). Dummy variables were used in the regression analysis of sociodemographic characteristics (educational status and years working for the current hospital).

This study found that age, marital status, educational background, years of professional working experience, and years working for the current hospital did not affect the problem-solving skills of the participants. In the literature, the findings of several studies indicate that characteristics such as age, educational background, department of service, and career length do not affect the problem-solving skills of nurses ( Abaan & Altintoprak, 2005 ; Kelleci & Gölbaşi, 2004 ; Yu & Kirk, 2008 ), whereas other studies indicate that these variables do affect these skills ( Ançel, 2006 ; Watt-Watson, Garfinkel, Gallop, Stevens, & Streiner, 2000 ; Yu & Kirk, 2008 ). However, beyond these characteristics, some studies have reported a positive correlation between the problem-solving skills of nurses and their educational level, with this correlation mediated by the physical conditions of the workplace, good relationships with colleagues, and educational background ( Yildiz & Güven, 2009 ). These findings suggest that factors affecting the empathy and problem-solving skills of nurses working in operating rooms differ from known and expected factors.

Operating room nurses deliver dynamic nursing care that requires attention and close observation because of the fast turnover of patients. In addition to the problem-solving skills that they use during the patient care process, these nurses must use or operate a myriad of lifesaving technological devices and equipment ( AbuAlRub, 2004 ; Özgür, Yildirim, & Aktaş, 2008 ). The circumstances in which nurses employ their problem-solving skills are generally near-death critical conditions and emergencies. Furthermore, operating rooms are more isolated than other areas of the hospital, which affects nurses who work in operating rooms and intensive care units ( AbuAlRub, 2004 ; Özgür et al., 2008 ).

Communication is a critical factor that affects the delivery of healthcare services. Communication does not only take place between a service recipient and a provider. To establish a teamwork philosophy between employees, it is essential to build effective communication ( Sandelin & Gustafsson, 2015 ). Empathic communication helps enhance the problem-solving skills of nurses as they work to learn about individual experiences ( Kumcağiz, Yilmaz, Çelik, & Avci, 2011 ). Studies in the literature have found that nurses who are satisfied with their relationships with colleagues, physicians, and supervisors have a high level of problem-solving skills ( Abaan & Altintoprak, 2005 ; Kumcağiz et al., 2011 ) and that higher problem-solving skills are associated with a higher level of individual achievement ( Abaan & Altintoprak, 2005 ; Chan, 2001 ). Another finding of this study is that CPS increases the cognitive emphatic level. This may be attributed to constructive problem-solving skills increasing CE, as these skills are associated with feelings, thoughts, and behaviors that contribute to problem resolution.

A review of the literature on empathy and communication skills revealed, as expected, that these skills increased with level of education ( Kumcağiz et al., 2011 ; Vioulac et al., 2016 ). However, a number of studies have reported no significant correlation between age, marital status, and professional working experience and empathy skills or communication abilities in nurses ( Kumcağiz et al., 2011 ; Yu & Kirk, 2008 ).

EE is assumed to be a more intuitive reaction to emotions. Factors that affect EE are nurses working with small patient groups, frequent contact with patient groups, and long periods spent accompanying or being in close contact with patient groups ( Vioulac et al., 2016 ). Studies in the literature have reported no correlation between the empathy skills of nurses and demographic characteristics ( Vioulac et al., 2016 ). This study supports this finding, with the empathy skills of operating room nurses found to be close to the peak value of the scale.

Studies in the literature reveal a positive correlation between empathy and career length ( Watt-Watson et al., 2000 ; Yu & Kirk, 2008 ) as well as a correlation between increased professional experience and lower empathy ( Yu & Kirk, 2008 ). This study found an association between longer periods working for the same hospital and higher levels of education with lower empathy scores. This may be attributed to the difficult working conditions in operating rooms, intense stress, and high level of potential stress-driven conflicts between employees in work settings.

Stress is a major factor that affects the empathy skills and relationship-building abilities of nurses ( Vioulac et al., 2016 ). Nurses are exposed to a wide variety of stressors such as quality of the service, duration of shifts, workload, time pressures, and limited decision-making authority ( Patrick & Lavery, 2007 ; Shimizutani et al., 2008 ; Vioulac et al., 2016 ). In particular, environments evoking a sense of death (e.g., operating rooms) is another factor known to elevate perceived stress ( Ashker, Penprase, & Salman, 2012 ). High stress may lead to negative consequences such as reduced problem-solving abilities ( Zhao, Lei, He, Gu, & Li, 2015 ). Both having a long nursing career and working in stressful environments such as operating rooms may negatively affect empathy and problem-solving skills. However, this study revealed that working for a long period at the current hospital had no influence on problem-solving skills. The low reliability of the scales means that the variance may be high in other samples that are drawn from the same main sample, with the resultant data thus not reflecting the truth.

Low reliability coefficients reduce the significance and value of the results obtained by increasing the standard error of the data ( Şencan, 2005 ). The Cronbach's α of the EE scale used in the study was between .60 and .80 and is highly trustworthy. However, the Cronbach's α value is close to .60 (i.e., .649). This result may elicit suspicion in regression analysis estimates that are done to determine the variables that affect EE. In the correlation analysis, a statistically significant weak correlation was found only between the LSC subdimension and CE. However, the fact that the subscales of empathy and problem-solving skills are significantly related to the regression models may also be related to the reliability levels of the scales.

According to the results of the regression analysis, all of the variables remaining in Model A affected level of low for the CE ( R 2 = .299). Having constructive problem-solving skills ( p = .006), having a high level of education ( p < .001), and working for the current hospital for over 20 years ( p = .004) were found to be significantly related to CE.

Other variables were found to have no significant effect. According to the results of the regression analysis, all of the remaining variables in Model B accounted for a relatively low portion of the EE ( R 2 = .153). When the t test results for the significance of the regression coefficients were examined, it was determined that PA ( p = .021) and educational status ( p = .015) were significant predictors of EE. Other variables had no significant effect ( Table 5 ). The increase in the level of education of nurses may have increased their cognitive and emotional development. Thus, working in the same hospital for over 20 years was found to increase the levels of CE and EE. This result may be because of greater professional experience and regular experience handling numerous, different problems. In addition, the low explanatory power of the models may also be because of the fact that many other arguments that may affect empathy were not modeled. When constant values are fixed and the value of the independent variables entering the regression formula is zero, constant value is the estimated value of the dependent variable. According to findings of this study, sociodemographic characteristics and problem-solving abilities did not affect empathy level, although the CE value was 31.707 and the EE value was 37.024. Repeating this research in larger and different nurse groups may be useful to verify these research results.

Conclusions

The following results were derived from this study: First, constructive problem-solving skills affect CE skills. EE is adversely affected by the PA and LSC. Second, no correlation was found between the demographic characteristics of nurses and their problem-solving skills. Third, as level of education increases, cognitive and emotional levels of empathy decrease.

