what are the 4 steps in collaborative problem solving

Collaborative Problem Solving: What It Is and How to Do It

What is collaborative problem solving, how to solve problems as a team, celebrating success as a team.

Problems arise. That's a well-known fact of life and business. When they do, it may seem more straightforward to take individual ownership of the problem and immediately run with trying to solve it. However, the most effective problem-solving solutions often come through collaborative problem solving.

As defined by Webster's Dictionary , the word collaborate is to work jointly with others or together, especially in an intellectual endeavor. Therefore, collaborative problem solving (CPS) is essentially solving problems by working together as a team. While problems can and are solved individually, CPS often brings about the best resolution to a problem while also developing a team atmosphere and encouraging creative thinking.

Because collaborative problem solving involves multiple people and ideas, there are some techniques that can help you stay on track, engage efficiently, and communicate effectively during collaboration.

• Set Expectations. From the very beginning, expectations for openness and respect must be established for CPS to be effective. Everyone participating should feel that their ideas will be heard and valued.
• Provide Variety. Another way of providing variety can be by eliciting individuals outside the organization but affected by the problem. This may mean involving various levels of leadership from the ground floor to the top of the organization. It may be that you involve someone from bookkeeping in a marketing problem-solving session. A perspective from someone not involved in the day-to-day of the problem can often provide valuable insight.
• Communicate Clearly.  If the problem is not well-defined, the solution can't be. By clearly defining the problem, the framework for collaborative problem solving is narrowed and more effective.
• Expand the Possibilities.  Think beyond what is offered. Take a discarded idea and expand upon it. Turn it upside down and inside out. What is good about it? What needs improvement? Sometimes the best ideas are those that have been discarded rather than reworked.
• Encourage Creativity.  Out-of-the-box thinking is one of the great benefits of collaborative problem-solving. This may mean that solutions are proposed that have no way of working, but a small nugget makes its way from that creative thought to evolution into the perfect solution.
• Provide Positive Feedback. There are many reasons participants may hold back in a collaborative problem-solving meeting. Fear of performance evaluation, lack of confidence, lack of clarity, and hierarchy concerns are just a few of the reasons people may not initially participate in a meeting. Positive public feedback early on in the meeting will eliminate some of these concerns and create more participation and more possible solutions.
• Consider Solutions. Once several possible ideas have been identified, discuss the advantages and drawbacks of each one until a consensus is made.
• Assign Tasks.  A problem identified and a solution selected is not a problem solved. Once a solution is determined, assign tasks to work towards a resolution. A team that has been invested in the creation of the solution will be invested in its resolution. The best time to act is now.
• Evaluate the Solution. Reconnect as a team once the solution is implemented and the problem is solved. What went well? What didn't? Why? Collaboration doesn't necessarily end when the problem is solved. The solution to the problem is often the next step towards a new collaboration.

The burden that is lifted when a problem is solved is enough victory for some. However, a team that plays together should celebrate together. It's not only collaboration that brings unity to a team. It's also the combined celebration of a unified victory—the moment you look around and realize the collectiveness of your success.

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How to ace collaborative problem solving

April 30, 2023 They say two heads are better than one, but is that true when it comes to solving problems in the workplace? To solve any problem—whether personal (eg, deciding where to live), business-related (eg, raising product prices), or societal (eg, reversing the obesity epidemic)—it’s crucial to first define the problem. In a team setting, that translates to establishing a collective understanding of the problem, awareness of context, and alignment of stakeholders. “Both good strategy and good problem solving involve getting clarity about the problem at hand, being able to disaggregate it in some way, and setting priorities,” Rob McLean, McKinsey director emeritus, told McKinsey senior partner Chris Bradley  in an Inside the Strategy Room podcast episode . Check out these insights to uncover how your team can come up with the best solutions for the most complex challenges by adopting a methodical and collaborative approach. 

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Table of Contents

Imagine you’re in Rome for the summer. You don’t speak the language and the transportation system is completely different from your home country. 

You’re using Google Maps and a translation app to read signs and get around on your own. But after wandering around the Roma Termini for 15 minutes with no idea where to find your train platform, it’s time to get some help.

In this case, no one would think less of you for asking for directions. So why are we often too worried about being judged to do the same at work?

It’s a strength to know when to seek help and use collaboration to solve problems. Acknowledging that there are things you don’t know or can’t solve on your own isn’t only smart, but is actually more productive. As soon as you and your team start playing to each other’s strengths, you’ll find those KPIs far more achievable.

Instead of spinning their wheels when they’re stuck on a problem, your team needs to know when to bring in an outside perspective to find possible solutions. By the end of this article, you’ll have a clear understanding of the benefits of collaborative problem-solving and learn how to get your team working together to overcome challenges.

Work together to find the best solutions to your business problems. Add a whiteboard to your Switchboard room and collect your team’s ideas live or async. Learn more

Benefits of collaborative problem solving

Solving complex problems in groups helps you find solutions faster. With more perspectives in the room, you’ll get ideas you’d never have thought of alone. In fact, collaboration can cause teams to spend 24% less time on idea generation. Together, you’ll spark more ideas and reach innovative solutions more quickly.

Not only that, but looking at problems in groups allows your team to learn from others, which can make them more resilient to issues in future. 

Peer-to-peer learning is also an opportunity to upskill your team while strengthening their relationships. That’s because collaborative problem-solving encourages people to trust each other as they work together towards common goals. It’s team collaboration best practice to encourage your team to share ideas without risk of humiliation.

How to get your team to solve problems collaboratively

Promoting collaborative problem-solving skills within your team allows you to create a culture where people are comfortable seeking feedback on their work. That means you won’t have to host a dedicated brainstorming session to get your team to collaborate—they’ll just start doing it naturally.

To get there, you need to foster a psychologically safe environment, provide them with the right tools, and reinforce the power of teamwork whenever possible. Here are ways to enable a collaborative problem-solving culture: 

1. Create the right environment 

Simply inviting your team to work together isn’t enough for them to actually do it. You need to foster psychological safety so they feel comfortable sharing ideas and aren’t afraid of getting called out if they are wrong. 

It all starts with your team culture 

Your culture should be supportive, inclusive, safe, trusting, respectful, and empathetic. It should make people certain that asking for help is a sign of strength, not weakness. 

Remind your team that brainstorming spaces are safe and all ideas are welcomed. They shouldn’t wait until they have a perfect solution to intervene. Be open-minded and treat all ideas as important even if you think they aren’t viable. This can be as simple as writing down all solutions on a shared document and asking questions for further clarification. 

Give them what they need to do their job  

Set your team up with the necessary resources and information to solve problems effectively. This includes written guidelines or even training on communication, leading a brainstorming session, or problem solving skills.

Also, technology improves collaboration in the workplace , so equip your team with the right tools for effective communication, information sharing, and project management. Make sure your team finds it easy to work with the tools they have. If they struggle to reach team mates due to technicalities, they’ll likely end up working on their own. 

Switchboard can support your existing tech stack since all browser-based apps work in their persistent rooms. In this visual digital workspace , team members always know where to find project-related information and can work together on those apps directly from Switchboard—without switching tabs.

2. Promote open, transparent communication and feedback  

A huge part of creating a psychologically safe environment for collaboration is encouraging open communication and establishing a culture that embraces feedback. Using active listening techniques, such as paraphrasing their words to check your understanding, can help you truly understand individual points of view focusing only on your answer.

For example, if your team member is struggling to find the words to express themselves, don’t jump in straight away with your own assumptions. Listen openly and let them fill the silence with their thoughts. Then, try and summarize what they’ve said so far and let them correct you.

It’s also important to be transparent when setting goals and addressing potential setbacks. 

“The clearer you can be about what you need as a leader, what you need from your team, and what your clients need, you’ll be able to take action that's in alignment with creating that outcome,” says Tarah Keech , Founder of Tarah Keech Coaching . 

Finally, follow-up on discussions when you have results so each contributor can see the impact of their input.

3. Set clear common goals 

What makes collaboration different from compromising, for example, is that you get to work toward a common objective . When team members have a shared purpose, they become allies and are more likely to work together to find the best solution possible, instead of trying to be in the right. 

For instance, when you offer profit sharing, people earn more money if the company makes higher revenue. That means if two people work together on finding a solution, they’ll likely decide on the one that’s better for the business—because, in the end, it’ll be beneficial for both.

Also, when you set clear goals for the collaboration, you get more focused answers and help improve team productivity. For example, start a brainstorming session by clearly stating the problem “Sign-ups are down by 1%, we need to come up with ideas to get back to the regular signup rate.” 

Making it clear that you’ve identified a gap and know exactly what you need from others helps them understand why the session is relevant and what they need to do. 

4. Present collaboration as a win-win 

If you don’t set up a collaborative culture, team members will spin their wheels rather than get help to solve a problem. It’s crucial that you explain the benefits of collaboration clearly to your team so you can: 

• Reach profitable business solutions
• Make people feel heard and valued 
• Bring your team together
• Increase trust in the company’s decisions
• Make people feel part of something bigger
• Promote knowledge sharing

It’s your job to help team members understand that collaboration is beneficial for both individual and collective success—and find win-win scenarios.

5. Eliminate silos and solicit diverse opinions

Working in silos can affect productivity and morale as people spend more time coming up with solutions. A way to eliminate silos is by encouraging cross-functional projects and hosting team-building activities for colleagues to get to know each other. 

“The only path that creates positive change is the one you haven't taken yet,” says Tarah. Encouraging teamwork allows you to come up with more diverse alternatives to problems. “And, the fastest way to identify the path that works is by using each other as resources and co-creators,” she adds. 

Gather multiple perspectives on a problem by ensuring everyone shares their thoughts even if they’re introverted. For example, create a Switchboard room and invite everyone to add one or two ideas to the whiteboard either during or before the meeting. Then, go over each one of those ideas and vote on the best ones. This can happen anonymously so people feel more comfortable sharing their thoughts.

This is an easy way to bring diverse people together and see problems from multiple perspectives. “We all have stories from our lives where we pull lessons from. Imagine if we had access to other people's lessons. How much time would that save us?” says Tarah. 

6. Train your team on how to resolve conflicts 

Conflict resolution is a skill all managers should have, so make sure to give training on this topic. Equip your team with problem-resolution skills—for them to find mutually beneficial solutions. This will allow them to address disagreements and conflicts before they escalate to something bigger. Do this by:

Leaving your ego at the door 

Many times conflicts occur when people take things personally or when you enter team meetings with your ego by your side. 

