“Problems cannot be solved using the same level of thinking that created them.”
– Albert Einstein

The world around us is changing fast, both in our organisations and communities and this requires that leaders and managers demonstrate exceptional, creative thinking and apply logical and holistic approaches to solving problems.  The increased interconnectivity between multiple systems and stakeholders as a result of globalisation, coupled with changes occasioned by the pandemic have brought about a myriad of multifaceted challenges which require a new approach to problem-solving.  Failure to do so could have adverse organisation and economy-wide consequences.  Therefore, for organisations and communities to perform effectively and achieve their intended results, it is necessary to stimulate and develop the capacity of all employees and members respectively, for creatively solving problems.

A recent UN-supported research study signalled that four megatrends will influence the character of the relationship between developing countries and international organisations – the ability to deal with power, norms, preferences and finally, complex problems.  The World Economic Forum also, in its 2020 Future of Jobs report, noted that globally, as much as 50% of all workers will need reskilling by 2025 and declared complex problem solving as the most important skill of the 21st century. According to the report, critical thinking, and complex problem-solving top the list of skills that employers believe will grow in prominence by 2025.

When the approaches adopted by organisations are not effective, and if the solutions do not effectively and sustainably solve our problems, then they only become expensive and have lasting negative and unintended consequences.   However, to effectively navigate the new reality of a post-COVID-19 landscape, governments, organisations, and individuals must arm themselves with critical Complex Problem-Solving techniques and skillsets that compel them to use future-state designs and holistic models to achieve a step-change in their performance.

Learning Objectives

After this 2-day training, participants will:

  1. Develop an awareness of new creative and logical thinking techniques for problem-solving and their relevance for modern managers, both in the private and public sectors.
  2. Master the processes for lateral thinking, research, analysis and evaluation of information in order to develop relevant solutions.
  3. Gain a deep understanding of the methodologies and tools for linear (cause-effect) and non-linear (cross-impact dependencies or interdependencies) analysis which form the basis for creative problem-solving processes, continuous improvement, communication and learning, including:
    1. Critical Thinking, 5S; Problem Identification, Definition, Breakdown
    2. Root Cause Analysis techniques including (Issue Trees, Hypothesis Techniques, 5 WHYS, Fishbone, and analytical models)
    3. Solutioning and Solution Implementation
  4. Know how to facilitate and focus teams to shift attention from ‘nice-to-knows’ to ‘need-to-knows’ and the critical core issues and critical levers that enable relevant solutions.


The programme topics will be illustrated with 4 case studies and interactive team exercises to help participants learn and understand how:

  1. Problem solving improves organisational performance and results
  2. Problem-solving skills create a preventive organisational culture
  3. Problem-solving skills aids the individual participant’s career and growth.

Who Should Attend?

The programme is designed for Senior and Executive leaders in any organisation who are key to strategy definition and implementation.


The cost per participant for the two-day event is GH¢3,500 excluding taxes and levies.

About The Key Presenter

Mr Dela Evans is an Associate Consultant of Ishmael Yamson & Associates who has distinguished himself for over 25 years working with prestigious companies including CMG, ATOS International, Boston Consulting Group and McKinsey & Company in Europe.  Complex problem solving, operational efficiency, change and transformation strategy, program management, relationship management, strategic thinking, and strategy development are among his areas of speciality.  He has spent the last ten years working on Complex Problem Solving, which has included issues such as;

Client Project Location
Renault International Operations Office Cost reduction and lean transformation program Bordeaux Office and Paris HQ, France
Caya Madrid Social Bank Financial ICT Systems &Transformation project Madrid, Spain
British Rail Customer Service Customer Service Improvement project. Beaston Operations Office, Nottingham
Social Security Claims administration and cost reduction and efficiency program The Netherlands
Dutch Postale Services KPN Outsourcing and transition of production to India.
Integration of services after the merger of the ICT departments of 2 companies

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