Book Review Strategic Problem Solving: A Step-by-Step Guide to Solve Hard Problems
A practical summary of Mark Hartley’s Strategic Problem Solving—a clear, step-by-step guide to solving complex challenges with analytical and creative thinking.
SELF-IMPROVEMENT
5/18/20249 min read
As a book reviewer, I'm impressed with how Hartley makes complex problem-solving accessible. Though technically oriented, he explains with language and examples that make the content understandable and applicable for both experienced executives and beginning students.
The book's strength lies in blending theory and practice. Each chapter not only explains concepts but provides frameworks and tools for real-world application. The case studies effectively demonstrate how these principles work in practice.
What I particularly appreciate is that the book doesn't view problem-solving as merely a technical process but emphasizes human factors—psychology, communication, and change leadership—often overlooked in technical problem-solving books.
If there's a criticism, it might be the depth of certain topics, particularly in data analysis chapters, which might need more explanation for readers unfamiliar with statistics and advanced analytics. However, this may benefit general readers seeking a practical overview rather than technical details.
Overall, "Strategic Problem Solving" is a valuable guide for anyone facing complex problems, whether in business, education, or personal contexts. Hartley's seven-step framework not only helps solve current problems better but develops skills and mindsets that last throughout one's career.
Overall Review
Who is this book for? I believe nearly everyone can benefit, but those who will gain the most include:
Executives and team leaders who must make important decisions and guide teams through challenges
Analysts and consultants seeking systematic frameworks for solving client problems
Students and early career professionals wanting to develop analytical thinking and problem-solving skills
Small business owners who must address diverse problems with limited resources
Self-improvement seekers because strategic problem-solving skills benefit every aspect of life
The best way to read this book isn't to finish it in one sitting but to read chapter by chapter, applying concepts to real problems in life or work before moving on. Afterward, keep it as a reference to revisit when facing complex problems in the future.
Recommendations for Readers
Chapter Reviews
Provide a short review of each chapters, click chapter name to read.
In a world where complexity reigns supreme, Mark Hartley's "Strategic Problem Solving" arrives like a lighthouse on a foggy shore. The book opens with a profound recognition that our ability to navigate challenges systematically isn't just a professional asset—it's the defining skill of our era.
Hartley introduces us to a landscape where decisions carry cascading consequences, where a single misstep can derail an organization's trajectory, and where traditional problem-solving approaches often falter against the multidimensional challenges of contemporary business.
The author establishes an intellectual foundation by drawing from diverse disciplines—cognitive psychology, data science, organizational behavior—weaving them into a tapestry that acknowledges both the scientific and artistic dimensions of problem-solving. What emerges is not merely a technical manual but a philosophical framework that positions strategic problem-solving as a form of intellectual craftsmanship.
Hartley's voice resonates with the quiet authority of someone who has witnessed the consequences of both brilliant problem-solving and catastrophic decision paralysis. His introduction serves as both invitation and challenge—a call to transcend our instinctive, often flawed approaches to difficulties and embrace a more deliberate methodology that harmonizes analytical rigor with creative insight.
Key Takeaway: Modern problem-solving requires a systematic approach that blends analytical thinking with creativity, rather than relying solely on instinct or experience.
Introduction: The Problem with Problems
The journey begins with a deceptively simple premise: most problems remain unsolved not due to lack of solutions, but due to imprecise definitions. Hartley demonstrates with elegant clarity how our tendency to address symptoms rather than underlying causes creates cycles of recurring challenges that drain resources and morale.
With the precision of a master sculptor, the author introduces techniques for problem definition that cut through ambiguity. He advocates for a renaissance in the lost art of asking penetrating questions—questions that challenge assumptions, reveal hidden dimensions, and expose the true nature of challenges. Through case studies ranging from product development failures to supply chain disruptions, Hartley illustrates how reframing problems can transform seemingly insurmountable obstacles into manageable challenges.
The chapter culminates with a set of diagnostic frameworks that help readers distinguish between genuine problems and their manifestations. Hartley's approach here is simultaneously methodical and intuitive, acknowledging that problem definition requires both structured analysis and the ineffable quality of discernment that comes from experience.