The best advice for learning how to solve conflicts is to leave your ego at the door and assume you all want what’s best for the business. The idea of working together toward a common goal instead of discussing who’s right or which proposal is best helps reach consensus and a better alternative to all ideas.

7. “Yes, and…” every idea

This concept comes from improv and means acknowledging others’ proposals and adding to them. Improv actors use this technique to come up with stories in a group.

For example, someone enters the scene and goes “Help, mother, help!” The next person should say “ Yes , dear, I’m here. And , what do you need?” If they enter the room and say “I’ve told you a thousand times, I’m not your mother,” it’ll neglect the first actor’s proposal and can make the story stagnant. 

You can apply this practice to business teamwork. If during collaborative problem-solving, you suggest an idea and someone neglects that thought, the conversation goes nowhere. 

Instead, try establishing a “yes, and…” mentality to move the conversation forward. This is an example of how this would look in practice:

• Do: “I think the problem is that users are struggling to find the sign-up button.” “ Yes , that’s a potential issue, and it might also be because the color of the button doesn’t stand out. Let’s look at our web page analytics.” 
• Don’t: “I think the problem is that users are struggling to find the sign-up button.” “Hmm, not really , we’ve conducted usability testing and that was never an issue.”

This mindset gives space for ideas to grow, even if they seem off the mark initially. Let people explain their thoughts and you'll be surprised how solutions can result. Avoid premature judgment and create a safe space for creativity and exploration.

8. Play to everyone’s strengths 

You can’t expect the same type of insights from all team members. The beauty of having diverse people on your team is that they can all add to the conversation from their unique perspectives. 

Assign roles and responsibilities based on team members' strengths and expertise. Encourage collaboration and reach potential solutions to problems by assigning tasks that require different skill sets. 

For example, let’s say the customer support team’s workload increased in the last month. They don’t know why, but people keep complaining about their orders being wrong. The team is so busy trying to find quick solutions for the customers that they can’t take the time to get to the root cause of the problem. 

You can’t afford to close the online store and decide to host a brainstorming session with one or two key players from each department. Inviting them to this session helps bring their own experiences to the table and will help you find the problem faster. Not necessarily the ones affected by an issue are the most suited to solve it. 

9. Recognize and reward teamwork 

Acknowledge and appreciate collaborative efforts within the team. Recognize individuals who actively contribute to problem-solving and emphasize the importance of teamwork. This will help you keep your team engaged and motivated as well as remind everyone that if they collaborate, they might get rewarded. 

Give negative feedback in private with useful examples, and celebrate successes in public as a team. However, not everyone likes public recognition, so take time to understand what motivates different people from your team and implement it.

Encourage risk taking and turn failure into learning opportunities. Part of collaborating toward solutions is understanding that making mistakes is part of the process, and the faster you get to fail, the better.

The fastest way to succeed is by solving problems in groups

You can make mistakes as a tourist in Rome because the worst thing that could happen is getting lost for a couple of hours (and you can always call an Uber).

It’s different at work. Many people think that making mistakes could cause them to build up a bad reputation or, in extreme cases, lose their  job. However, that mindset is what causes you to get stuck on a problem. And, if you don’t ask others to support you, you might struggle to come up with solutions in a timely manner. 

But asking for help isn’t a mistake. It’s a sign of strength and your company should encourage people to seek different perspectives. To encourage your team to use collaboration to solve problems, build a psychologically safe environment for people to speak openly about their ideas. 

Set common goals, eliminate siloed work, and promote a “yes, and…” mentality. And, along with leaving your ego at the door, you should get equipped with the right team collaboration tools . 

Using a tool like Switchboard makes it easy for your team to work together to solve problems in a shared room. There, everyone can add files, edit content directly from browser-based applications, or include their ideas on a whiteboard to simplify team communication and reach solutions faster.

Work in groups to find the best solution to your business problems. Add a whiteboard to your Switchboard room and collect your worker’s ideas live or async. Learn more

Frequently asked questions about collaboration to solve problems

What is the purpose of collaboration.

The purpose of collaboration is to bring diverse people together to share ideas to work together towards solving a common goal. Teamwork can help organizations:

• Shorten decision-making loops
• Solve problems faster
• Drive innovation
• Improve knowledge sharing
• Tighten team relationships
• Get better at managing conflict
• Create a sense of belonging

What is the difference between collaboration and compromise?

The difference between collaboration and compromise is that the first one aims to reach a common goal; while compromising, means finding a middle ground. Collaboration presents the opportunity to reach win-win solutions while compromising means someone needs to cede.

What is the difference between brainstorming and collaborative problem-solving?

The difference between brainstorming and collaborative problem-solving is that brainstorming is meant for doing group work to come up with ideas that may or may not solve a problem. Collaborative problem-solving, on the other hand, is much more structured and aims to find practical solutions to a specific problem (brainstorming can be one of the techniques used to reach that solution).

Keep reading

Musings on remote work and the future of collaboration

6 tips for how to give creative feedback

5 best design feedback tools for highly collaborative teams

Stop, collaborate, and listen.

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Data Center

The 3 pillars of successful collaborative problem solving.

We already covered quite a lot of ground when it comes to assuming a leadership position and building a positive team environment . But there is still one topic missing: how can you bring the best out of the group efforts? How can you stimulate people to solve problems together and to join forces towards a common goal?

This article will cover the subject of collaborative problem solving, and we will explore its many dimensions and particularities. While there are certain situations where individual decision making is recommended, there is a wide body of research that shows group decisions as superior to individual ones. Groups usually bring more background information, different perspectives, and a broader range of solutions to the problem at hand.

While there are many components to analyze in collaborative problem solving, we will focus on three during this article:

Analyzing the Problem from the Perspective of the Group

• Managing Conflict within a Group
• Creating an Environment for Continuous Learning

People have different approaches to problem solving. Some prefer to go with their guts and solve the problems as they come without looking at the big picture or at possible consequences of a choice; others – like me – prefer to conduct a more detailed analysis of the different possible scenarios and to try to forecast the most likely implications of each decision.

Bringing together people with different attitudes definitely has its benefits, but you should keep an eye for the conflicts that might arise. People who rely on their guts might simply become annoyed by the level of details demanded by the more rational fellows. These, on the other hand, might not like the quick decisions made by intuitive people and decide to become less active in the project.

It is important to understand that there are both risks and benefits to group problem solving. However, if the situation is managed properly, the benefits usually outweigh the risks.

The 7-Steps Divergent-Convergent Method for Problem Analysis

We already discussed several brainstorming techniques for managing risks in a project . Brainstorming, however, is just one of the steps in solving problems collaboratively, so let’s discuss a more general framework to address the issue. But before, I would like to make a quick remark. As the leader of your team , it is your responsibility to provide an established method for solving the challenges your project faces. If you use a different method each time you get together to discuss an issue, it will take time for your team to adapt and the members might feel a bit lost. Therefore, a recommended practice is to develop a unified framework that is both broad enough to be useful in most future situations and practical enough to be easily implemented. This standardization also addresses the problem of different perspectives, since all the members are aware of the steps involved in the process.

While there are many variations and possibilities to create a framework for collaborative problem solving, I am particularly fond of a 7-steps divergent-convergent approach presented by this Project Management Book . The figure below details the steps, and the following discussion explains each one.

Step 01 – Identifying the Problem

Identifying the problem is the most critical part of problem solving because it directs all the following project efforts. If a rocket is not perfectly aligned at the launching time, there is almost nothing the crew can do to fix the situation. In competitions such as Bobsleigh, the beginning is the most crucial moment. The same is valid for our projects: if we don’t start right, we will not finish right.

Step 02 – Identifying the Real Cause of the Problem

What is actually causing your company to lose money? Is it low demand (i.e. the market’s “fault”) or a bad product (i.e. your fault)? How can you identify it?

Looking for the source of the problem is a process that might require some time and the analysis of several sources of data. Regarding our previous question, how can you identify if it’s the general demand that is low or if it’s a flaw in your product that is making people run away? Looking at the competitors’ situations is a good start. How are they doing in the market? Are they successful? If yes, then chances are high that the customers are leaving you because they don’t like your product or service. If you want to dig deeper into the cause of it, look at past data from your company. At which exact moment did you experience losses in the number of customers? After which update? What does your competition have that you don’t?

Looking for the real source of the problem is much more efficient if you have multiple perspectives, so group decision earns a plus point here. Different heads eliminate the confirmation bias of an individual decision maker.

Step 03 – Setting the Prerequisites for Your Solution

What does the final solution for the problem look like? When will you achieve it? The prerequisites of a solution define exactly that: the ideal conditions of solving the problem at hand. In our previous example, we can think of several intermediate and final requirements for the solution: broadly speaking, our problem will be solved when we implement a product that not only solves the previous flaws but also meets the demands of the market. The discussion about how to create a highly effective work breakdown structure might prove itself useful in identifying the different components of the problem and in establishing a precise end-point to the process.

Step 04 – Generating Alternatives

This is the time when brainstorming is most useful. Once you specify where you want to go, it is time to start thinking about how to get there. Naturally, creativity is something that requires time, and the creative process might even seem inefficient to some. This step, however, is extremely important in solving problems, since one among the alternatives generated will be the base for the future work. Therefore, you should really spend some time here to make sure that you have a very relevant (doesn’t need to be exhaustive though, that’s impossible) list of alternatives from which you can choose the best one for the moment.

Step 05 – Selecting an Alternative among the Options

If you don’t have good options, you will not have a good solution. Now it is time to scrutinize the alternatives created by using the prerequisites defined earlier. You might want to look at both qualitative and quantitative components of an alternative, and search for the one that offers the highest benefits at the lowest costs. Evidently, this is not an easy step: there is a lot of uncertainty going on, and it is simply not possible to know for sure which alternative is the absolute best to solve your problem.

Step 06 – Performing a Risk Analysis and a Cost-Benefit Evaluation of the Alternative

This is why the next step involves performing a risk analysis and a profit vs. cost evaluation of the selected alternative. It might be the case that, after looking at the risks involved and at the potential profits, the team decides to go back and choose another possible solution. This is totally fine and is part of the process, but you should also consider what made you choose the wrong alternative in the first place. Maybe you overlooked a critical component? Maybe you did not consider the consequences and the costs in details? If you want to improve your problem solving skills, it is not enough to correct wrong decisions. You have to look back and identify why the wrong decision was made, which data was missing, and how you can fix it to improve future decision making.