Duration of time spent working at one's current healthcare institution and educational level were both found to correlate negatively with the CE score. The higher the educational level and PA and the lower the self-confidence of the participants, the lower their EE levels. Finally, higher constructive problem-solving scores were associated with higher CE skills.

Limitations

The major limitation of the study is that it was conducted in the affiliated hospitals of one healthcare organization. The study data were obtained from operating room nurses who currently worked in these hospitals and who volunteered to participate. The conditions of nurses who did not participate in the study cannot be ascertained. A second important limitation is that the data reflect the subjective perceptions and statements of the participants. A third important limitation is that participant characteristics such as trust in management, trust in the institution, burnout, and communication skills were not assessed. For this reason, the effects of these variables on problem-solving and empathy skills remain unknown.

Author Contributions

Study conception and design: SP

Data collection: TK

Data analysis and interpretation: FA, SP

Drafting of the article: FA

Critical revision of the article: FA

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The Relationship between Problem-Solving Skills and Conflict Resolution Styles with Marital Intimacy and Compatibility among Couples

2016, Academic Journal of Psychological Studies

The aim of this study was to investigate the relationship between problem-solving skills and conflict resolution styles with marital intimacy and compatibility among couples in Bandar Abbas. This study is functional in terms of the purpose and is correlation-based in terms of the descriptive methods of collecting information. 182 men and 205 women were randomly selected for sampling. 28-article Questionnaire of conflict resolution styles of Rahim (1983), intimacy questionnaire by Thompson and Walker (1983), compatibility questionnaire by Graham Spanier (1976) and problem-solving questionnaire of Heppner and Multivariate regression and Pearson correlation coefficient were used to analyze the findings of the survey. The results showed that collaborating, compromising and accommodating marital conflict resolution styles are as positive predictor and avoidance and accommodating styles are as negative predictors of marital compatibility. The total of marital conflict resolution styles, compromising, accommodating, avoiding and control are significant predictors of marital intimacy. Among the three components of problem-solving skills, two skills of problem solving are positive predictor with confidence, and avoidance solutions are considered as negative predictor for the marital compatibility variable. Among the three components of problem solving, only the avoidance solution is considered as the negative predictor for the marital intimacy variable. In a general conclusion from this study, it can be stated that constructive problem-solving skills (solving the problem with confidence) and constructive marital conflict resolution styles (integration, compromising and accommodating styles) have crucial roles in increasing marital intimacy and marital compatibility. Moreover, destructive problem-solving skills (avoidance problem-solving skills and self-control) and destructive marital conflict resolution styles (avoiding and control styles) have a role in reducing marital compatibility and in reducing marital intimacy.

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On the Relationship Between Problem-Solving Skills and Professional Practice

• First Online: 01 January 2010

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• Kevin W. Eva 2  

Part of the book series: Innovation and Change in Professional Education ((ICPE,volume 5))

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It is often thought that one can create expert practitioners by enabling novices, training to work within the same field, to think like the experts. That is, by understanding the expert’s thought processes and problem-solving tendencies we can more efficiently help students learn to reason like experts, thus becoming expert themselves. In the early days of research into problem solving it did indeed appear as though general heuristics could be identified that could be inculcated into our educational programs for the purpose of nurturing good problem-solving skills on the part of our students. In the 1970s, however, as this view was revolutionising the educational systems of health care professionals, research began to suggest that, in fact, there are few differences in the ways that experts and novices approach medical problems. More fundamentally, the mediating impact of knowledge came to be seen as playing a larger role in problem solving than anything that could be labelled a problem-solving skill or clinical reasoning strategy. This chapter will review the history of this literature, culminating in both (a) a description of a current model of clinical reasoning in which flexibility of approach is much more central than specificity of strategy, and (b) suggestions for how the concept of problem solving might be reformulated as a means towards the end of clinical expertise rather than as its defining quality.

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Cognitive perspectives on maintaining physicians’ medical expertise: II. Acquiring, maintaining, and updating cognitive skills

Shaping Clinical Reasoning

Mapping clinical reasoning literature across the health professions: a scoping review

To fully appreciate the problems, the reader is encouraged to pause to try solving each in turn. The answers will be provided later in the text.

Create a cube by using eight matchsticks to form two squares and joining the corners of each square with the 4 remaining matchsticks. The top, bottom, and four sides of the cube form six squares.

Again, the reader is encouraged to pause and try to solve these problems before the answers are revealed later in the chapter.

In fact the “hint” condition may be the most analogous to the way in which the problems were utilised in this chapter given that the context in which this section is presented may provide a sufficient hint.

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Eva, K.W. (2009). On the Relationship Between Problem-Solving Skills and Professional Practice. In: Kanes, C. (eds) Elaborating Professionalism. Innovation and Change in Professional Education, vol 5. Springer, Dordrecht. https://doi.org/10.1007/978-90-481-2605-7_2

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Problem-solving and Relationship Skills with Infants and Toddlers

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Mike: Hello, everyone. You know that never gets old. I'm like sitting here jogging along. Welcome, everyone, to our third infant and toddler episode of "Teacher Time" this program year. I'm Mike Browne. My pronouns are he/him. And I'm joined by...

Becky: Becky Sughrim, and my pronouns are she/her.

Mike: And we are from the National Center on Early Childhood Development Teaching and Learning. And as always, we are super excited to be here with you all today. Thank you for joining us. We have been focusing all of our episodes this past season of "Teacher Time" on positive behavior support. So far, we talked about many different things. We talked about the importance of relationships. We talked about how to support emotional literacy. Today is going to be another fun one on problem-solving and friendship skills and building friendship skills with infants and toddlers.

I would love to call to your attention to the Viewer's Guide, where you can find it in the Resource Widget. This season our Viewer's Guide is a Viewer Guide from birth to five. It includes age-specific information for infants, for toddlers, for preschool children. It's packed full of so many different things — resources, helpful quick tips, reminders that you can take right into your learning space. And there's also a note-taking space in which you can use to jot down some notes for today. You can download the guide and use it throughout our time together for taking notes, reflecting, planning, and please, as always share the Viewer Guide with your colleagues.

Becky: During our time together, we're going to be focusing on a number of things. We're going to first talk about some positive behavior support teaching practices. Then we're going to take some time to promote your wellness and our wellness and connect our affective practices to brain development in our new segment this season called "Neuroscience Nook.”

Then we're going to take a look at the "Teacher Time" basics. In "Small Change, Big Impact" and in our "Focus on Equity" segments, we're going to talk about individualized strategies that build a sense of belonging and promote social and emotional skill with all children, including children who have a variety of learning characteristics.

Of course, we will wrap up our time together as we always do with the "BookCASE," where Mike got to meet with our "Teacher Time" librarian, and we connect our topic to books that you can share with children and families.

Mike: As we begin, let's check in using our famous, world famous, "Teacher Time" Tree. Enter to the Q&A, which is that purple widget, what number are you feeling today? What number creature that you're showing up and you want to relate to us. And, of course, you can jot down why you're feeling like that.

