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Survey Questions: Problem Solving

• Coworkers are able to recognize the challenges that have emerged or are about to emerge.
• Senior leadership is effective in communicating goals and the present situation to ensure everyone understands the problem.
• The project manager illuminates problems by identifying the gap between expected outcomes and the current situation.
• The department head measures the discrepancy between expected outcomes and actual performance.
• The team leader clearly articulates expected outcomes and the current situation to foster a shared understanding of the problem among team members.
• My manager is effective in assessing the size and impact of the problem to better understand where resources may be needed.
• My colleagues are skilled at quickly diagnosing issues, identifying root causes, and developing and implementing effective solutions in the workplace.
• The supervisor clarifies objectives and the current scenario to help employees grasp the problem.
• The manager effectively establishes the issues that have gone wrong or are about to go wrong.
• The supervisor is keen to pinpoint the issues that have arisen or are about to arise.
• I know how to determine what needs fixed, its root causes, and the correct solutions to be implemented.
• The safety inspector adequately identifies the problems that have occurred or are likely to occur.

• When solving problems, I utilize concrete measures of the gap between expected and observed outcomes so that the effectiveness of solutions can be determined.
• I believe I have an attitude of "owning a problem" that comes to my attention, rather than "passing the buck"
• I feel I am effective in solving problems.
• My supervisor is effective in solving difficult problems.
• My Department works toward solving problems, not assigning blame
• Senior leadership are able to solve difficult problems with ease.
• We resolve issues in our organization without resorting to blame, anger, or retribution.
• My manager is skilled at solving problems that involve political biases, conflicting evidence, and/or lack of data.
• I believe that other staff in the Company have an attitude of "owning a problem" that comes to their attention, rather than "passing the buck"
• My department head is a good problem solver and decision maker.
• The project manager focuses solutions on closing the gap between expected outcomes and the current situation.
• The team leader is an effective problem-solver.

• The supervisor effectively diagnoses the root causes of a problem.
• Our department conducts a meticulous investigation of incidents to ensure no possible cause is overlooked.
• My Department focuses on solving problems instead of finding fault
• Problems are solved at the root cause, not just at the symptom level
• People in my department conduct a thorough and careful analysis of the underlying causes of a problem.
• Our team pinpoints the origins of the issue to tackle the root causes and solve the problem at its source.
• My manager is adept at solving problems at root cause rather than at symptom level.
• Coworkers regularly solve problems at root cause rather than at symptom level.
• I am able to understand the root causes of most problems.
• In my job I focus on problem solving instead of fault finding
• People in my department solve problems at root cause rather than at symptom level.
• My supervisor actively seeks the root cause of a problem.
• The colleagues I work with are able to isolate the main problem.
• The team leader closely examines all the contributing factors to identify the root cause of issues.

• The team leader asks the right questions to size up or evaluate situations.
• My supervisor accurately evaluates the implications of new information or events.
• I know how to conduct a thorough Critical Incident interview.
• The team leader regularly solicits for information about problems from team members.
• The department head gathers input from staff for use in problem solving.
• My supervisor asks the "right" questions to size up or evaluate situations.
• I am able to collect relevant information and data about problems in the production line.
• Senior managers are effective in inferring important trends from data.
• The project manager gathers information on the problem and each solution, covering costs, benefits, risks, feasibility, and business impact.
• I know how to determine what facts are relevant.
• The team leader tries to gather relevant information from team members.
• My manager analyzes systems and processes for opportunities to gain efficiency.
• The team leader gathers input from various team members helps to ensure that the problem is fully understood from all angles, reducing the risk of oversight.
• The team leader is adept at conducting an exhaustive Critical Incident interview.
• When something goes wrong, my coworkers are usually able to get accurate information about it.
• Employees seek to acquire new information and knowledge before deciding on a course of action when problem solving

• The senior leadership is able to meet the needs of different constituents in the solution of a problem.
• Team leaders acknowledge the unique viewpoints and perspectives of other team members to lead to more innovative and comprehensive solutions.
• Our team creates a table or chart to compare the solutions side-by-side across all evaluation criteria.
• My supervisor selects the solution that best addresses the problem's objectives, aligns with business priorities, and is feasible to implement.
• The manager is effective in balancing the needs of different people in a solution to a problem.
• Colleagues are open to suggestions from others when working on a problem.
• The project manager clearly documents the decision-making process, including the evaluation criteria, the scores or rankings of each solution, and the reasons for selecting the chosen option.
• The supervisor evaluates whether the necessary resources (budget, personnel, time, technology) are available to implement each solution.
• Managers compare "best practice" performance to our current situation and then decide on the most effective improvements.
• Employees in my department evaluates alternative courses of action before making a decision.