Key Takeaway: Before solving a problem, ask yourself "Is this the real problem or just a symptom?" Deep questioning and comprehensive perspective will help identify the true issue.
Chapter 1: Defining the Problem with Precision
Here, Hartley tackles the overwhelming nature of complex problems with the wisdom of an ancient strategist: divide and conquer. The author introduces the concept of "problem disaggregation"—a systematic approach to deconstructing seemingly monolithic challenges into constituent elements.
The metaphor of breaking a mountain into manageable hills pervades this chapter, with Hartley demonstrating how visualization tools like mind maps and hierarchical breakdowns can transform abstract complexities into concrete components. The writing here is particularly inspired, as Hartley connects this analytical process to deeper cognitive principles—how our minds naturally seek patterns and classifications to make sense of chaos.
What distinguishes this chapter is its emphasis on the collaborative aspect of problem disaggregation. Hartley presents techniques for leveraging diverse perspectives to identify blind spots in our problem analysis. The result is a blueprint for collaborative deconstruction that honors both analytical thinking and social intelligence.
Key Takeaway: Large problems overwhelm us. Break them into smaller parts and tackle each component separately. Use mind mapping to organize your thoughts and don't forget to incorporate diverse perspectives for a clearer overall picture.
Chapter 2: Breaking Down Complex Challenges
In perhaps the most pragmatic chapter, Hartley confronts the reality that resources—time, capital, attention—are finite. The art of strategic problem-solving, he argues, lies not just in identifying solutions but in sequencing their implementation for maximum effect.
Hartley introduces the "Inner Matrix"—a prioritization framework that evaluates problem components based on their impact potential and implementation feasibility. With mathematical rigor softened by accessible language, he guides readers through decision matrices that transform subjective judgments into structured decisions.
The author's exploration of the psychology of prioritization is particularly insightful, acknowledging how cognitive biases and organizational politics can distort rational assessment. Through case studies of businesses that thrived by focusing on high-leverage opportunities, Hartley demonstrates how strategic prioritization often makes the difference between transformative success and incremental improvement.
Key Takeaway: Apply the 80/20 principle - focus on the 20% of the problem that will deliver 80% of the results. Always ask "What matters most?" and "What can be done fastest?" then start with the highest-impact points.
Chapter 3: Prioritizing for Maximum Impact
“Remember that confidence is not an innate trait but a skill that can be developed... This confidence empowers you to manage problem-solving complexities with poise and precision.”
Chapter 3
Theory transforms into action as Hartley introduces the architecture of effective implementation. This chapter presents work planning not as an administrative exercise but as a creative act—designing the pathway from concept to reality.
With methodical precision, Hartley explores the elements of robust work plans: clear objectives, resource allocation, timeline development, and milestone establishment. He introduces visualization tools like Gantt charts and PERT diagrams not as technical requirements but as cognitive aids that help teams conceptualize complex temporal relationships.
The chapter's brilliance lies in its treatment of contingency planning—acknowledging that the map rarely matches the territory perfectly. Hartley's approach to adaptability within structure demonstrates his practical wisdom, showing how well-designed plans can accommodate uncertainty without descending into chaos.
Key Takeaway: Good plans need both structure and flexibility. Use visualization tools like Gantt charts, but always have contingency plans and be ready to adapt when situations don't unfold as expected.
Chapter 4: Developing Structured Work Plans
In what might be considered the intellectual core of the book, Hartley elevates analysis from mere calculation to a form of disciplined inquiry. He introduces critical thinking not as abstract philosophy but as a practical discipline essential for evaluating options and making sound judgments.
The chapter explores analytical frameworks ranging from logic trees and hypothesis testing to scenario planning and sensitivity analysis. Hartley's treatment of data analysis is particularly nuanced, emphasizing that numbers must be interpreted within context and that quantitative measures must be complemented by qualitative understanding.