I will get us started. I am feeling a little like, I don't know, I like the lighter colors, I like the 11, 12 because yesterday I got a chance to visit a classroom and one of the first children I had when they were infants, they saw me, they ran up to me and they were like, "Mike?” And I was like, "I haven't seen you in two-and-a-half years!” And like, just jumped up and gave me a big hug and now I'm feeling all cuddly and cozy. What about you, Becky?

Becky: That's such a great story. Thanks for sharing, Mike. That makes me feel warm and fuzzy thinking about it. I feel like a number 10. I'm excited for today. I'm ready to be with everyone and just open arms ready to learn and be alongside with you and all of our participants.

Mike: We got some tens, we got some fives in the chat, we've got some ones. Keep them coming. Let us know how you're feeling and we're going to rock and roll to our next slide.

Becky: Thank you. I got a little excited. We are very excited, as you can tell, that we're going to be focusing on positive behavior supports this season. We have focused on this on our last two infant/toddler webinars as well. And you probably already know this, that social-emotional development is one of the domains in Head Start Early Learning Outcomes Framework, or the ELOF. And the practical strategies we're going to be talking about today are going to be focusing on the relationships with other children subdomain of the social-emotional development domain as you can see highlighted here.

We have been working our way through the pyramid. And we've been thinking about the pyramid model, and this is a Positive Behavior Support, or PBS framework that is proactively addressing the social-emotional development and challenging behaviors that young children might experience.

And the framework offers a continuum of evidence-based teaching practices that are organized into four levels of support. The first level is nurturing and responsive relationships. The second level is high-quality supportive environments. Then we have the purple, the third level, social and emotional teaching strategies, and the top of the pyramid, intensive intervention.

And today, we're going to be focusing on that third level of the pyramid, or a second-tier support where we're talking about social and emotional teaching strategies. If you want learn more about the pyramid model, we hope that you will check out the recourses in your viewer's guide from the National Center of Pyramid Model Innovations, or NCPMI in the Resource List section.

Mike: We would love to hear — because I'm already like I need a sip of water — we'd love hear using that purple Q&A widget some of the strategies and practices that you have in place in your center, and your learning environment that really supports problem-solving and relationship skills with infants and toddlers. Once again, type that into the chat using your purple Q&A widget.

Once again, I'm going to start it. I think one practice that I did specifically with infants is whenever we're by the door and it's during pickup time, we will have that child, just look up and we're like, "Oh, is someone's parent here? Or someone's caregiver here?” And they'll go "Dada! Dada!" And I say, "Oh, should we go over to such-and-such, Nico, and say, 'Oh Dada's here?'" "Let's come with me.” You're building that relationship with the child and building relationship between the children.

And something that I like to do with toddlers when they're a little bit older, I love doing like a little scavenger hunt. I'll say, "Oh my goodness! I lost my coffee!” "My adult drink.” Well, maybe not adult drink, some coffee. "Let's go find it!” "Hmm, you're getting warmer. You're getting colder" They've been learning about spatial awareness, difference in temperature, things of that nature.

Becky: And also the collaboration of working together as a team if you're in a group care setting, all trying to find coffee that we need in the morning. Let's see what we have in the Q&A talking about having a welcome song with each child's name.

Mike: We're having some redirect. Redirection is always key.

Becky: Having open-ended questions with toddlers. Totally. And one of the things that I like, which I'm sure is going to also come up in the chat is to engage in that narration when a toy struggle is happening or there's a problem where we're talking about what the toddlers are doing, and what we see. And just letting them know what's happening in real-time.

Mike: That sounds like something we should talk about on Parallel Play.

Becky: Yeah. If you haven't checked out our podcast, we hope that you will. Mike and I also host a Parallel Play podcast. Let's think about positive behavior supports. As we know, the pyramid model is one way we can engage in positive behavior supports. And let's think a little bit deeper about what positive behavior supports are and what they mean. This is really a positive approach to prevent and address challenging behavior or behaviors that adults find challenging.

And the number one thing to remember is that PBS is proactive. That we're proactively thinking about ways in which we can prevent challenging behaviors from occurring. It's positive and proactive. And at the heart of PBS is this recognition that challenging behavior is communication. That challenging behavior is used to communicate a message like, "I want to play with that person or that other toddler.” Or "I want to turn right now.” Or "I want to play in the sensory bin too.” Or something like, "I want that green ball.”

There's all behavior is a form of communication and children are sending us a message. Educators can be their best detectives and together with the family uncover what the child is trying to communicate through their behavior and then teach the child a more effective way to communicate and problem solve with support.

Mike: We’re going to turn it back right to you. I hope your fingers are ready. We're going to be doing this all day. Let's turn the attention back to you. We do our best caregiving and teaching when we feel well ourselves. Really engaging in self-care practices can help educators, admin, everyone build greater social and emotional capacity to work through problem-solving together.

And our ability to support children with problem-solving and relationship skills starts with our ability to really center ourselves by noticing and observing all the little things that are happening within our bodies, with as little judgment as possible and really softening to what is. We can help young children work through challenges with peers, for a more grounded, balance, soft, and objective place by naming what we see happening come. Before we support the children in our care with problem-solving and relationship skills, it's super important that we find ways to regulate our own feelings throughout the day.

Just by taking a minute right now, we're going to do a quick little body scan to know what's happening in our bodies, to really softening to that moment, like I said earlier, slowing down and centering ourselves at any point of the day, but specifically right now since I'm going to ask you all to do it with me. This practice supports our well-being first, enabling us to hold a really non-judgmental space and respond intentionally and responsibly to children cues, behaviors, and communication, as we support them in building healthy relationships with each other. Get your wiggles out.

You might want to start in the seated position, or if you're laying down, maybe you're on a standing desk, I don't know, whatever feels comfortable to you and just start to slowly bring your attention to your body. You can close your eyes. I would love to close my eyes, but the blinding lights are in front of me. I won't do that. Only close your eyes if you're feeling comfortable.

And just start to notice your body wherever you are. As you inhale, and as you exhale have that really sense of relaxation. And you can notice your feet, or your body on the floor. You can notice — for me, I notice the seat underneath me or that if I lean back, the back of the chair against me. That was a lot of words I wanted to say.

Bring your attention now to your stomach area. If it feels tight, right, let us soft it. Imagine you're on a beach somewhere. I know one of our participants says they're going on vacation. Notice your hands, and your arms, and your shoulders. Let them be soft. Let your jaw and your face muscle soften up. And notice your whole body just being present. Then take that one last deep breath.

Now, if you're so inclined to, feel free to share how you are feeling during or feel now after the body scan. What shifts do you notice? Me, oh, I was like, I got a lot of things in my shoulders. I was like, I need to go to a massage place.

Becky: I was thinking the same thing. So much tension I hold in my shoulders and my neck. We're on the same page, Mike.

Mike: There you go.