• In my department, we are able to quickly adapt and change course as new information emerges or the situation evolves.
• My coworkers are comfortable with uncertainty and can work effectively even when all the information is not yet available.
• My manager demonstrates flexibility in problem-solving with a diverse array of methods and resources suited to various scenarios.
• The team leader is smooth and seamless in transitions between different ideas and approaches, avoiding getting stuck in one line of thinking.
• Our department possesses a broad skill set and toolkit to address different challenges effectively.
• My department utilizes a variety of approaches and tools to tackle issues in various contexts.
• I feel the department head is a versatile problem-solver with a wide range of tools and techniques at their disposal to apply them appropriately to different situations.
• I know how to adapt to different problems by applying a wide range of strategies and techniques.
• The project manager modifies approaches and solutions to fit changing circumstances or unexpected obstacles.
• Supervisors effectively use a variety of problem-solving/analytical approaches to address challenges within the Area.

• In our department, we analyze the potential success of proposed solutions.
• My coworkers are good at assessing whether the proposed solutions are practical and achievable.
• My manager solves problems that have difficult or conflicting constraints.
• My manager assesses the extent to which proposed solutions would lead to success.
• I am comfortable solving problems that require several different criteria or constraints.
• The project lead analyzes both the potential risks and benefits associated with each proposed solution.
• The manager is able to solve problems with multiple criteria that need to be met.
• The team leader weighs the pros and cons of proposed solutions.
• When an issue arises affecting the organization, we construct solutions by taking into account everyone's needs.

• Our team strengthens team cohesion and communication to facilitate effective brainstorming sessions.
• My colleagues try to identify and assess all potential responses to a problem.
• My manager is good at bringing together individuals with different backgrounds, skills, and viewpoints, brainstorming harnesses a wide range of insights.
• Supervisors facilitate rapid development and exchange of ideas.
• The project manager uses a structured process to evaluate ideas generated from a brainstorming session based on their feasibility, cost, potential impact, and alignment with business goals.
• Team leaders create an environment where team members feel free to share their thoughts and ideas without fear of criticism.
• The team leader allows team members to build on each other's ideas, leading to the development of more refined and robust solutions.
• Our department generates a wide range of possible solutions.
• The team generate alternative solutions to problems and challenges.
• Our department values the diversity of thought that can uncover unique angles and approaches that might not emerge in a more homogeneous group.
• The Company identifies a variety of solutions and weighs the value of each before implementing changes
• The team leader chooses a diverse group with relevant expertise and perspectives for a brainstorming session.

• My Supervisor is comfortable using analytic techniques to solve problems
• Supervisors are effective in making judgments based upon relevant information.
• My manager analyzes the information available, considers alternatives, makes the best choice available.
• My team works to simplify problems to make them more manageable
• My colleagues solve problems using logic and insight.
• I know how to use tools like Gantt charts and resource calendars can help visualize and manage solutions.
• My director uses charting tools to identify patterns in data.

• Our team generates innovative and practical ideas and approaches.
• Our team develops innovative solutions to problems.
• My manager is effective in developing innovative products and services.
• I am able to develop innovative solutions to problems.
• Senior leadership uses creative thinking to develop new solutions to problems.
• My supervisor develops creative solutions.
• My supervisor identifies fresh approaches and shows a willingness to question traditional assumptions.
• I have the ability and autonomy to develop innovative solutions to problems.
• Our department finds creative ways to get things done with limited resources.

• My manager analyzes alternatives and selects the best course of action.
• My department chair selects the solution best aligned with the department's goals.
• Our team identifies potential courses of action.
• The department head determines the impact of recommended solutions.
• The project manager compares the proposed solutions against each other and against any existing solutions to determine which one is likely to yield the best results.
• The supervisor is effective in deciding which alternative solutions would have the greatest chance of success.
• The quality control inspector evaluates potential solutions based on cost, feasibility, and probability of success.
• Leaders identify problems, collect information from various sources, and synthesize that information into effective solutions
• Our manager uses a consistent method to evaluate each potential solution against the defined criteria.
• Employees in my department know how to conduct a cost-benefit analysis for each solution to determine its financial viability and potential return on investment.
• The team leader compares analogous situations transferring insights to new situations.

• My department implements actions as planned to address the problems.
• The project manager effectively implements solutions to solve problems.
• The team implements solutions and evaluates results.
• The team leader sets realistic deadlines for each action step and for the overall completion of the solution.
• The supervisor establishes a timeline for implementation and organizes the needed supplies and equipment.
• My manager develops and implements clear guidelines and protocols for handling tasks.
• My manager assigns individuals the responsibility for completing separate phases of the implementation.
• Our department implements effective solutions to critical problems.
• The project manager develops a schedule and gathers the necessary materials and tools.
• Our project manager creates a project plan to implement the solution and collects all required resources.

• The manager identifies and analyzes potential risks in advance.
• My Department anticipates and resolves problems
• Our department routinely checks and maintains equipment, systems, or processes to catch any signs of wear or inefficiency before they turn into bigger issues.
• We work to anticipate problems and develop appropriate solutions
• The supervisor takes preventative action to address issues before they become difficult to manage.
• My manager fosters a willingness to experiment and try new things, even if there's a risk of failure.
• My supervisor anticipates potential problems dealing with them in advance.
• The department head encourages employees to suggest ways to enhance efficiency, reduce waste, and prevent potential problems.
• The project manager ensures that staff have the necessary training and are informed about best practices and procedures.
• Our team invests in training and development programs to equip team members with the skills and knowledge they need to identify and solve problems effectively.

