Four Steps to a Solution
This method offers a structured approach to developing solutions to problems. It helps move from a vague sense of difficulty toward a clear understanding and a concrete plan of action. The process consists of four steps: analyzing the problem, defining an objective, generating ideas for solutions, and developing a plan.
1. Analyze the Problem
The first step is to understand the problem as precisely as possible. It is helpful to clearly separate observation from interpretation.
Often, our thinking begins not with observation but with an interpretation — sometimes incomplete or even wrong. We quickly draw conclusions such as “My supervisor isn’t interested in my project.” When this happens, it is useful to pause and ask:
- “What can I actually observe?”
- “What would someone else see, hear, or read if this were a video recording?”
Observations describe concrete, perceivable facts — things that can be seen, heard, or measured.
Interpretations, by contrast, are the meanings or explanations we assign to those facts.
Distinguishing between the two helps uncover alternative explanations and reduces the risk of misjudgment.
If we want to solve a problem effectively, we need to make sure our plan is not based on a misinterpretation. Careful reflection on our initial interpretation can open up new ways of approaching the situation.
Example
Initial interpretation: “My supervisor isn’t interested in my project.”
Guided reflection:
- What can you really observe?
→ “During our last three meetings, she interrupted me several times, seemed impatient, and occasionally checked her phone.” - Alternative interpretations:
- “She might be under time pressure.”
- “She may be preoccupied with the upcoming renewal of the research center’s funding.”
- “Maybe she expects more concise updates from me.”
- “She could simply be experiencing high stress.”
- Next reflection:
→ “She behaves the same way with my colleagues.”
Conclusion:
Given that the behavior occurs across meetings and colleagues, a personal lack of interest is less likely. A more plausible interpretation is systemic time pressure and high workload, possibly linked to administrative deadlines and a preference for concise updates.
2. Define an Objective
After clarifying the problem, it’s tempting to jump straight to thinking about possible solutions. However, this step comes too early. Before deciding how to solve the problem, it is important to clarify where you actually want to go. Without a clear objective, even good ideas may lead in the wrong direction.
An objective describes the desired future state — what the situation should look and feel like once the problem has been resolved. It focuses on what you want to achieve, not on what you want to avoid.
A helpful question at this stage is: “If that problem disappeared — what would I want instead?”
- “What exactly should be different?”
- “What would I see, hear, or experience if the problem were solved?”
- “How will I know that I’ve reached my goal?”
Example
After analyzing the situation, the doctoral researcher realizes that the issue might not be a lack of interest but time pressure and unclear communication.
The first, intuitive goal might be: “I want my supervisor to take more interest in my project.” — a goal that depends heavily on the supervisor’s attitude.
Through reflection, the goal is reformulated:
→ “I want to receive more targeted and timely feedback on my methodological questions so that I can make progress in my project.”
This approach-oriented objective focuses on what the researcher can influence and what would genuinely improve the situation.
3. Generate Ideas for Solutions
Once the objective is clear, it’s time to think about possible ways to reach it. At this stage, the goal is to collect ideas — not to evaluate or discuss them.
All ideas are welcome — even those that seem unrealistic or unconventional. The aim here is to open up the space of possibilities.
- “What could I do to move toward my goal?”
- “Who else has faced a similar situation — what did they do?”
- “If I weren’t limited by time or hierarchy, what would I try?”
Example
Objective: Receive more targeted and timely feedback on methodological questions.
- “Send my supervisor a short written summary with two or three focused questions before each meeting.”
- “Ask whether shorter but more frequent check-ins would be possible.”
- “Clarify what kind of updates help her give feedback efficiently.”
- “Seek occasional methodological input from a postdoc.”
- “Organize a peer-feedback group with other doctoral researchers.”
At this stage, none of these ideas are evaluated — the goal is to collect as many options as possible.
4. Develop a Plan
Once a variety of ideas have been collected, select the most promising ones and turn them into a concrete plan of action — defining who will do what and by when.
- Which ideas best support my objective?
- How feasible are they with current resources?
- What’s a manageable first step?
Example
- Before meetings: Send a short summary and two or three focused methodological questions.
- During meetings: Ask whether shorter, more frequent check-ins would be preferable.
- Between meetings: Seek occasional input from a postdoc on specific technical issues.
- After meetings: Send a brief follow-up summarizing agreements and next steps.
This plan turns reflection into concrete, coordinated action. After a few weeks, review what worked and what needs adjustment.
Reflection: Problem Solving as an Iterative Process
In practice, planning and implementation rarely follow a straight path. Sometimes, it becomes clear that progress is limited or results don’t match expectations.
In such cases, it’s often helpful to revisit earlier steps — reexamine observations, question assumptions, or refine goals.
This circular movement reflects a learning cycle: each new experience provides deeper understanding and allows for better decisions in the next iteration.
Problem solving is not linear but iterative — a continuous movement between analysis, reflection, and action.