Becky: As these are coming in let's start to think about problem-solving in relationship skills. Social competencies like self-regulation, empathy, perspective-taking, and problem-solving skills are all really key to foundational healthy social-emotional development. This includes positive interactions and friendships, or relationships between peers. Educators can help children learn these skills that are necessary to develop healthy peer relationships and find ways to work though social conflicts with children and providing support with the child.

The first thing that we can do with infants and toddlers is about modeling problem-solving skills. And if we model problem-solving skills early on, this will build a foundation of problem-solving and relationship skills that children can build on and will be able to access with adult support as they develop and start to use these skills more independently. As children become more independent and more mobile, they tend to run into situations in the natural environment that can lead to frustration or challenging behavior like a toy is out of my reach, or I also want to play in the sensory table and someone is already there.

If we teach children problem-solving skills and they become good problem solvers on their own, and with our support, their self-esteem increases in their ability to solve problems. They're more likely to cope with a certain level of frustration and engage in less challenging behavior. There might be some children in your care who don't readily learn these skills through foundational teaching strategies like modeling or co-regulation, and this might include children with disabilities or suspected delays.

It's important to be aware of the process of all children and use more individualized practices to teach these skills to children who need more support. And we will talk more about that in the basics. Let’s look at some key ideas. When we're thinking about working with toddlers there's three key ideas we want to think about when supporting problem-solving and relationship skills. The first one is promoting healthy relationships. Educators can model relationship skills with things like sharing or helping or cooperating like you were talking about.

Mike: Yeah.

Becky: Earlier, Mike, with everyone helping you to find your coffee, and providing comfort, and making suggestions in play, and then celebrating each other. That's a big piece of promoting healthy relationships. And teachers can also create developmentally appropriate opportunities for practicing these skills throughout the day, like setting up a space for two or three toddlers to play together at one time. There might be limited space, and limited materials. This way toddlers can practice turn taking and sharing, like we see in this picture on the left.

And we might also start to notice in the toddler years that children could be showing preferences for a particular playmate. This is also a great time to pause and think about what value do we put, or you put, on peer relationships, and how do you expect peers to act with each other? And our awareness of these questions, and our responses to these questions is really supportive of our equitable teaching practices.

Mike: Can I take the middle one?

Becky: Yeah. Yeah!

Mike: Perfect because I love teaching about problem-solving. Conflict happens all the time in case you never have been in an early childhood classroom, but I don't think this — I think this audience knows. Conflicts happen all the time in early childhood environments where children are really just learning to manage their emotions or behavior through co-regulation. Remember, these are the first times that they might be having these types of emotions. They're like, "Whoa! What is going on?”

Toddlers are beginning to reason, and really beginning to understand simple consequences. Educators can describe the problem. We can offer solutions. Then that's how we can support toddlers in trying a couple different new strategies out. Like, how I imagine as I'm looking at this middle photo, I imagine this educator something — I'm trying to channel my inner educator. "I see you reaching out and you're touching Zoa's leg. I wonder if you're wanting some more space. You can say, 'I need some more space please.'"

Becky: Yeah, totally. Thank you so much, Mike. The next key idea we want to talk about is teach problem-solving in the moment. Problem-solving is hard work as we know, and educators can help toddlers use the problem-solving steps in the moment by first being proactive and anticipating social conflicts before they happen.

This might be being close, as we see in this picture on the right, that the educator is close to the child, supporting her through this interaction. We can also provide support by describing steps for solving the problem and modeling them and supporting the child in going through them. We can also generate solutions together and then we can celebrate success.

And, of course, we want to you remember to individualize the strategies you used to provide support on these skills based on the learning characteristics and needs of the children you support. Some children may need the amount of language used to be modified. Some children may need visual cues or gestures paired with verbal language. Some children may need specific feedback on consequences to help them learn the effect of their behavior on the environment. Again, please stay tuned for the basics and we're going to share some more information about providing specific feedback.

Mike: Let's now take a second to pause and watch a clip on teaching problem-solving in the moment and how that might look like with toppers.

[Video begins]

Teacher: Are you guys taking turns? Would you like to have a turn? OK. Cayden's turn. Now, whose turn is it to put one on top?

Cayden: It's Marcos!

Teacher: It's Marcos' turn. Marcos, did you hear that? He said it's your turn.

Marcos: I make a red one.

Teacher: Your turn. Wow! Your turn! Look at how many blocks — you guys, what could you tell Ryan? Say, "Ryan, that was my tower.”

Marcos: Stop!

Ryan: That was my tower.

Teacher: Stop. That was a good word. Look it, we could get our — oh, I took my cards off. Look it, we could use our cards. We could use our cards, Ryan. Ryan, we could use our cards. Look it, what could we do? You could wait and take a turn to knock it down. Look, you have your own tower to knock down. And you guys did such a good job of ignoring him when he knocked your tower down. Nice job.

[Video ends]

Mike: There was so many wonderful moments here that I just loved. Use our Q&A, purple Q&A widget to type in what did you notice, what did you see, what did you want to express? And we'll kick us off. The first thing that I'm just thinking about is that the educator was the proximity of the educator. What's close by to really support and to anticipate — not jump in right away, but just to anticipate a little bit around problem-solving in the moment.

Becky: Yeah. Like, what we're talking about. Being close. I notice that the educator was narrating the turn-taking and supported turn-taking too.

Mike: And even when the block fell, the educator gave the child words to say and then asked for the toddler for their input.

Becky: Yes, giving the child the words to say because sometimes in the moment they don't know what to say. That's really helpful. I also love this idea of having the solution cards close by. That they were within arm's reach. She didn't have to leave the block area to go and get them.

Mike: As we think about educators and being responsive and thinking about everyone in the learning environment, really, I saw the educator also talking to all the children who were involved. It wasn't just to the child who knocked off the block. Talk to all the children involved about what they can do in order to solve this problem moving forward or next time because it will happen again.

Becky: Yes. And the educator provided positive feedback, which I saw come through the chat giving specific feedback and praise and of utilizing the solutions. We also saw that the educator was very attentive. She was calm, and encouraging, and involving everyone. More comments about being calm and a soft tone of voice which makes a huge difference.

Mike: Exactly. As we move through this presentation, and this, our time together, remember to take time — or let's do it right now. Let's take another moment to pause and reflect on these questions that will support equitable teaching practices. I think the three that you mentioned earlier were how do you expect peers to act with one another with each other? Another one that you said was — you remembered it, you said it.

Becky: Yeah, it was think about how do we feel about conflict or disagreement, or debates?

Mike: That reminds me. The last one that you said was do you listen openly to all children when there is a problem. Just keep these in the back of your mind and because we're probably going to revisit this in a little bit.

Becky: Thank you, Mike, for those reflective questions. Let's think about key ideas for problem-solving and relationship skills with infants since it’s slightly different than toddlers. When we think about promoting healthy relationships with infants, that's what the work is all about. It's all about relationships. This means modeling healthy relationships with the infants in your care so they can feel what it feels like to be in a healthy relationship. It also means modeling healthy relationships with other adults in the learning environment, so infants can see what healthy relationships look like.