Step 07 – Create a Plan of Action

Once you have chosen which alternative to pursue, it is time to create an actionable plan to implement it. I explore in details the art of creating a work breakdown structure in a separate article, and the process can be used here as well.

How to Manage Conflict within Your Project Team

Any group working on the same project is destined to fight. Conflicts might happen early in the course of the project, or they might come in more advanced stages. It’s not an “if”, but a when” matter. So what should you do when they appear? Should you simply run away and try to avoid all types of conflict? Should you just assume a totalitarian approach and impose yourself as the boss and holder of the right opinion? Hopefully I don’t even need to answer these questions for you. But while many people see conflict as something negative to the health of the project, I would like to propose a way to look at conflict as a positive step in collaborative problem solving. What if you could use conflict to boost the performance of your team? Wouldn’t that be great?

The two main problems that conflicts cause are (1) making the wrong decision, and (2) damaging team relationships. While making the wrong decision is quite straightforward to solve – you just need to carry a rational analysis of the consequences of the action -, managing the relationships is a bit harder. This happens because, well, if there is conflict in the problem solving process, there will inevitably be a losing side. The key is to find a way to work together with your team in order to show to everyone why certain decisions are made, as well as to maintain a good relationship among all team members.

So before we move to the right way of dealing with conflict, let’s have a look at the wrong way of doing it.

4 Wrong Ways of Dealing with Conflict

Avoiding or Moving Away from the Conflict

This happens quite often. When people see they will not win the argument, they sometimes just walk away. It’s the “I prefer leaving rather than admitting I was wrong” mindset. From a leader perspective, the issue is a bit broader: you might not only want to avoid your personal conflicts, but you may also choose to withdraw from conflicts in your team. If two people disagree on something, walking away and not acknowledging that there is a conflict is one of the worst ways to deal with it. If the conflict is an actual problem – and not just a discussion about whether cats are better than dogs -, walking away will just postpone the matter until you can’t hide anymore. The problem is: if you can’t hide, it means the problem has become really big. So, instead of running away at the first sign of conflicts, acknowledge their presence and work together with your team to solve them.

Hide or Smooth Over the Conflict

While this might be a suitable short-term solution, prioritizing relationships over decisions will cause you to do suboptimal choices. Camouflaging conflicts is the practice of “ focusing on the positive side ” of the relationships instead of looking at the whole picture. Even though this hides the problem, it doesn’t solve it.

Forcing the Solutions of Disagreements

This is one of the main differences between leaders and bosses . The boss will normally approach the conflict as something negative and, if no agreement is reached, will impose his or her own opinion grounded on the fact that “he (or she) is the boss”. The boss might do it through raising his voice, laughing at your idea, or just the argument that he is the decision maker.

Hopefully, the destructive nature of such approach is as clear for you as it is for me. Forcing a decision impacts negatively both components of conflict: it does not ensure that the right decision will be made, and it for sure damages the relationships in the project team.

Accepting a Lose-Lose Solution

If not everyone can have it, then nobody will have it. This approach usually involves reducing the solution to give both parts of the conflict a “fair share”: both of them don’t get exactly what they want, but in the end they are somewhat satisfied because the other side didn’t get it either. Despite sounding “fair”, this approach is as bad as the previous one in a sense that it also impacts negatively both components of the conflict: there is no guarantee that relationships will be improved, and the results will certainly be suboptimal.

The Right Way of Dealing with Conflict – Confronting It

Now that we know what not to do, it is time to talk about what to do when there is a conflict to solve.

The first step is to try to prevent the conflict. And I’m not talking about a laissez-faire approach of letting your team move by itself in the hope that if no active actions are taken, no real conflicts will arise. I’m talking about actively setting up the environment in order to maximize the chances of “conflictless” collaborative problem solving. Have a look at the article on how to build a positive team environment in order to get great insights on how to manage your project environment.

If, despite your efforts, the conflict still happens, it is your job to acknowledge it. Make it clear to people why there is a conflict, what is the subject or decision related to it, and how people are dealing with the situation. Normally the disagreement will be about some aspect of the project, and not about the people working on the team. Therefore, acknowledging the problem will help you detach it from the personal level and avoid hurting people.

Once the conflict is acknowledged, it is time to position it in the context of the project. Which components of the project will be affected by the decision at hand? Do you have to solve the conflict now or can you wait for more information before issuing an ultimatum?

We already agreed that forcing a decision is not helpful at all. So on what should you focus if not on positions? My suggestion is to try to understand the interests of each part. What are they looking for? If people are asking for more memory on the computers you are about to buy, why do they need it? Is it a sensible argument? Interests, goals, and requirements will give you a better understanding of what each side is trying to achieve with the decision at hand. This, in turn, will help you manage the conflict more efficiently than before.

Once you have a good understanding of the problem, it is time to discuss the alternatives. We already discussed it earlier in this articles, so I will not go through everything again. The process is pretty similar to the steps 04 and 05 in the divergent-convergent framework for problem solving .

Ok, I know it all sounds wonderful in theory, but the problems start when we move to practice. Well, I’m sorry to disappoint you, but there is not much more I can do here apart from discussing the general guidelines for dealing with conflicts. I simply cannot provide a detailed guideline to each and every specific situation you might encounter. This is why conflict management relies a lot on experience and on observing how the team behaves while working together. You must deeply understand the members of your team before you are able to provide a solution that fits all sides.

Creating the Environment for Continuous Learning

Continuous learning makes the third pillar of our successful collaborative problem solving framework. This concept has two sides: it encourages people to take more risks, and it helps learning and improvement through mistakes.

Creating the Right Culture for Continuous Learning

The speed and the efficiency with which people learn depend not only on themselves as individuals but also on the organizational culture that permeates the project team. If you punish every failure of your team members, do you really expect them to try something new? If you shout every time they give a different idea, do you really expect them to actively contribute during team meetings?

Here are a few guidelines that project managers can follow to speed up the process of continuous learning:

• Be accessible to your team and welcome new ideas and opinions.
• Ask for the opinion of your team members when discussing topics related to the project.
• Serve as a model of curiosity and humility.
• Encourage everyone to participate, despite the mistakes they might do during the process.
• Eliminate people’s fear of being punished because of their mistakes.
• Praise the team members when they are successful in accomplishing a task or when they offer valuable input to a situation.

The idea of continuous learning is kind of a consequence of what we already discussed. Having a good set of ground rules , listening actively to your team members, and promoting honest discussions are just a few among the many key elements that define an effective culture for continuous learning. Here are a few other components that you want to keep in mind:

Notice and Question Assumptions

This is really a skill for life. Learning how to question assumptions and how to properly address them brings you a much more complete understanding of the reality around you. I’ve experienced that myself, and I would never choose to remain ignorant to this skill. In the context of project management, questioning assumptions is about questioning the basis of your information. What are the statements on which you are grounding your analysis? What is the evidence behind each statement? Are your assumptions in accordance to your data?

Make Learning a Conscious and Recurring Activity

Many people think that learning is restricted to school and university. There is a time in life when you “study”, and there is a time when you “work”. What they are missing is the fact that these can (and should) be integrated into a broader concept of “learning to improve yourself”. Whether at university or at work, learning for self-improvement is the most effective way of learning new things. My own example comes in handy again (no, I’m not a narcissistic person). In high school, I would learn just for sake of entering university. I’ve spent 11 years of my childhood and adolescence studying every single basic field of science to literally flush it away of my mind after the final exams. I don’t really regret that, specially because regretting too long over the past brings unnecessary pain, but I wish it had been different. In any case, I am lucky to have learned my lesson early in life, while still in my early 20s. Now everything that I study, every single article I read, every post I write, everything is for the sake of developing a better version of myself day after day. I am learning consciously, and this makes all the difference.

Stimulate Creativity and Provide a Structured Approach To It

A structured approach to creativity, really? Are you serious? Hell yeah. Creativity is not a single event in our days. We don’t wake up and *poof!* “Now I am creative!” You might wake up and have a great idea right after opening your eyes, but this is just the tangible manifestation of days and months of apparently uncreative effort. The creative *poof* (or eureka, if you prefer), is just the tip of the iceberg. It is, however, the part that gets the most attention. And if you know a bit of psychology, you know that this conditions create the perfect scenario for the very interesting availability heuristic . In one sentence: the availability heuristic says that we judge the likelihood of an event based on how easily we can retrieve instances of similar situations from our memory. So if we just receive information saying that creativity is a magical moment, we will hardly ever see it as a laborious process. The truth, however, is that we must be disciplined and consume a lot of information before we are capable of producing valuable insights on our own.

Question the Goals, Scope, and Plan of the Project

Last but not least, you should always go back and take another look at the goals, scope, and plan of your project. There is a well-known saying: “Every new information modifies a decision.” Continuous learning presupposes reviewing early decisions once you have gathered more data in the course of the project.

Final Words

And with this article we are done covering the three most important aspects of how to effectively manage a team. There is much more to discuss, I know, but these are the most fundamental skills you must incorporate before moving to other topics. Hopefully the article was helpful and see in the next post!