What distinguishes this section is its treatment of cognitive biases—the systematic errors in thinking that plague even the most intelligent decision-makers. With psychological insight, Hartley demonstrates how confirmation bias, anchoring effects, and sunk cost fallacies can distort our analysis, offering practical techniques for mitigating their influence.
Key Takeaway: Beware of thinking biases. Challenge your own beliefs regularly, look for information that contradicts what you believe, and always ask "What might I be missing?" when analyzing problems.
Chapter 5: Critical Thinking and Analysis
Even the most brilliant solutions falter if they cannot be effectively communicated. In this chapter, Hartley transforms communication from a soft skill into a strategic competency essential for problem-solving success.
The author explores the architecture of persuasive communication—how to structure messages for different audiences, how to use data visualizations to illuminate insights, and how to craft narratives that connect solutions to organizational values and objectives. His approach acknowledges both the rational and emotional dimensions of persuasion, recognizing that effective communication must engage both the mind and heart.
Particularly valuable is Hartley's guidance on navigating resistance to change—anticipating objections, addressing concerns, and building coalitions of support. The chapter's treatment of communication as a dynamic dialogue rather than one-way information transfer reflects a sophisticated understanding of organizational psychology.
Key Takeaway: Understand your audience, tailor your message accordingly, use visual aids for clarity, and tell stories that appeal to both reason and emotion. Prepare for potential objections in advance.
Chapter 6: Communicating Solutions Effectively
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The book concludes where many problem-solving approaches prematurely end—with the challenge of implementation. Hartley argues that a solution isn't truly a solution until it's successfully integrated into organizational practice and culture.
This final chapter explores change management principles, from establishing early wins to institutionalizing new approaches. With sociological insight, Hartley demonstrates how solutions must be aligned with existing systems and processes to achieve lasting adoption. His exploration of measurement frameworks provides practical guidance for tracking implementation progress and evaluating outcomes.
The chapter's treatment of adaptive implementation—responding to unexpected challenges and opportunities that emerge during execution—reflects Hartley's pragmatic wisdom. His guidance on sustaining momentum through inevitable setbacks provides a roadmap for resilient execution.
Key Takeaway: Change takes time. Start with small wins, build support, and make changes part of the culture. Measure progress regularly and be prepared to adapt if necessary.
Chapter 7: Implementation and Lasting Change
Hartley concludes not with techniques but with philosophy—arguing that strategic problem-solving is ultimately about cultivating a particular orientation toward challenges. Drawing from Carol Dweck's research on growth mindset, he makes a compelling case for viewing problems not as threats but as opportunities for innovation and development.
The conclusion synthesizes the book's methodological rigor with a humanistic perspective, acknowledging that problem-solving is not merely a professional skill but a life stance—a way of engaging thoughtfully with the complexities of our world. Hartley's final reflections on adaptability, continuous learning, and resilience transform what began as a business methodology into a broader philosophy for navigating uncertainty.
With literary flourish, the book closes by returning to its opening metaphor—the lighthouse amid fog—suggesting that strategic problem-solving is not about eliminating uncertainty but about developing the navigational tools to move through it with confidence and purpose.
Key Takeaway: Develop a growth mindset that sees problems as opportunities for learning and development rather than obstacles. Practice adaptability and accept that problem-solving is a never-ending process, but one that provides value in both professional and personal life.
Conclusion: Cultivating a Problem-Solving Mindset
For easy application, I've summarized the key tips from each chapter:
Define problems precisely: Use the "5 Whys" technique to dig to the true cause
Break down problems: Use mind maps and relationship diagrams to see components and connections
Prioritize effectively: Use matrices that consider both impact and ease of implementation
Create structured plans: Develop clear timelines with accountability for each component
Think critically: Challenge assumptions, seek contradictory information, watch for thinking biases
Communicate effectively: Adapt presentations to your audience, use storytelling and visualization
Implement sustainably: Start with small wins, build support, and measure continuously
Ultimately, strategic problem-solving is like a muscle that needs regular exercise. The more we use systematic processes, the more intuitive they become. And whenever we face a seemingly maze-like problem, we'll have the tools to find solutions confidently and efficiently.
Summary of Key Tips