Educators can create opportunities for infants to play side-by-side and interact with each other like we see in this picture on the left. The two educators are sitting close together with three infants in their laps. The infants are close enough to notice and reach out for each other, and maybe after they're done reading the book, the infants are placed on the carpet together where they can explore the books on their own and with each other.

Mike: When I just think about the other photo, this where it says, "Practice problem-solving." The one on our right, this is about being aware of infants' cues. Remembering that some infants may not give clear or predictable cues. All infants have different temperaments and varying temperaments, and that creates varying abilities to give cues.

Also, think about infants with disabilities or suspected delays. They may not be using behaviors we're typically accustomed to, such as eye gaze or vocalization, especially if they are the only — and especially if we're working with children who are typically neurotypical. It's important for adults to be very intentional about their observations and what behaviors they recognize as cues. Watch for situations that may trigger stress, or conflict, and provide comfort to those infants while describing what the problem is or was and possible solutions.

Narrate what you are doing in the moment to problem solve as you go along. Like in this picture on the right, you might say something like — I always like pretending to say something, you might say something like, "Oh, I see your holding on to this book. And this looks like it might be a problem. You both look very upset. Hmm. How about we try looking at the book together at the table?”

Becky: Right now, let's watch what promoting healthy relationships with infants might look like. As you're watching this clip, please put in the Q&A what you might say to the two infants that would help promote peer relationships.

Teacher 2: Thank you. Do you want to stand up? Do you need a diaper, Ivy? You need a diaper? She actually [Inaudible] because she was doing something at the table.

Teacher 3: Okay. You going back?

Teacher 2: [Inaudible] Wow! Look at you.

Becky: I love this video so much.

Mike: I'm, like, grinning ear-to-ear.

Becky: What did you notice, Mike, about the video?

Mike: I noticed that these two infants are playing next to each other and they're naturally sharing. They're naturally being in community with one another, which involved naturally taking turns, holding, and lifting up the basket.

Becky: It's such a beautiful moment and I love, like you said, the natural turn taking that's happening. As comments are coming into the chat, one of the things I might say to the two children in this video clip are, "Oh, I see you are both using the basket. Look at how you can take turns.”

Mike: Or I would say something like, "Oh, you two are playing next to each other.” Acknowledging this beautiful interaction, with a lot of excitement and warmth in my tone, a voice.

Becky: And yes, the tone of voice is so important because what we say is just as important as how we say it and how we say it is just as important as what we say.

Mike: And I would even say in just say the joy that's happening, because we often don't look at our Black children, our Black boys, as joyful beings. You can tie that all in together.

Becky: There's so much joy happening in this clip, but I think it gives us a both a lot of joy. Let's see in the chat we're having some comments coming in about, "Oh wow, good job sharing," or let's see here, I'm looking, there's so many things that coming up.

Mike: "It's nice to see you two playing together with the basket.”

Becky: "I see you are sitting together, and you are being kind to each other.”

Mike: "Wow, good job sharing.” And that positive tone, once again.

Becky: Yes, lots of comments about — and stating the child's names and how they are sharing the joy. It's wonderful. Keep bringing those in and our wonderful Q&A team will send them out. Mike, I want to hear more about neuroscience now.

Mike: Of course, you do. Research tells us that the early years are foundational. Most important part, especially when brain development, in adults we play a vital role in supporting a healthy brain development, connection and architecture.

In this segment, Neuroscience Nook, we are so excited to connect this research to everyday teaching practices. An important side note before we continue, and as questions using that purple Q&A widget comes in, remember we absolutely want to hear from you. We just don't want to sit here and talk, we want to hear from y'all. If you got questions, comments, concerns, thoughts, ideas, share them with us, or post them in the "Teacher Time" Community in My Peers.

Executive function. The pre-mental cortex begins to develop early on in life. This area of the brain is responsible for what are known as the executive functioning skills. And it's essential for the development of strong and healthy relationships. As you can see on this graphic, it includes so many different things.

Attention, being able to focus on a task. Working memory, being able to remember rules and procedures. Self-regulation and the ability to control impulses which I didn't have last night when I was eating ice cream. Organization, switching between tasks, flexible thinking, problem-solving, planning behavior, decision-making, motivation.

All of these skills are important to problem-solving and heathy relationships. We can help young children, support young children, to start developing this critical relationship building and problem-solving skills through responsive caregiving and affective teaching practices that are responsive to the individual child's needs. Just like we mentioned in our most recent episode of "Teacher Time," in case you missed it you can go back on…

Becky: DTL Push Play, and you can access our first two infant toddler webinars about building relationships and emotional literacy.

Mike: There you go. I always like to throw it to you because I always forget where exactly it is. But yes, just like she said. We encourage you to look back at the last two years guides, Building Relationship with Children Birth to Five, and Emotional Literacy with Children Birth to Five to see more about the importance of nurturing relationships and the impact on the developing minds. Looks like I also have the next slide. Now let's hear from Dr. Juliet Taylor as she described the development of executive functioning skills.

Juliet Taylor: I'm going to show you a graphic of how executive function develops over time. Here's sort of a graphic representation. And one thing to point out is that we are not born with executive function skills in place. We're born with the potential to develop them, or not, depending on our experiences, our neurophysiology, and the interactions between those things.

This graph shows that on the horizontal axis you can see this is ages birth to 80. And notice that there's not an even distribution between the ages. And that is because there are particular peeks in executive function development. You can see skill proficiency on the vertical axis. And I'm going to highlight a couple of areas where you see tremendous growth and executive function skills. And that is really in the preschool ages between three to five. And then in early adolescents to early adulthood, there's another spike in development.

The foundations of executive function are laid down in the earliest months and years of life. And that really happens through basic, sort of serve and return it's sometimes called, or those basic interactions between child and adult that happen over, and over, and over again. And that spike really does happen in the preschool years after children have verbal language.

Becky: This is such a helpful graphic and such a helpful explanation of executive functioning skills. I'm a visual learner, it meets my learning needs.

Mike: Exactly. We are not born with executive function, but we are born with the potential to develop them. That is why our work, whether it's your direct support, or your indirect support, or you're just hanging out in the back. It's so important that our work is with infants and toddlers to create that lifelong success. We can't say it enough to you. What you are doing is important work. I know we tired sometimes but stick with it. We love you. And thank you for being here with us.

Becky: Yes. I second that. I also, from this video, I think about these peeks in executive functioning that there's a peek between three to five years old right after children have verbal language. And toddlers are just entering into that spike in executive functioning skills which is —I love thinking about that and what does that mean, and what does that mean for toddler behavior, and toddler development.

Mike: And the last two things that are really coming up for me in this one is the foundation of executive function is laid out in the very few first months and years of life. Learning is having in the room and right out as soon as you leave. I was like, I don't know how I'm going to work that. The last thing I was thinking of is the importance of serve and return. If you're like, "What is serve and return?” You know where you can find that? In our last webinar that we did.