• The team leader creates a timeline for completing the action steps including deadlines for each task and milestones to be achieved.
• The project manager establishes the sequence of tasks, taking into account dependencies.
• The project leader plans the order of actions, considering any interdependent steps.
• The manager clearly communicates the action plan to all employees, including team members, management, and other affected parties.
• The supervisor establishes clear, measurable goals that the action plan aims to achieve.
• My manager identifies and assembles the necessary resources (e.g., budget, tools, equipment, personnel) required to implement the action plan.
• My manager determines the order in which the action steps need to be completed including steps that may be dependent on others.
• The supervisor sets up clear communication (e.g., regular meetings, email updates, project management software) to keep employees updated of action plans.
• Senior leadership identifies all stakeholders who need to be kept informed about the action plan and its progress.
• Team leaders check regularly to ensure that team members stay on track to implementing the solution and address any issues that arise.

• The supervisor ensures that the right resources are available when and where they are needed, speeding up the problem-solving process.
• The project leader optimizes resource utilization, reducing waste and maximizing efficacy of the solutions implemented.
• Supervisors maximize return on investment in problem-solving efforts by using resources wisely.
• The department head establishes realistic budgets consistent with strategic objectives.
• Senior leadership strategically distributes resources (people/time/money) to maximize chances of solving the problem efficiently and effectively.
• My manager identifies the specific resources required to tackle different aspects of a problem and then assigns the resources where they'll have the greatest impact.
• My manager prioritizes which problems need to be addressed based on their potential impact on the business.
• My manager allocates resources strategically to areas with higher risk potential.
• My project manager assigns the right people with the right skills to the right tasks taking into account experience, expertise, and availability.
• The team leader ensures that critical aspects of the solution to the problem are well-supported and less likely to encounter issues.

• My supervisor selects operating indicators to track organizational performance over time and communicates current status to the organization
• Our team leader creates systems for gathering and acting on feedback from employees, customers, and stakeholders.
• The manager measures the solution's impact on the desired outcomes and identifies any deviations from the expected performance.
• Our department head provides a comprehensive assessment of the solution's overall effectiveness, efficiency, and impact, often including both quantitative and qualitative data.
• My manager gathers relevant data to track the solution's performance and identify any trends or patterns.
• Our team implements the ongoing tracking of key metrics and indicators to ensure the solution continues to perform as expected.
• Our department continuously monitors performance after implementing a solution to ensure it remains effective.
• My manager is effective in using data analytics to identify patterns and trends that may indicate emerging issues.
• The Quality Control manager conducts ongoing monitoring and follow-up to ensure the solution's continued success and to catch any unintended consequences.
• Our department links process improvement and results improvement.

• The project manager reacts to unforeseen consequences of implemented solutions to problems.
• My manager remains calm and composed under pressure to think clearly and respond appropriately to unforeseen challenges.
• Our supervisor is able to respond swiftly to keep the problem-solving process moving forward without unnecessary delays.
• The team leader leverages available resources efficiently and is quick to find alternative solutions when obstacles occur.
• My manager is flexible and willing to adjust their approach when new information or changes in the environment arise.
• Our team leader is flexible and adjusts the solution as needed based on the monitoring data and feedback received.
• Our department responds quickly to problems as they arise.
• My coworkers regularly assesses the situation and the effectiveness of solutions.
• I deal effectively and in a timely manner with difficult people and poor performers.

• The manager involves the whole department in the problem-solving process to foster a sense of collective responsibility and investment in the outcome.
• The project leader secures the employees' agreement and commitment prior to implementing changes to prevent resistance.
• Managers engage employees in the decision-making process to ensure their support before introducing a solution to a major problem.
• Our leadership gets buy-in from constituents before implementing solutions.
• Supervisors encourage the sharing of information, concerns, and ideas to prevent problems from being overlooked.
• We work together to solve problems
• Supervisors work cooperatively with others to solve problems.
• The team leader engages the team in discussions about the problem to enhance communication and teamwork, which aids in identifying and implementing the best solutions.
• Our department involves team members in discussions and planning to gain their endorsement before rolling out a new solution.

• My manager assumes new and difficult challenges and manages them as opportunities.
• Our division remains resilient and motivated when encountering challenges or setbacks.
• My department bounces back from setbacks and learn from failures, adapting and adjusting approaches as needed.
• My supervisor stays positive and driven despite obstacles.
• I maintain a strong and determined attitude in the face of difficulties.
• The supervisor keeps a positive outlook and perseveres through difficult challenges.
• The supervisor works extra as needed to find the best solution to a problem.
• My manager works diligently until the problem is solved.
• My coworkers demonstrate unwavering persistence even when facing setbacks.