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• Published: 11 January 2023

The effectiveness of collaborative problem solving in promoting students’ critical thinking: A meta-analysis based on empirical literature

• Enwei Xu   ORCID: orcid.org/0000-0001-6424-8169 1 ,
• Wei Wang 1 &
• Qingxia Wang 1  

Humanities and Social Sciences Communications volume  10 , Article number:  16 ( 2023 ) Cite this article

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Collaborative problem-solving has been widely embraced in the classroom instruction of critical thinking, which is regarded as the core of curriculum reform based on key competencies in the field of education as well as a key competence for learners in the 21st century. However, the effectiveness of collaborative problem-solving in promoting students’ critical thinking remains uncertain. This current research presents the major findings of a meta-analysis of 36 pieces of the literature revealed in worldwide educational periodicals during the 21st century to identify the effectiveness of collaborative problem-solving in promoting students’ critical thinking and to determine, based on evidence, whether and to what extent collaborative problem solving can result in a rise or decrease in critical thinking. The findings show that (1) collaborative problem solving is an effective teaching approach to foster students’ critical thinking, with a significant overall effect size (ES = 0.82, z  = 12.78, P  < 0.01, 95% CI [0.69, 0.95]); (2) in respect to the dimensions of critical thinking, collaborative problem solving can significantly and successfully enhance students’ attitudinal tendencies (ES = 1.17, z  = 7.62, P  < 0.01, 95% CI[0.87, 1.47]); nevertheless, it falls short in terms of improving students’ cognitive skills, having only an upper-middle impact (ES = 0.70, z  = 11.55, P  < 0.01, 95% CI[0.58, 0.82]); and (3) the teaching type (chi 2  = 7.20, P  < 0.05), intervention duration (chi 2  = 12.18, P  < 0.01), subject area (chi 2  = 13.36, P  < 0.05), group size (chi 2  = 8.77, P  < 0.05), and learning scaffold (chi 2  = 9.03, P  < 0.01) all have an impact on critical thinking, and they can be viewed as important moderating factors that affect how critical thinking develops. On the basis of these results, recommendations are made for further study and instruction to better support students’ critical thinking in the context of collaborative problem-solving.

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Introduction.

Although critical thinking has a long history in research, the concept of critical thinking, which is regarded as an essential competence for learners in the 21st century, has recently attracted more attention from researchers and teaching practitioners (National Research Council, 2012 ). Critical thinking should be the core of curriculum reform based on key competencies in the field of education (Peng and Deng, 2017 ) because students with critical thinking can not only understand the meaning of knowledge but also effectively solve practical problems in real life even after knowledge is forgotten (Kek and Huijser, 2011 ). The definition of critical thinking is not universal (Ennis, 1989 ; Castle, 2009 ; Niu et al., 2013 ). In general, the definition of critical thinking is a self-aware and self-regulated thought process (Facione, 1990 ; Niu et al., 2013 ). It refers to the cognitive skills needed to interpret, analyze, synthesize, reason, and evaluate information as well as the attitudinal tendency to apply these abilities (Halpern, 2001 ). The view that critical thinking can be taught and learned through curriculum teaching has been widely supported by many researchers (e.g., Kuncel, 2011 ; Leng and Lu, 2020 ), leading to educators’ efforts to foster it among students. In the field of teaching practice, there are three types of courses for teaching critical thinking (Ennis, 1989 ). The first is an independent curriculum in which critical thinking is taught and cultivated without involving the knowledge of specific disciplines; the second is an integrated curriculum in which critical thinking is integrated into the teaching of other disciplines as a clear teaching goal; and the third is a mixed curriculum in which critical thinking is taught in parallel to the teaching of other disciplines for mixed teaching training. Furthermore, numerous measuring tools have been developed by researchers and educators to measure critical thinking in the context of teaching practice. These include standardized measurement tools, such as WGCTA, CCTST, CCTT, and CCTDI, which have been verified by repeated experiments and are considered effective and reliable by international scholars (Facione and Facione, 1992 ). In short, descriptions of critical thinking, including its two dimensions of attitudinal tendency and cognitive skills, different types of teaching courses, and standardized measurement tools provide a complex normative framework for understanding, teaching, and evaluating critical thinking.

Cultivating critical thinking in curriculum teaching can start with a problem, and one of the most popular critical thinking instructional approaches is problem-based learning (Liu et al., 2020 ). Duch et al. ( 2001 ) noted that problem-based learning in group collaboration is progressive active learning, which can improve students’ critical thinking and problem-solving skills. Collaborative problem-solving is the organic integration of collaborative learning and problem-based learning, which takes learners as the center of the learning process and uses problems with poor structure in real-world situations as the starting point for the learning process (Liang et al., 2017 ). Students learn the knowledge needed to solve problems in a collaborative group, reach a consensus on problems in the field, and form solutions through social cooperation methods, such as dialogue, interpretation, questioning, debate, negotiation, and reflection, thus promoting the development of learners’ domain knowledge and critical thinking (Cindy, 2004 ; Liang et al., 2017 ).

Collaborative problem-solving has been widely used in the teaching practice of critical thinking, and several studies have attempted to conduct a systematic review and meta-analysis of the empirical literature on critical thinking from various perspectives. However, little attention has been paid to the impact of collaborative problem-solving on critical thinking. Therefore, the best approach for developing and enhancing critical thinking throughout collaborative problem-solving is to examine how to implement critical thinking instruction; however, this issue is still unexplored, which means that many teachers are incapable of better instructing critical thinking (Leng and Lu, 2020 ; Niu et al., 2013 ). For example, Huber ( 2016 ) provided the meta-analysis findings of 71 publications on gaining critical thinking over various time frames in college with the aim of determining whether critical thinking was truly teachable. These authors found that learners significantly improve their critical thinking while in college and that critical thinking differs with factors such as teaching strategies, intervention duration, subject area, and teaching type. The usefulness of collaborative problem-solving in fostering students’ critical thinking, however, was not determined by this study, nor did it reveal whether there existed significant variations among the different elements. A meta-analysis of 31 pieces of educational literature was conducted by Liu et al. ( 2020 ) to assess the impact of problem-solving on college students’ critical thinking. These authors found that problem-solving could promote the development of critical thinking among college students and proposed establishing a reasonable group structure for problem-solving in a follow-up study to improve students’ critical thinking. Additionally, previous empirical studies have reached inconclusive and even contradictory conclusions about whether and to what extent collaborative problem-solving increases or decreases critical thinking levels. As an illustration, Yang et al. ( 2008 ) carried out an experiment on the integrated curriculum teaching of college students based on a web bulletin board with the goal of fostering participants’ critical thinking in the context of collaborative problem-solving. These authors’ research revealed that through sharing, debating, examining, and reflecting on various experiences and ideas, collaborative problem-solving can considerably enhance students’ critical thinking in real-life problem situations. In contrast, collaborative problem-solving had a positive impact on learners’ interaction and could improve learning interest and motivation but could not significantly improve students’ critical thinking when compared to traditional classroom teaching, according to research by Naber and Wyatt ( 2014 ) and Sendag and Odabasi ( 2009 ) on undergraduate and high school students, respectively.

The above studies show that there is inconsistency regarding the effectiveness of collaborative problem-solving in promoting students’ critical thinking. Therefore, it is essential to conduct a thorough and trustworthy review to detect and decide whether and to what degree collaborative problem-solving can result in a rise or decrease in critical thinking. Meta-analysis is a quantitative analysis approach that is utilized to examine quantitative data from various separate studies that are all focused on the same research topic. This approach characterizes the effectiveness of its impact by averaging the effect sizes of numerous qualitative studies in an effort to reduce the uncertainty brought on by independent research and produce more conclusive findings (Lipsey and Wilson, 2001 ).

This paper used a meta-analytic approach and carried out a meta-analysis to examine the effectiveness of collaborative problem-solving in promoting students’ critical thinking in order to make a contribution to both research and practice. The following research questions were addressed by this meta-analysis:

What is the overall effect size of collaborative problem-solving in promoting students’ critical thinking and its impact on the two dimensions of critical thinking (i.e., attitudinal tendency and cognitive skills)?

How are the disparities between the study conclusions impacted by various moderating variables if the impacts of various experimental designs in the included studies are heterogeneous?

This research followed the strict procedures (e.g., database searching, identification, screening, eligibility, merging, duplicate removal, and analysis of included studies) of Cooper’s ( 2010 ) proposed meta-analysis approach for examining quantitative data from various separate studies that are all focused on the same research topic. The relevant empirical research that appeared in worldwide educational periodicals within the 21st century was subjected to this meta-analysis using Rev-Man 5.4. The consistency of the data extracted separately by two researchers was tested using Cohen’s kappa coefficient, and a publication bias test and a heterogeneity test were run on the sample data to ascertain the quality of this meta-analysis.

Data sources and search strategies

There were three stages to the data collection process for this meta-analysis, as shown in Fig. 1 , which shows the number of articles included and eliminated during the selection process based on the statement and study eligibility criteria.

This flowchart shows the number of records identified, included and excluded in the article.

First, the databases used to systematically search for relevant articles were the journal papers of the Web of Science Core Collection and the Chinese Core source journal, as well as the Chinese Social Science Citation Index (CSSCI) source journal papers included in CNKI. These databases were selected because they are credible platforms that are sources of scholarly and peer-reviewed information with advanced search tools and contain literature relevant to the subject of our topic from reliable researchers and experts. The search string with the Boolean operator used in the Web of Science was “TS = (((“critical thinking” or “ct” and “pretest” or “posttest”) or (“critical thinking” or “ct” and “control group” or “quasi experiment” or “experiment”)) and (“collaboration” or “collaborative learning” or “CSCL”) and (“problem solving” or “problem-based learning” or “PBL”))”. The research area was “Education Educational Research”, and the search period was “January 1, 2000, to December 30, 2021”. A total of 412 papers were obtained. The search string with the Boolean operator used in the CNKI was “SU = (‘critical thinking’*‘collaboration’ + ‘critical thinking’*‘collaborative learning’ + ‘critical thinking’*‘CSCL’ + ‘critical thinking’*‘problem solving’ + ‘critical thinking’*‘problem-based learning’ + ‘critical thinking’*‘PBL’ + ‘critical thinking’*‘problem oriented’) AND FT = (‘experiment’ + ‘quasi experiment’ + ‘pretest’ + ‘posttest’ + ‘empirical study’)” (translated into Chinese when searching). A total of 56 studies were found throughout the search period of “January 2000 to December 2021”. From the databases, all duplicates and retractions were eliminated before exporting the references into Endnote, a program for managing bibliographic references. In all, 466 studies were found.

Second, the studies that matched the inclusion and exclusion criteria for the meta-analysis were chosen by two researchers after they had reviewed the abstracts and titles of the gathered articles, yielding a total of 126 studies.

Third, two researchers thoroughly reviewed each included article’s whole text in accordance with the inclusion and exclusion criteria. Meanwhile, a snowball search was performed using the references and citations of the included articles to ensure complete coverage of the articles. Ultimately, 36 articles were kept.

Two researchers worked together to carry out this entire process, and a consensus rate of almost 94.7% was reached after discussion and negotiation to clarify any emerging differences.