Becky: In our "Building Relationships with Infants and Toddlers," we talk a lot about serve and return. Now it's time for the basics. We've talked a lot about the importance of problem-solving and relationship skills. Let's shift to looking at practical strategies for how to support these skills with infants and toddlers.

We're going to do that by getting back to the basics. The basics are a collection of strategies that could be used in any setting with infants and toddlers. And the "Teacher Time" basics are behavioral expectations in advance, attend to and encourage positive behavior, scaffold with cues and prompts, increase engagement, create or add challenge, and provide specific feedback.

In this season of "Teacher Time," we have been focusing on two letters of the basics every episode. We hope that you will join us for all of the webinars this season. And remember, if you've missed the last two webinars on building relationships and emotional literacy with infants and toddlers, you can access those on DTL Push Play. We invite you to tune in to our future webinars. There's a registration link in the resource list if you want to sign up for that now so that you can get all of the basics of positive behavior of sorts.

Today, we're going to be looking at examples of C, create, or add challenge and S, specific feedback to support problem-solving and relationship skills. Let's take one look at how we can create or add challenge. When we're thinking about supporting problem-solving and relationship skills, we can add challenge by carefully selecting toys and materials for the learning environment that support taking turns, waiting, and learning how to share.

This might look like putting out a ball track, or a car track, or a toy that naturally supports turn taking where the children have to wait before sending a ball or a car down the track, or where one ball or one car will fit on the track at a time. Or maybe you put out stacking rings and encourage children to stack together since only one ring could be stacked at a time like we see in this picture on the left.

You could also create waiting games with the materials and routines that you have in the learning environment, like waiting to go down the slide or waiting to go through the tunnel like we see in this picture on the right. You might also sing a song while you wait to wash your hands, or like one of our participants said in the beginning, you have a greeting song in the morning where the children have to wait to do their special dance, or their special move until they hear their name.

Mike: I think that is a great segue, it's almost like you've seen this before, into us watching a video of what a waiting game might look like in the learning environment with a toddler. As you watch the video, we invite you to share once again in the Q&A how you see the educator supporting waiting, and what would you do to support toddlers with waiting in your program center?

Teacher 4: OK, one, two, three, go!

Connor: Whee!

Teacher 4: Good job, Connor.

Teacher 5: You want to count? OK. One, two, three, four, five, go!

Teacher 5: Yay! One, two — Oh, she couldn't wait, could she? She just couldn't wait. That's fine. She went on two. That's good. You want to count? Ah! Hailey didn't want to wait either. That's fine.

Mike: You can see right away, like you heard the counting, the toddler is down before they can actually go down the slide.

Becky: And I loved that the educator honored when the toddlers did wait and when they just couldn't wait. And she said, "Oh, she couldn't wait. That's fine.”

Mike: And it looks like someone in our chat just beat us to it before we said that. There's so much waiting to happen in this video in taking turns, waiting at the top of the slide, toddlers waiting for their turn.

Becky: There’s so much and it felt like this was a very natural turn taking game for this group of toddlers. It felt like it was familiar to them. And it felt like it was something that they were enjoying.

Mike: And just thinking about like my own culture being Afro-Caribbean, in my culture we love to give children control over the waiting time. They want to wait until they are down the slide, the first child is down the slide to climb up, they have that control. Or we'll say, "Hey, how many seconds do you think we should wait?” We're giving them that power, that control.

Becky: I love that. The real traces and the agency. We have a few comments coming in from the chat. Just the encouragement and patience from the educator. That there was a countdown as a verbal strategy and we also saw that the educator was giving examples of waiting, like naming who waited and who couldn't wait.

Let’s  think about specific feedback and providing specific feedback is another way that educators can support problem-solving an relationship skills. Providing specific feedback is about naming and acknowledging when you see a child engage in building relationships.

It might sound like, "Oh, you're helping me put on Natalie's coat.” Or "I saw you get a tissue for Kai. That was so kind.” And the key to specific feedback is being specific. Thinking about what you see and what you saw that toddlers or infants do. Educators can also provide specific feedback to a child when they see them taking turns or sharing, or trying to solve a problem, or playing next to each other, or even playing with a child. That might sound like, "Oh look, Nora is watching you. I think she wants to play too.”

And providing specific feedback is a helpful tool to teach children what to do. You might provide feedback on how to be a friend, or how to solve a problem like, "Hmm, I see that you two are frustrated and have a problem. Let get our solution kit for some ideas.” Or you might say, "Oh, you knocked into Lucas because you were running, and you didn't see him. Let's see if he's okay.”

It's about offering specific ideas of what the toddler can do next and then supporting the infants and toddlers with those next steps and those skills. Remember that, again we said this earlier, how feedback is given, including what you say and how to you say it is important and should be individualized to meet the learning characteristics and temperament of each child.

Mike: Do you remember those three questions I asked earlier? Or you asked them and then I reiterated them? Here's where it comes up again. Three questions. How do you expect peers to act with one another? How do you feel about conflict? And do you listen openly to all children? This is where we are going to apply them.

In our segment Small Change Big Impact where we share how small and adjustments to the way we set up our learning environments, modify a curriculum, or engage with children can make a huge difference in a child's learning. We know that children vary in their learning characteristics and how they engage with people, and materials, and learning environment.

These small changes, and these curriculum modifications are made so that the individual child -- they're made thinking about the individual needs of a child in order to promote their engagement, their participation, and we know that children are more engaged when they have opportunities to learn.

Some children might need more highly individualized teaching practices to help them learn problem-solving such as imbedded teaching or intensive individualized teaching, making curriculum modifications based off a child's individual learning needs can be a great place to start to support this engagement.

Today we're going to be focusing on environmental supports like making physical adjustments to the learning environment to promote participation, engagement, learning problem-solving, relationship skills, the two things of today's talk. When you think about the strategies of physical adjustments, I would love for us to consider changing the space, the location, and arrangement of materials, of activities, to really support the needs of individual children. Like, setting up the smallest space, for example, for a few toddlers to sit together and read a book, or a small sensory table where a few children can play together at the same time. Do you got any ideas?

Becky: I think about managing materials and supplies. Materials could be used in many ways to support individual children with problem-solving and relationship skills. We can think about adding in materials, taking out materials, varying materials, and strategically using the materials to support a desired behavior. You might take out some materials to encourage sharing and turn-taking between toddlers, or you might bring in materials that support waiting. Like, we talked about in the basics.

Or maybe, you set up larger items like tumbling mats, or a large balance beam like we see in this picture in the middle where one child is walking at a time and one child takes a turn at a time. You could also bring in materials that are more engaging and fun with two children, like a rocking boat, or a toddler-safe seesaw.

Mike: For our last one, you can always add visual cues. You could add simple ones. You could add complex ones. I don't know. Do you. Individual cues can really promote relationship between peers and problem-solving skills like sharing a hug or giving a high-five.

