Problem-Solution
Show the problem and who it affects, propose a specific change, then show what people would gain.
What & why
Presenting a problem first creates psychological tension that calls for resolution. An unresolved problem functions like an open loop that listeners want closed, which can make them more attentive as you move toward a proposed solution. Once the stakes are clear, your answer tends to land as a direct response to a need they already feel rather than as an idea introduced out of nowhere. You can also lead with the recommendation, as briefings and interviews often do, as long as the problem follows quickly: a solution with no visible problem behind it gives the audience no reason to care.
Before & after
These are fictional teaching examples, not accounts of real events.
“We should buy this software.”
“Invoices are keyed in by hand, so each one waits about two days and roughly one in twenty has an error that customers query. I propose we switch to the automatic import our north office piloted: there, waits fell to same-day and errors dropped by about half. We should expect a similar gain here and will check after a month.”
See it in action
An original teaching example. The situations and results are fictional.
What change would you propose to how we welcome new starters?
I would pair every new starter with a buddy from another team for their first month.
At the moment, new starters save up questions for their manager that anyone could answer, and in the last survey most said their first fortnight felt slow.
A buddy gives them someone to ask on day one, and managers can spend their time on the work itself. The support team has run buddies for a year: their new starters now take calls alone after three weeks instead of five. I would expect a similar gain here, and we can check it in the next survey.
How the answer works
- Solution
- Propose a specific change that answers that problem.
- Problem
- Say what is wrong, who it affects, and how often or how much.
- Benefits
- Show what the people affected would gain: predicted if untried, reported if tried.
Why it works: It opens with the recommendation, shows who the problem affects, and backs the benefit with another team’s real result instead of a promise, while saying how it will be checked here.
When you’ll use it
Budget proposals: showing who a shortfall affects and how much before proposing where money should go
Process improvements: showing delays and errors, and who bears them, before recommending a new procedure
Community proposals: showing residents or a council who a local problem affects before proposing a specific fix
Interview answers: “What would you improve here?”, with the problem, the change and the gain
Pro tip
Say who the problem affects and how much, then the change, then what people gain. When to use this: when you want listeners to adopt a specific change.
Questions & answers
What is problem-solution structure in presentations?
When is problem-solution structure most effective for business presentations?
How do I strengthen the problem portion of problem-solution presentations?
Learn more
Put it into practice
Practice Problem-Solution
Work through examples, then test your understanding in a short quiz. Your progress is saved as you practice.