Eligibility criteria

Since not all the retrieved studies matched the criteria for this meta-analysis, eligibility criteria for both inclusion and exclusion were developed as follows:

The publication language of the included studies was limited to English and Chinese, and the full text could be obtained. Articles that did not meet the publication language and articles not published between 2000 and 2021 were excluded.

The research design of the included studies must be empirical and quantitative studies that can assess the effect of collaborative problem-solving on the development of critical thinking. Articles that could not identify the causal mechanisms by which collaborative problem-solving affects critical thinking, such as review articles and theoretical articles, were excluded.

The research method of the included studies must feature a randomized control experiment or a quasi-experiment, or a natural experiment, which have a higher degree of internal validity with strong experimental designs and can all plausibly provide evidence that critical thinking and collaborative problem-solving are causally related. Articles with non-experimental research methods, such as purely correlational or observational studies, were excluded.

The participants of the included studies were only students in school, including K-12 students and college students. Articles in which the participants were non-school students, such as social workers or adult learners, were excluded.

The research results of the included studies must mention definite signs that may be utilized to gauge critical thinking’s impact (e.g., sample size, mean value, or standard deviation). Articles that lacked specific measurement indicators for critical thinking and could not calculate the effect size were excluded.

Data coding design

In order to perform a meta-analysis, it is necessary to collect the most important information from the articles, codify that information’s properties, and convert descriptive data into quantitative data. Therefore, this study designed a data coding template (see Table 1 ). Ultimately, 16 coding fields were retained.

The designed data-coding template consisted of three pieces of information. Basic information about the papers was included in the descriptive information: the publishing year, author, serial number, and title of the paper.

The variable information for the experimental design had three variables: the independent variable (instruction method), the dependent variable (critical thinking), and the moderating variable (learning stage, teaching type, intervention duration, learning scaffold, group size, measuring tool, and subject area). Depending on the topic of this study, the intervention strategy, as the independent variable, was coded into collaborative and non-collaborative problem-solving. The dependent variable, critical thinking, was coded as a cognitive skill and an attitudinal tendency. And seven moderating variables were created by grouping and combining the experimental design variables discovered within the 36 studies (see Table 1 ), where learning stages were encoded as higher education, high school, middle school, and primary school or lower; teaching types were encoded as mixed courses, integrated courses, and independent courses; intervention durations were encoded as 0–1 weeks, 1–4 weeks, 4–12 weeks, and more than 12 weeks; group sizes were encoded as 2–3 persons, 4–6 persons, 7–10 persons, and more than 10 persons; learning scaffolds were encoded as teacher-supported learning scaffold, technique-supported learning scaffold, and resource-supported learning scaffold; measuring tools were encoded as standardized measurement tools (e.g., WGCTA, CCTT, CCTST, and CCTDI) and self-adapting measurement tools (e.g., modified or made by researchers); and subject areas were encoded according to the specific subjects used in the 36 included studies.

The data information contained three metrics for measuring critical thinking: sample size, average value, and standard deviation. It is vital to remember that studies with various experimental designs frequently adopt various formulas to determine the effect size. And this paper used Morris’ proposed standardized mean difference (SMD) calculation formula ( 2008 , p. 369; see Supplementary Table S3 ).

Procedure for extracting and coding data

According to the data coding template (see Table 1 ), the 36 papers’ information was retrieved by two researchers, who then entered them into Excel (see Supplementary Table S1 ). The results of each study were extracted separately in the data extraction procedure if an article contained numerous studies on critical thinking, or if a study assessed different critical thinking dimensions. For instance, Tiwari et al. ( 2010 ) used four time points, which were viewed as numerous different studies, to examine the outcomes of critical thinking, and Chen ( 2013 ) included the two outcome variables of attitudinal tendency and cognitive skills, which were regarded as two studies. After discussion and negotiation during data extraction, the two researchers’ consistency test coefficients were roughly 93.27%. Supplementary Table S2 details the key characteristics of the 36 included articles with 79 effect quantities, including descriptive information (e.g., the publishing year, author, serial number, and title of the paper), variable information (e.g., independent variables, dependent variables, and moderating variables), and data information (e.g., mean values, standard deviations, and sample size). Following that, testing for publication bias and heterogeneity was done on the sample data using the Rev-Man 5.4 software, and then the test results were used to conduct a meta-analysis.

Publication bias test

When the sample of studies included in a meta-analysis does not accurately reflect the general status of research on the relevant subject, publication bias is said to be exhibited in this research. The reliability and accuracy of the meta-analysis may be impacted by publication bias. Due to this, the meta-analysis needs to check the sample data for publication bias (Stewart et al., 2006 ). A popular method to check for publication bias is the funnel plot; and it is unlikely that there will be publishing bias when the data are equally dispersed on either side of the average effect size and targeted within the higher region. The data are equally dispersed within the higher portion of the efficient zone, consistent with the funnel plot connected with this analysis (see Fig. 2 ), indicating that publication bias is unlikely in this situation.

This funnel plot shows the result of publication bias of 79 effect quantities across 36 studies.

Heterogeneity test

To select the appropriate effect models for the meta-analysis, one might use the results of a heterogeneity test on the data effect sizes. In a meta-analysis, it is common practice to gauge the degree of data heterogeneity using the I 2 value, and I 2  ≥ 50% is typically understood to denote medium-high heterogeneity, which calls for the adoption of a random effect model; if not, a fixed effect model ought to be applied (Lipsey and Wilson, 2001 ). The findings of the heterogeneity test in this paper (see Table 2 ) revealed that I 2 was 86% and displayed significant heterogeneity ( P  < 0.01). To ensure accuracy and reliability, the overall effect size ought to be calculated utilizing the random effect model.

The analysis of the overall effect size

This meta-analysis utilized a random effect model to examine 79 effect quantities from 36 studies after eliminating heterogeneity. In accordance with Cohen’s criterion (Cohen, 1992 ), it is abundantly clear from the analysis results, which are shown in the forest plot of the overall effect (see Fig. 3 ), that the cumulative impact size of cooperative problem-solving is 0.82, which is statistically significant ( z  = 12.78, P  < 0.01, 95% CI [0.69, 0.95]), and can encourage learners to practice critical thinking.

This forest plot shows the analysis result of the overall effect size across 36 studies.

In addition, this study examined two distinct dimensions of critical thinking to better understand the precise contributions that collaborative problem-solving makes to the growth of critical thinking. The findings (see Table 3 ) indicate that collaborative problem-solving improves cognitive skills (ES = 0.70) and attitudinal tendency (ES = 1.17), with significant intergroup differences (chi 2  = 7.95, P  < 0.01). Although collaborative problem-solving improves both dimensions of critical thinking, it is essential to point out that the improvements in students’ attitudinal tendency are much more pronounced and have a significant comprehensive effect (ES = 1.17, z  = 7.62, P  < 0.01, 95% CI [0.87, 1.47]), whereas gains in learners’ cognitive skill are slightly improved and are just above average. (ES = 0.70, z  = 11.55, P  < 0.01, 95% CI [0.58, 0.82]).

The analysis of moderator effect size

The whole forest plot’s 79 effect quantities underwent a two-tailed test, which revealed significant heterogeneity ( I 2  = 86%, z  = 12.78, P  < 0.01), indicating differences between various effect sizes that may have been influenced by moderating factors other than sampling error. Therefore, exploring possible moderating factors that might produce considerable heterogeneity was done using subgroup analysis, such as the learning stage, learning scaffold, teaching type, group size, duration of the intervention, measuring tool, and the subject area included in the 36 experimental designs, in order to further explore the key factors that influence critical thinking. The findings (see Table 4 ) indicate that various moderating factors have advantageous effects on critical thinking. In this situation, the subject area (chi 2  = 13.36, P  < 0.05), group size (chi 2  = 8.77, P  < 0.05), intervention duration (chi 2  = 12.18, P  < 0.01), learning scaffold (chi 2  = 9.03, P  < 0.01), and teaching type (chi 2  = 7.20, P  < 0.05) are all significant moderators that can be applied to support the cultivation of critical thinking. However, since the learning stage and the measuring tools did not significantly differ among intergroup (chi 2  = 3.15, P  = 0.21 > 0.05, and chi 2  = 0.08, P  = 0.78 > 0.05), we are unable to explain why these two factors are crucial in supporting the cultivation of critical thinking in the context of collaborative problem-solving. These are the precise outcomes, as follows:

Various learning stages influenced critical thinking positively, without significant intergroup differences (chi 2  = 3.15, P  = 0.21 > 0.05). High school was first on the list of effect sizes (ES = 1.36, P  < 0.01), then higher education (ES = 0.78, P  < 0.01), and middle school (ES = 0.73, P  < 0.01). These results show that, despite the learning stage’s beneficial influence on cultivating learners’ critical thinking, we are unable to explain why it is essential for cultivating critical thinking in the context of collaborative problem-solving.

Different teaching types had varying degrees of positive impact on critical thinking, with significant intergroup differences (chi 2  = 7.20, P  < 0.05). The effect size was ranked as follows: mixed courses (ES = 1.34, P  < 0.01), integrated courses (ES = 0.81, P  < 0.01), and independent courses (ES = 0.27, P  < 0.01). These results indicate that the most effective approach to cultivate critical thinking utilizing collaborative problem solving is through the teaching type of mixed courses.

Various intervention durations significantly improved critical thinking, and there were significant intergroup differences (chi 2  = 12.18, P  < 0.01). The effect sizes related to this variable showed a tendency to increase with longer intervention durations. The improvement in critical thinking reached a significant level (ES = 0.85, P  < 0.01) after more than 12 weeks of training. These findings indicate that the intervention duration and critical thinking’s impact are positively correlated, with a longer intervention duration having a greater effect.

Different learning scaffolds influenced critical thinking positively, with significant intergroup differences (chi 2  = 9.03, P  < 0.01). The resource-supported learning scaffold (ES = 0.69, P  < 0.01) acquired a medium-to-higher level of impact, the technique-supported learning scaffold (ES = 0.63, P  < 0.01) also attained a medium-to-higher level of impact, and the teacher-supported learning scaffold (ES = 0.92, P  < 0.01) displayed a high level of significant impact. These results show that the learning scaffold with teacher support has the greatest impact on cultivating critical thinking.