Once again, check out the viewer's guide for more suggestions and resources on ECLKC. We encourage you to observe each child to see how they engage in specific areas with a group, and with each other. This can help us think about what are some of the best ways to support the child in building peer relationships and problem-solving skills by individualizing the support that you provide and how to you modify the environment.

Once again, viewer's guide has all these information and tips and tricks of the trade. Let's take a break. Well, we're going to take a break. Y'all aren't going to take a break. To watch a video of how an educator intentionally changes the setup of the environment to support her interactions. And of course, whatever comes to your mind, type it into your purple Q&A widget.

Teacher 6: There we go. Are you ready to make soup? Come here. Oops. This one is not broken. We can put water in it. We can hold water. Ready? Oh, Joy wants to do it. Joy, do you want to put some water in here?

Boy: I would.

Teacher 6: You want to help, too? Can you wait one minute? Just wait for Joy's turn? Oh, I don't think she liked that. Can you give it back to Joy, please? Oh!

Teacher 6: What happened?

Mike: This educator knows how much the toddlers at the table loves to play with water. To support this toddler were peer interactions and relationships. The education staff set up the water vents near the dramatic play areas. Did you notice that? Where two toddlers were making soup.

Becky: And as we got to see the children interacted with each other and the soup making moved from the dramatic play area to the table. The educator really supported turn taking at the end of this clip when she narrated what was happening, she used sign language, and asked specifically asked one toddler to give the scoop back to another toddler. We saw a lot of individualizing practices in this video where thinking about a child's interest, thinking about some games that other children were playing, and how we can bring those two together.

Mike: If you are in my classroom, we're making caldo, we're making pozole. But that's neither here or there. Throughout this webinar we have been discussing ways to foster social-emotional skills for all children. Becky, what are we going to talk about more in this segment?

Becky: Thanks, Mike. We're going to think about those reflective questions that we've been mentioning throughout the webinar. In our focus on equity segment, we're going to be using our equity lens to take a closer look at implicit bias and how that impacts how we interact with children and support them in building problem-solving skills, and relationship skills. The value we place on peer relationships and the way we go about building and maintaining them are influenced by our family, our culture, our community, and our experiences.

Sometimes our subtle biases can interfere with our ability to approach conflict between children with an open mind and help them solve problems in a way that is respectful and fair to all children involved. Uncovering these biases take time and reflection. Again, some of these helpful questions to reflect on are — what value do you place on peer relationships? How do you expect peers to act with each other? How do you feel about conflict, disagreements, or debates?

Mike: Do you listen openly to all children when there is a problem?

Becky: And is there a child that you are more likely to make negative assumptions about when a problem involves that specific child? We just encourage you to ask a friend, or a colleague, or a coach to video record you during a time of day when there tends to be more conflict between children. Then go back and watch the video and notice how you respond and interact with each child involved in the conflict. And again, ask yourself, "Does every child receive the support and instruction they need?”

Mike: I am just a little bit excited for this because I'm featured on it. "Teacher Time Library," Emily Small, with someone you clearly recognize that you see in this video, me, Mike Browne, I got to sit with our "Teacher Time" librarian, Emily, and I'm so excited about this month's book. Let's watch me, Emily, make the CASE.

Mike: Welcome to "Teacher Time Library.” My name is Mike Browne. My pronouns are he/him and I'm joined by the wonderful...

Emily Small: Emily Small. And my pronouns are she/her.

Mike: I am so excited to be here today with you all because we have a great selection of books that Emily has curated to be able to share with us today. And it is all centered around our theme of relationships with other children, which is within the social-emotional development domain of our ELOF goals.

Today, we are going to make the case. The CASE, what is that? You might be unfamiliar. You might not. But either way I'm going to refresh your memory. CASE is an acronym that we love to use in order to make connections between the books and what we're trying to hope to achieve within our ELOF domain.

C is pretty simple, C for cookie, also means connecting to ELOF, which is our Early Learning Outcome Frameworks. A, which is about advancing vocabularies. Books are an amazing opportunity. It is both a window, a mirror, and a sliding door into worlds that can really build children's emotional language, vocabulary, and concept development.

S, now this one is a bit of a long one, but it's about supporting engagement. And engagement looks different for each and every single child. Books stirs creativity. It stirs or imagination and by listening to the voices of children, we can really find ways to support them in being active participants not just in their learning, but of their learning environment.

And last but not least we have E. E is about extending the learning well beyond the books. Think about the questions in your curriculum, your provocations, and the activities that you do each and every single day. How can you plan that, so it connects to STEM? How can you use STEM to connect to dramatic play. How can you connect dramatic play to mental health? And so on and so forth because we're all about loving and nurturing the entire child. But that's enough about me, we going to throw it over to these books. And this first one is my favorite, not just because we are matching.

Emily: Yes, we do match today. A quick note before we get into them. I actually borrowed these from my local library. But also, I encourage everyone to check out their local library rather than just having to purchase the items.

Emily: Our first one is "Blocks" by Irene Dickson. We have two friends, Ruby and Benji who are in parallel play with one another in the block area. Benji would really, really like one of Ruby's red blocks and he takes it. And we see what happens next. How they problem solve, how their peer relationship grows, and then we actually have a third friend enter the picture at the end named Guy. There's a chance to make a prediction about what will happen next.

Mike: STEM.

Emily: Yes. We have that nice high gloss cover, we've got "Mine, Mine, Mine, Yours" by Kimberly Gee.

Mike: We hear, "Mine, mine, mine" a lot with toddlers.

Emily: Yes.

Mike: Not so much "Yours," but that's okay.

Emily: We have some great examples in this one of some repetitive phrases on every page. For instance, we have "Jump, jump, jump, bump.”

Mike: That happens.

Emily: All the time. And then we have "Sorry, sorry, sorry.” "That's okay.” But in the pictures, we're seeing a chance for the children to check in on one another.

Mike: And I think that's so important. Especially when we're talking about social-emotional development is that it's not just enough to say, "Sorry," but how are we also coaching in educating our children in order to say, "Hey, check in, what do you think might help them feel better?” We can take it to another level.

Emily: Definitely. That's "Mine, Mine, Mine, Yours.” Then we have this tiny little board book called "The Last Marshmallow.” It's part of the Storytelling Mass series. There's a bunch in this series. I highly recommend them. You can, again, see I borrowed it from my library. And it is a very cold day, just like it is today, and some friends would like two cups of hot chocolate but there's three marshmallows.

Mike: I'm already hearing the STEM, the math right there.

Emily: They each get one but there's one left and they have to problem solve to figure out how they're going to make this fair.

Mike: Oh, like you said, it's a very cold day, give it to me.

Emily: That's the "The Last Marshmallow" by Grace Lin. And then the one we're going to make the case for is "You Hold Me Up" by Monique Gray Smith and Danielle Daniel. This one, I love the illustrations in this book so much. For our connection, our C, this book uses the phrase, "You hold me up when," and then it gives us very specific examples of how people feel connected and respected to one another. For our advanced vocabulary, we see words such as kind, learn, respect, comfort. Those are great words to be using as part of your daily routine with children.