Various group sizes influenced critical thinking positively, and the intergroup differences were statistically significant (chi 2  = 8.77, P  < 0.05). Critical thinking showed a general declining trend with increasing group size. The overall effect size of 2–3 people in this situation was the biggest (ES = 0.99, P  < 0.01), and when the group size was greater than 7 people, the improvement in critical thinking was at the lower-middle level (ES < 0.5, P  < 0.01). These results show that the impact on critical thinking is positively connected with group size, and as group size grows, so does the overall impact.

Various measuring tools influenced critical thinking positively, with significant intergroup differences (chi 2  = 0.08, P  = 0.78 > 0.05). In this situation, the self-adapting measurement tools obtained an upper-medium level of effect (ES = 0.78), whereas the complete effect size of the standardized measurement tools was the largest, achieving a significant level of effect (ES = 0.84, P  < 0.01). These results show that, despite the beneficial influence of the measuring tool on cultivating critical thinking, we are unable to explain why it is crucial in fostering the growth of critical thinking by utilizing the approach of collaborative problem-solving.

Different subject areas had a greater impact on critical thinking, and the intergroup differences were statistically significant (chi 2  = 13.36, P  < 0.05). Mathematics had the greatest overall impact, achieving a significant level of effect (ES = 1.68, P  < 0.01), followed by science (ES = 1.25, P  < 0.01) and medical science (ES = 0.87, P  < 0.01), both of which also achieved a significant level of effect. Programming technology was the least effective (ES = 0.39, P  < 0.01), only having a medium-low degree of effect compared to education (ES = 0.72, P  < 0.01) and other fields (such as language, art, and social sciences) (ES = 0.58, P  < 0.01). These results suggest that scientific fields (e.g., mathematics, science) may be the most effective subject areas for cultivating critical thinking utilizing the approach of collaborative problem-solving.

The effectiveness of collaborative problem solving with regard to teaching critical thinking

According to this meta-analysis, using collaborative problem-solving as an intervention strategy in critical thinking teaching has a considerable amount of impact on cultivating learners’ critical thinking as a whole and has a favorable promotional effect on the two dimensions of critical thinking. According to certain studies, collaborative problem solving, the most frequently used critical thinking teaching strategy in curriculum instruction can considerably enhance students’ critical thinking (e.g., Liang et al., 2017 ; Liu et al., 2020 ; Cindy, 2004 ). This meta-analysis provides convergent data support for the above research views. Thus, the findings of this meta-analysis not only effectively address the first research query regarding the overall effect of cultivating critical thinking and its impact on the two dimensions of critical thinking (i.e., attitudinal tendency and cognitive skills) utilizing the approach of collaborative problem-solving, but also enhance our confidence in cultivating critical thinking by using collaborative problem-solving intervention approach in the context of classroom teaching.

Furthermore, the associated improvements in attitudinal tendency are much stronger, but the corresponding improvements in cognitive skill are only marginally better. According to certain studies, cognitive skill differs from the attitudinal tendency in classroom instruction; the cultivation and development of the former as a key ability is a process of gradual accumulation, while the latter as an attitude is affected by the context of the teaching situation (e.g., a novel and exciting teaching approach, challenging and rewarding tasks) (Halpern, 2001 ; Wei and Hong, 2022 ). Collaborative problem-solving as a teaching approach is exciting and interesting, as well as rewarding and challenging; because it takes the learners as the focus and examines problems with poor structure in real situations, and it can inspire students to fully realize their potential for problem-solving, which will significantly improve their attitudinal tendency toward solving problems (Liu et al., 2020 ). Similar to how collaborative problem-solving influences attitudinal tendency, attitudinal tendency impacts cognitive skill when attempting to solve a problem (Liu et al., 2020 ; Zhang et al., 2022 ), and stronger attitudinal tendencies are associated with improved learning achievement and cognitive ability in students (Sison, 2008 ; Zhang et al., 2022 ). It can be seen that the two specific dimensions of critical thinking as well as critical thinking as a whole are affected by collaborative problem-solving, and this study illuminates the nuanced links between cognitive skills and attitudinal tendencies with regard to these two dimensions of critical thinking. To fully develop students’ capacity for critical thinking, future empirical research should pay closer attention to cognitive skills.

The moderating effects of collaborative problem solving with regard to teaching critical thinking

In order to further explore the key factors that influence critical thinking, exploring possible moderating effects that might produce considerable heterogeneity was done using subgroup analysis. The findings show that the moderating factors, such as the teaching type, learning stage, group size, learning scaffold, duration of the intervention, measuring tool, and the subject area included in the 36 experimental designs, could all support the cultivation of collaborative problem-solving in critical thinking. Among them, the effect size differences between the learning stage and measuring tool are not significant, which does not explain why these two factors are crucial in supporting the cultivation of critical thinking utilizing the approach of collaborative problem-solving.

In terms of the learning stage, various learning stages influenced critical thinking positively without significant intergroup differences, indicating that we are unable to explain why it is crucial in fostering the growth of critical thinking.

Although high education accounts for 70.89% of all empirical studies performed by researchers, high school may be the appropriate learning stage to foster students’ critical thinking by utilizing the approach of collaborative problem-solving since it has the largest overall effect size. This phenomenon may be related to student’s cognitive development, which needs to be further studied in follow-up research.

With regard to teaching type, mixed course teaching may be the best teaching method to cultivate students’ critical thinking. Relevant studies have shown that in the actual teaching process if students are trained in thinking methods alone, the methods they learn are isolated and divorced from subject knowledge, which is not conducive to their transfer of thinking methods; therefore, if students’ thinking is trained only in subject teaching without systematic method training, it is challenging to apply to real-world circumstances (Ruggiero, 2012 ; Hu and Liu, 2015 ). Teaching critical thinking as mixed course teaching in parallel to other subject teachings can achieve the best effect on learners’ critical thinking, and explicit critical thinking instruction is more effective than less explicit critical thinking instruction (Bensley and Spero, 2014 ).

In terms of the intervention duration, with longer intervention times, the overall effect size shows an upward tendency. Thus, the intervention duration and critical thinking’s impact are positively correlated. Critical thinking, as a key competency for students in the 21st century, is difficult to get a meaningful improvement in a brief intervention duration. Instead, it could be developed over a lengthy period of time through consistent teaching and the progressive accumulation of knowledge (Halpern, 2001 ; Hu and Liu, 2015 ). Therefore, future empirical studies ought to take these restrictions into account throughout a longer period of critical thinking instruction.

With regard to group size, a group size of 2–3 persons has the highest effect size, and the comprehensive effect size decreases with increasing group size in general. This outcome is in line with some research findings; as an example, a group composed of two to four members is most appropriate for collaborative learning (Schellens and Valcke, 2006 ). However, the meta-analysis results also indicate that once the group size exceeds 7 people, small groups cannot produce better interaction and performance than large groups. This may be because the learning scaffolds of technique support, resource support, and teacher support improve the frequency and effectiveness of interaction among group members, and a collaborative group with more members may increase the diversity of views, which is helpful to cultivate critical thinking utilizing the approach of collaborative problem-solving.

With regard to the learning scaffold, the three different kinds of learning scaffolds can all enhance critical thinking. Among them, the teacher-supported learning scaffold has the largest overall effect size, demonstrating the interdependence of effective learning scaffolds and collaborative problem-solving. This outcome is in line with some research findings; as an example, a successful strategy is to encourage learners to collaborate, come up with solutions, and develop critical thinking skills by using learning scaffolds (Reiser, 2004 ; Xu et al., 2022 ); learning scaffolds can lower task complexity and unpleasant feelings while also enticing students to engage in learning activities (Wood et al., 2006 ); learning scaffolds are designed to assist students in using learning approaches more successfully to adapt the collaborative problem-solving process, and the teacher-supported learning scaffolds have the greatest influence on critical thinking in this process because they are more targeted, informative, and timely (Xu et al., 2022 ).

With respect to the measuring tool, despite the fact that standardized measurement tools (such as the WGCTA, CCTT, and CCTST) have been acknowledged as trustworthy and effective by worldwide experts, only 54.43% of the research included in this meta-analysis adopted them for assessment, and the results indicated no intergroup differences. These results suggest that not all teaching circumstances are appropriate for measuring critical thinking using standardized measurement tools. “The measuring tools for measuring thinking ability have limits in assessing learners in educational situations and should be adapted appropriately to accurately assess the changes in learners’ critical thinking.”, according to Simpson and Courtney ( 2002 , p. 91). As a result, in order to more fully and precisely gauge how learners’ critical thinking has evolved, we must properly modify standardized measuring tools based on collaborative problem-solving learning contexts.

With regard to the subject area, the comprehensive effect size of science departments (e.g., mathematics, science, medical science) is larger than that of language arts and social sciences. Some recent international education reforms have noted that critical thinking is a basic part of scientific literacy. Students with scientific literacy can prove the rationality of their judgment according to accurate evidence and reasonable standards when they face challenges or poorly structured problems (Kyndt et al., 2013 ), which makes critical thinking crucial for developing scientific understanding and applying this understanding to practical problem solving for problems related to science, technology, and society (Yore et al., 2007 ).

Suggestions for critical thinking teaching

Other than those stated in the discussion above, the following suggestions are offered for critical thinking instruction utilizing the approach of collaborative problem-solving.

First, teachers should put a special emphasis on the two core elements, which are collaboration and problem-solving, to design real problems based on collaborative situations. This meta-analysis provides evidence to support the view that collaborative problem-solving has a strong synergistic effect on promoting students’ critical thinking. Asking questions about real situations and allowing learners to take part in critical discussions on real problems during class instruction are key ways to teach critical thinking rather than simply reading speculative articles without practice (Mulnix, 2012 ). Furthermore, the improvement of students’ critical thinking is realized through cognitive conflict with other learners in the problem situation (Yang et al., 2008 ). Consequently, it is essential for teachers to put a special emphasis on the two core elements, which are collaboration and problem-solving, and design real problems and encourage students to discuss, negotiate, and argue based on collaborative problem-solving situations.

Second, teachers should design and implement mixed courses to cultivate learners’ critical thinking, utilizing the approach of collaborative problem-solving. Critical thinking can be taught through curriculum instruction (Kuncel, 2011 ; Leng and Lu, 2020 ), with the goal of cultivating learners’ critical thinking for flexible transfer and application in real problem-solving situations. This meta-analysis shows that mixed course teaching has a highly substantial impact on the cultivation and promotion of learners’ critical thinking. Therefore, teachers should design and implement mixed course teaching with real collaborative problem-solving situations in combination with the knowledge content of specific disciplines in conventional teaching, teach methods and strategies of critical thinking based on poorly structured problems to help students master critical thinking, and provide practical activities in which students can interact with each other to develop knowledge construction and critical thinking utilizing the approach of collaborative problem-solving.

Third, teachers should be more trained in critical thinking, particularly preservice teachers, and they also should be conscious of the ways in which teachers’ support for learning scaffolds can promote critical thinking. The learning scaffold supported by teachers had the greatest impact on learners’ critical thinking, in addition to being more directive, targeted, and timely (Wood et al., 2006 ). Critical thinking can only be effectively taught when teachers recognize the significance of critical thinking for students’ growth and use the proper approaches while designing instructional activities (Forawi, 2016 ). Therefore, with the intention of enabling teachers to create learning scaffolds to cultivate learners’ critical thinking utilizing the approach of collaborative problem solving, it is essential to concentrate on the teacher-supported learning scaffolds and enhance the instruction for teaching critical thinking to teachers, especially preservice teachers.

Implications and limitations

There are certain limitations in this meta-analysis, but future research can correct them. First, the search languages were restricted to English and Chinese, so it is possible that pertinent studies that were written in other languages were overlooked, resulting in an inadequate number of articles for review. Second, these data provided by the included studies are partially missing, such as whether teachers were trained in the theory and practice of critical thinking, the average age and gender of learners, and the differences in critical thinking among learners of various ages and genders. Third, as is typical for review articles, more studies were released while this meta-analysis was being done; therefore, it had a time limit. With the development of relevant research, future studies focusing on these issues are highly relevant and needed.

Conclusions

The subject of the magnitude of collaborative problem-solving’s impact on fostering students’ critical thinking, which received scant attention from other studies, was successfully addressed by this study. The question of the effectiveness of collaborative problem-solving in promoting students’ critical thinking was addressed in this study, which addressed a topic that had gotten little attention in earlier research. The following conclusions can be made:

Regarding the results obtained, collaborative problem solving is an effective teaching approach to foster learners’ critical thinking, with a significant overall effect size (ES = 0.82, z  = 12.78, P  < 0.01, 95% CI [0.69, 0.95]). With respect to the dimensions of critical thinking, collaborative problem-solving can significantly and effectively improve students’ attitudinal tendency, and the comprehensive effect is significant (ES = 1.17, z  = 7.62, P  < 0.01, 95% CI [0.87, 1.47]); nevertheless, it falls short in terms of improving students’ cognitive skills, having only an upper-middle impact (ES = 0.70, z  = 11.55, P  < 0.01, 95% CI [0.58, 0.82]).

As demonstrated by both the results and the discussion, there are varying degrees of beneficial effects on students’ critical thinking from all seven moderating factors, which were found across 36 studies. In this context, the teaching type (chi 2  = 7.20, P  < 0.05), intervention duration (chi 2  = 12.18, P  < 0.01), subject area (chi 2  = 13.36, P  < 0.05), group size (chi 2  = 8.77, P  < 0.05), and learning scaffold (chi 2  = 9.03, P  < 0.01) all have a positive impact on critical thinking, and they can be viewed as important moderating factors that affect how critical thinking develops. Since the learning stage (chi 2  = 3.15, P  = 0.21 > 0.05) and measuring tools (chi 2  = 0.08, P  = 0.78 > 0.05) did not demonstrate any significant intergroup differences, we are unable to explain why these two factors are crucial in supporting the cultivation of critical thinking in the context of collaborative problem-solving.

Data availability

All data generated or analyzed during this study are included within the article and its supplementary information files, and the supplementary information files are available in the Dataverse repository: https://doi.org/10.7910/DVN/IPFJO6 .

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Acknowledgements

This research was supported by the graduate scientific research and innovation project of Xinjiang Uygur Autonomous Region named “Research on in-depth learning of high school information technology courses for the cultivation of computing thinking” (No. XJ2022G190) and the independent innovation fund project for doctoral students of the College of Educational Science of Xinjiang Normal University named “Research on project-based teaching of high school information technology courses from the perspective of discipline core literacy” (No. XJNUJKYA2003).

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Xu, E., Wang, W. & Wang, Q. The effectiveness of collaborative problem solving in promoting students’ critical thinking: A meta-analysis based on empirical literature. Humanit Soc Sci Commun 10 , 16 (2023). https://doi.org/10.1057/s41599-023-01508-1

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Collaborative Problem Solving: A Resource Guide for Counselors Addressing Family Issues

Idaho Youth Ranch

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Collaborative Problem Solving (CPS) is an evidence-based approach that focuses on understanding and addressing the root causes of challenging behavior in children and adolescents. Developed by Dr. Ross Greene, CPS aims to foster empathy, communication, and collaboration between parents, children, and professionals, ultimately leading to more effective and lasting solutions for family issues. This resource guide provides an overview of the CPS model, outlines the key principles and steps involved, and offers practical tips and strategies for counselors working with families.  

The Collaborative Problem Solving Model 

1. Understanding the CPS Philosophy

CPS is grounded in the belief that children do well if they can. The approach posits that challenging behavior is not due to a lack of motivation, attention-seeking, or manipulation but rather a result of lagging skills and unsolved problems. By understanding and addressing these underlying factors, counselors can help families develop more effective, compassionate, and sustainable solutions.  

2. Key Principles of CPS 

Empathy: The foundation of the CPS model is empathic understanding, which involves recognizing and validating the feelings and perspectives of all family members.  

Collaboration: CPS emphasizes the importance of working together rather than relying on unilateral decision-making or power-based approaches.  

Skill-building: The approach focuses on identifying and addressing lagging skills, such as emotion regulation, problem-solving, and communication, to promote lasting change.  

Implementing the Collaborative Problem Solving Process 

The first step in the CPS process is to identify the specific skills that a child may be struggling with. This can be done through a combination of observation, interviews, and assessments. Some common lagging skills include:  

Emotional regulation  

Flexibility  

Impulse control  

Problem-solving  

Communication  

Once lagging skills have been identified, the next step is to determine the specific situations or problems that are causing difficulties for the child and family. Unsolved problems are often characterized by predictability and can be uncovered through discussions with family members and the child.  

3. The Three Steps of Collaborative Problem Solving

The CPS process involves three primary steps, which can be adapted and tailored to the unique needs and circumstances of each family.  

• Step 1: Empathy

Begin by gathering information and understanding the child’s perspective on the problem. This step involves active listening, validating emotions, and demonstrating genuine curiosity.  

• Step 2: Define Adult Concerns

Clearly articulate the parent or caregiver’s concerns and needs regarding the situation. This step promotes mutual understanding and acknowledges the importance of addressing both the child’s and the adult’s concerns.  

• Step 3: Invitation to Collaborate 

Invite the child and parent to brainstorm possible solutions together. Encourage them to consider a range of ideas and evaluate each option based on its feasibility and effectiveness in addressing both the child’s and the adult’s concerns.  

Tips and Strategies for Counselors 

1. Build Rapport and Establish Trust 

Establishing a strong therapeutic alliance with both the child and the parent is essential for the success of CPS. Be patient, empathetic, and transparent in your approach in order to foster trust and cooperation.  

2. Use Reflective Listening and Validation 

Active listening and validation are crucial tools in the CPS process. Reflect back the emotions and concerns of family members to ensure they feel heard and understood.  

3. Encourage Open Communication 

Create a safe and non-judgmental environment that encourages open communication and allows family members to express their thoughts, feelings, and concerns without fear of criticism or rejection.  

4. Be Flexible and Adaptable 

Each family is unique, and the CPS process may need to be adapted to suit their specific needs and circumstances. Be prepared to modify your approach, pacing, and techniques as needed to best support the family.  

5. Provide Support and Guidance  

As a counselor, your role is to facilitate the CPS process and provide guidance and support to the family throughout. Offer suggestions, ask probing questions, and share relevant resources to help family members develop their problem-solving skills.  

6. Monitor Progress and Adjust 

Regularly assess the family’s progress and the effectiveness of the solutions they’ve implemented. Be prepared to revisit and adjust the problem-solving process as needed, based on the family’s evolving needs and circumstances.  

7. Encourage Skill-Building 

As part of the CPS process, help family members develop and practice the skills necessary to address their unsolved problems effectively. This may include offering resources, psychoeducation, or skill-building exercises to support growth in areas such as emotion regulation, communication, and flexibility.  

Collaborative Problem Solving offers a compassionate and effective approach to addressing challenging behaviors and family issues. By understanding the underlying causes of these difficulties and engaging in a collaborative, empathic problem-solving process, counselors can help families develop lasting solutions and strengthen their relationships. By following the principles and steps outlined in this resource guide and adapting your approach to meet the unique needs of each family, you can support families in achieving positive, sustainable change.  

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Business Collaboration collaborative culture company culture

5 Expert Collaborative Problem-Solving Strategies

Lorin mccann.

• December 9th, 2015

You don’t need to be an executive to initiate powerful change within your organization. According to collaboration expert Jane Ripley, collaboration begins with you.

Expecting superiors, employees, coworkers, or other departments to take responsibility will get you nowhere, fast. Instead, adopt collaboration as a personal responsibility and be unafraid to take initiative — it doesn’t matter if you’re an entry-level employee or a seasoned executive.

Jane Ripley is a collaboration expert and co-author of the book Collaboration Begins With You: Be a Silo Buster along with Ken Blanchard and Eunice Parisi-Carew (you can follow Jane on Twitter: @WiredLeadership ). Jane draws on her research working with companies ranging from small businesses and entrepreneurs to large, multi-national enterprises to talk about collaborative problem-solving strategies professionals can use no matter what organizational level they’re at.

Initiating collaborative problem-solving within an organization is a complex task, with many moving parts. Jane describes it well: “Imagine you’re in the aircraft and there’s this dashboard. You’ve got to try and get all the buttons and levers in the right places.” Collaboration within an organization is also a complex process.

The approach Jane and her co-authors adopt in their books aims to simplify a complex subject with actionable models, including the UNITE model for collaborative problem-solving:

U = Utilize difference N = Nurture safety and trust I = Involve others in creating a clear purpose, values, and goals T = Talk openly E = Empower yourself and others

Executives can use these strategies to transform the culture and impact of their organizations from the company culture from the top down. Alternatively,entry-level employees can adopt the same strategies to accelerate professional growth while offering enormous value to their organizations from the bottom up.