For our S for supporting engagement, the words on the page reference the illustrations but they don't say specifically what's happening. As children are showing interest in them, talk about what is going on in the illustration. We're seeing this family it looks like baking together. You can comment on that.

Mike: You can even talk about how the intergenerational family is well in this one.

Emily: Yes. There's multiple images throughout this book that show intergenerational families. And then for E, extending the learning, one of the other examples they give is "You hold me up when you sing with me," and so, we know that singing is a great thing to do with infants, especially for those early verbal skills. I would encourage you to incorporate some singing and then of course some musical instruments as well.

Mike: You can even point out and say, "Oh, what type of instrument do you think this is?” And it's perfect because there's this book that was written and illustrated by First Nation People. You can talk about Indigenous people and how they're still alive and they're thriving. There's multiple ways to tie in so many key concepts.

Emily: Absolutely. That's "You Hold Me Up" by Monique Gray Smith and Danielle Daniel.

Mike: Now, what we don't have is one of my other favorite books and that's "Kindness Makes Us Strong," which you can always pick up at...

Emily: Your local library. It comes in a really nice big board book format which is great for both reading individually with children or in a group setting.

Mike: Well, I don't know about you, Emily, but I am ready to go read some books...

Emily: Awesome.

Mike: ...to color, to do it all. Maybe not first. Right now, we are going to say goodbye. But until next time, take care of yourselves and we can't wait. We are wrapping up today's episode and I can't wait to check out my local library to see all those great books that they have. Remember to check out the viewer's guide for complete book list. And if you work with toddlers, Emily also made the case for another book not shown here, "Kindness Makes Us Strong.” Again, all the info is in your viewer guide.

Becky: We just want to say thank you so much for joining us today. We are so excited that you are here and I also want to invite you to next months "Teacher Time" webinar, "Problem-Solving and Relationship Skills in Preschool.” And you can find the registration link in your Resource List Widget for the next three "Teacher Time" webinars. Sign up now. We hope to see you there.

We are also excited to let you know about our Dual Language Celebration Week coming up. Please make sure to register for that as well. And that widget is going to pop up on your screen right after we say goodbye. Thank you so much and we just can't wait to see you until next time.

Mike: Happy Black History Month, everyone. Happy Dual Language Learner Celebration Week. Until next time.

Children are born ready to solve problems! Infants and toddlers rely on supportive relationships to learn how to recognize problems and find solutions. Problem-solving involves patience, persistence, and creativity from both the child and the adults in their lives. As infants and toddlers explore their world and engage in play with peers, challenges and conflicts provide opportunities to learn and grow. Discuss practical strategies to foster problem-solving and relationship-building skills with infants and toddlers.

Note: The evaluation, certificate, and engagement tools mentioned in the video were for the participants of the live webinar and are no longer available. For information about webinars that will be broadcast live soon, visit the Upcoming Events section.

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Resource Type: Video

National Centers: Early Childhood Development, Teaching and Learning

Age Group: Infants and Toddlers

Audience: Teachers and Caregivers

Series: Teacher Time

Last Updated: December 18, 2023

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• DOI: 10.52902/kjsc.2024.28.121
• Corpus ID: 269039411

Correlation between Communication Competence, Problem-Solving Skills, Clinical Competence, and Critical Thinking Competence on Person-Centered Care Competence of Nursing Students in who Experienced Clinical Practice

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In this digital age, Coding has become as essential as reading and writing. Interestingly, beyond its core application in computer science, Coding can significantly boost students' understanding of, and performance in, other subjects as well. Students would benefit greatly if schools incorporated coding into their curricula, equipping them with the skills needed for academic success and future careers.

LOGICAL THINKING AND PROBLEM-SOLVING SKILLS

Key skills needed in a Customer Service Team

• Learning and Development

Good customer service is such a big factor in customer retention. It makes our Customer Service Team a very important and vital part of our business. On average, 65% of customers have reported changing to another brand due to a poor customer service experience.

Providing customer service isn’t just about answering questions; it’s about making a real difference, solving problems and supporting our customers, no matter the nature or complexity of their contact. Our Customer Service Teams are the heartbeat of our business, making sure our customers are supported throughout their time with us.

So, what does it take to do well and grow in this team? Let’s explore the key customer service skills and strengths needed to be successful at Legal & General.

The core of excellent customer service is communication

Effective communication is the cornerstone of excellent customer service. Whether it’s through phone, email, or chat, clear and concise communication helps customers feel heard and valued. 

Our financial services products can be complex in nature so the ability to break this information down into easy-to-understand terms is essential. When we’re hiring, we’re looking for the following skills:

• Verbal communication: clear and concise speaking abilities to effectively convey information.
• Written communication: the ability to write clearly and professionally, particularly in emails and chat.
• Active listening: skilled at attentively listening to customers to fully understand their needs and concerns.

Great communication isn’t just about saying the right words but also being able to listen and respond appropriately and when required, empathetically. This is what makes good customer service to be great . Strong communication skills are essential to a variety of roles. That’s why we are open to applications from candidates from many industries; our teams are made up of professionals from retail, hospitality, contact centres, banking, care, nursing and teaching to name a few!

Gemma went from fashion to finance when she joined our Customer Service Team working in pensions. She is one of our many success stories that highlight new opportunities that are open with us and how we will invest in your success.

Strong problem-solving skills are essential

Our customers reach out to our Customer Service Teams with a variety of issues and queries. Customers expect fast and effective resolutions. An experienced and trained L&G customer service colleague e can quickly assess a situation, figure out the root cause of the issue and support t the customer with the appropriate solution. At the same moment, making sure the customer leaves happy and informed. 

The key to enhancing this skill is to practise staying calm under pressure as well as reflecting and learning from previous customer interactions.

Interpersonal skills help you build customer relationships

At Legal & General, we believe in building lasting relationships with people. Personable skills help create rapport with customers, which builds loyalty and customer satisfaction. Interpersonal skills can be broken down into these key sets of soft skills: 

• Empathy: effectively understanding and sharing the feelings of others, ensuring customers feel heard and valued.
• Patience: maintain calm and composure, especially with frustrated or difficult customers.
• Positive Attitude: Consistently exhibit a friendly and optimistic demeanour to enhance customer satisfaction.
• Resilience : It’s important to not let small setbacks or complaints affect you personally by professionally responding to them with solutions.

You can improve and develop your interpersonal skills by being mindful of your language use, showing genuine interest in the customers' needs and being patient and understanding during the conversation.

Join our Customer Service Team at Legal & General

We are looking for passionate professionals to join our team. If you are ready to make a positive impact on people's lives and grow your career, then we want to hear from you. We offer a diverse and inclusive environment where you can make an impact and learn.

Start your customer service career with us today, where your skills are valued and your career development is our priority. 

Explore our recent Customer Service Jobs and apply today.

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