In this post, we’ll look at each of the elements of the UNITE model — and what you need to know to put them into action.  

1. Utilize differences in collaborative problem-solving

Collaborative problem-solving relies on the presence of multiple perspectives.

Jane advises to remember that different perspectives are not personal. In fact, conflict is important.

Fear of contrasting opinions often indicates a competitive mindset, not a collaborative one. This only creates more problems rather than solving them.

“The power,” Jane says, “is in the combination of perspectives.”  

2. Nurture safety and trust within your organization

Effective collaboration is impossible when trust isn’t a part of the culture.

Jane elaborates: “My co-author, Eunice Parisi-Carew, always says, ‘Fear is the number one inhibitor to collaboration, because if you’re inhibited, you won’t contribute, and if you don’t contribute nobody will know that you have a different perspective.’”

In fact, trust is one of the most crucial elements in being a silo-buster; it plays enormous role in preventing bottlenecks and accelerating growth.

“Some people come to the workplace trusting everybody, and they get let down. Other people come to the workplace believing nobody will do the work as well as they can. Those people try to do it all and become a bottleneck,” Jane explains.

Low trust within an organization rarely goes unnoticed. Even if executives are unaware of the problem, employees always are — it negatively impacts their ability to be effective.

A tell-tale sign of a low-trust culture for leaders is when people don’t contribute ideas. Jane shares a classic example: “When the leader sits at the meeting and says, ‘I’ve got this new thing that’s been handed to us from headquarters, now we’ve got to implement XYZ initiative. Any ideas?’ And…there’s no response.”

Silence follows because, as Jane explains, “not usually because [the employees] don’t have any ideas, it’s just that they just don’t want to voice them” — for fear of criticism, negative feedback, no feedback, or backlash.  

3. Involve others for effective collaborative problem-solving

According to Jane, “Not all the best ideas come from the top, and not all the best ideas come from a specific group. Marketing can have a very valuable perspective on the use of collaborative software, and so can IT.”

It may be uncomfortable to involve people and departments with whom you don’t currently have a relationship, but it’s essential for effective collaborative problem-solving. Even as an entry-level employee, you can take the initiative to open the lines of communication to other people within your organization.

Invite someone to lunch — or suggest involving someone from another department in a final review on a project that could use their feedback. It’s a simple way to begin, but it’s powerful.  

4. Don’t be afraid to talk openly

How important is speed to your organization? On a scale of one to ten it’s probably an eight, nine, or ten.

According to Jane, speed is the number-one benefit of talking openly, or transparency: “If you’ve all got the same information, you can all make decisions and bring those pieces of information together to solve the problem more quickly.” Alternatively, a lack of transparency creates confusion, more meetings, and more discussion.

“So now you’ve got a [unproductive] discussion instead of having everybody on the same level playing field all coming at it from the same approach, able to look at the data or the information and critically evaluate that,” she adds.

And speed isn’t the only benefit of talking openly. As counterintuitive as it may seem, so is security.

Jane often talks about information theft when discussing transparency. “When information is kept in silos you open up an opportunity for other people to prosper from it,” she says. “So an unscrupulous individual can take that information and do what they like with it, whereas if it’s common knowledge, it’s in the public domain, [and] they have no more power.”  

5. Don’t wait to empower yourself and others

As a leader, empowering your organization starts with you. As an employee, it’s no different! You can’t wait for someone at the top to make the shift before you allow yourself to as well.

Jane shares insights into how both leaders and employees can take take steps to empower themselves, and in doing so empower others:

Firstly, leaders must discard a competitive mindset in favor of a collaborative one.

“Empowering yourself and others is the big part for the leader. [Leaders] are coaching for competence, creating clarity around goals, and setting boundaries. They’re removing roadblocks, sharing their networks, and giving opportunities to build knowledge… it’s how they help an individual become collaborative and make a greater contribution [to the organization].”

Instead of keeping your knowledge, network, and expertise close to the vest as a leader, share it openly with your employees. Not only will your experiences add enormous value to their professional growth, it will also empower them to be more effective in their jobs. They’ll also trust and appreciate you more.

Employees can also take initiative within their organization, regardless of the current company culture. They can start by offering their ideas, insights — even their networks.

Jane says, “It always amazes me how, particularly with the millennial generation, that they’re networked electronically they have some phenomenal people in their networks and can bring those equally to leaders who are sitting in a position maybe four, five, six, seven years older than them, it’s tremendous.”  

People are innately collaborative

Jane ties together the concepts and action steps surrounding collaborative problem with a familiar example:

“People are innately collaborative. We do it innately and we do it socially. If somebody wants to throw a party everybody says,‘What should I bring?’‘What shall I do?’ ‘I’ll do the decorating!’

And yet, when they come to work, ‘Oh, wait a minute, the decorating belongs to that department, refreshments belongs to that department, so now we need a meeting.’”

“We’re wired,” Jane explains, “for collaboration, and it’s our workplace habits, systems, and beliefs that get in the way. For better collaborative problem-solving where you work, you don’t need more meetings.”

Instead, work on building a culture of collaboration by utilizing difference, nurturing safety and trust, involving others in creating a clear purpose, values, and goals, talking openly, and empowering yourself and others. And that’s something we all can do.

Lorin is an inbound marketer and demand generation specialist at Lotus Growth , a B2B marketing consultancy. She also helps entrepreneurs kick off new digital marketing strategies at Vrtical . Read more by Lorin McCann »

Collaborative Problem Solving

• First Online: 01 January 2010

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• Ross W. Greene 4  

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Collaborative Problem Solving (CPS) is an evidence-based, cognitive-behavioral psychosocial treatment approach first described in the book The Explosive Child (Greene, 1998). The model blends many different lines of theory and research, including developmental theory, systems theory, social learning theory, and research in the neurosciences. CPS has been applied predominantly to youth with externalizing behavior problems, and has been implemented in a wide range of settings, including families, ­general and special education schools, inpatient psychiatry units, and residential and juvenile correction facilities. This chapter describes the most current rendition of the model, along with research findings to date.

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Greene, R.W. (2011). Collaborative Problem Solving. In: Murrihy, R., Kidman, A., Ollendick, T. (eds) Clinical Handbook of Assessing and Treating Conduct Problems in Youth. Springer, New York, NY. https://doi.org/10.1007/978-1-4419-6297-3_8

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Collaborative Problem Solving A Step-by-Step Guide for School Leaders

• Lawrence A. Machi - University of La Verne, USA
• Brenda T. McEvoy - Independent Writer/ Researcher
• Description

Engage your school communities in collaboratively solving your biggest problems

Schools are complex places where problems come in all shapes and sizes, and where decisions impact students’ lives. Leading groups in solving these problems sometimes can be a daunting task. Collaborative Problem Solving outlines a process to help veteran and new leaders alike to create thoughtful, organized, and collaborative solutions for the simple to the most difficult problems they face.

Rooted in theory, this comprehensive guide presents a seven-step process that addresses all types of problems. Each chapter outlines the tasks and procedures required to successfully navigate each step, while providing helpful analogies and illustrations, alongside common foibles and fumbles leaders should avoid. Additional features include:

• An explanation of participatory problem-solving
• Prerequisites for successful collaboration and rules for collaborative leaders
• “Task Cue Cards” that offer facilitation lesson plans to approach each step in the process
• A “Problem Solver’s Toolbox” that covers meeting designs, roles, communication strategies, and more
• An annotated guide for further reading, providing a wealth of additional information and resources

Practical and relevant, this book is a user-friendly manual for school leaders seeking to employ a problem-solving process that works so that they and their teams can feel confident their efforts will result in a successful resolution.

See what’s new to this edition by selecting the Features tab on this page. Should you need additional information or have questions regarding the HEOA information provided for this title, including what is new to this edition, please email [email protected] . Please include your name, contact information, and the name of the title for which you would like more information. For information on the HEOA, please go to http://ed.gov/policy/highered/leg/hea08/index.html .

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• Collaborative Problem Solving® »

Collaborative Problem Solving® (CPS)

At Think:Kids, we recognize that kids with challenging behavior don’t lack the will  to behave well. They lack the  skills  to behave well.

Our Collaborative Problem Solving (CPS) approach is proven to reduce challenging behavior, teach kids the skills they lack, and build relationships with the adults in their lives.

Anyone can learn Collaborative Problem Solving, and we’re here to help.

What is Collaborative Problem Solving?

Kids with challenging behavior are tragically misunderstood and mistreated. Rewards and punishments don’t work and often make things worse. Thankfully, there’s another way. But it requires a big shift in mindset.

Helping kids with challenging behavior requires understanding why they struggle in the first place. But what if everything we thought was true about challenging behavior was actually wrong? Our Collaborative Problem Solving approach recognizes what research has pointed to for years – that kids with challenging behavior are already trying hard. They don’t lack the will to behave well. They lack the skills to behave well.

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Kids do well if they can.

CPS helps adults shift to a more accurate and compassionate mindset and embrace the truth that kids do well if they can – rather than the more common belief that kids would do well if they simply wanted to.

Flowing from this simple but powerful philosophy, CPS focuses on building skills like flexibility, frustration tolerance and problem solving, rather than simply motivating kids to behave better. The process begins with identifying triggers to a child’s challenging behavior and the specific skills they need help developing.  The next step involves partnering with the child to build those skills and develop lasting solutions to problems that work for everyone.

The CPS approach was developed at Massachusetts General Hospital a top-ranked Department of Psychiatry in the United States.  It is proven to reduce challenging behavior, teach kids the skills they lack, and build relationships with the adults in their lives. If you’re looking for a more accurate, compassionate, and effective approach, you’ve come to the right place. Fortunately, anyone can learn CPS. Let’s get started!

Bring CPS to Your Organization

Attend a cps training.

6 out of 10 teachers report reduced stress.

Significant reductions in parents’ stress.

74% average reduction in use of seclusion.

73% reduction in oppositional behaviors during school.

Parents report improvements in parent-child interactions.

71% fewer self-inflicted injuries.

reduction in school office referrals.

Significant improvements in children’s executive functioning skills.

60% of children exhibited improved behavior 

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