Problem solving work is most effective when you align your natural cognitive strengths with the specific demands of the challenge at hand.
Key takeaways
- Your approach to problem solving work is a direct reflection of your unique work personality and natural preferences.
- Effective teams balance different problem-solving styles – from the analytical Evaluator to the imaginative Pioneer – to avoid cognitive blind spots.
- Adapting your style to the situation is a skill that can be developed through self-awareness and practical frameworks.
- Conflict during problem solving is often just a mismatch in communication styles rather than a disagreement on the goal.
We’ve all been there. You’re sitting in a meeting room, staring at a whiteboard that’s supposed to hold the answer to a major project hurdle, but instead, it just feels like everyone is speaking a different language. One person wants to dive into the data, another is already sketching out a five-year vision, and a third just wants to know what the first task is. It’s exhausting. You start to wonder why something that should be a collaborative win feels like a constant uphill battle against your own colleagues.
The truth is that problem solving work isn't just about the problem itself. It's about the people trying to solve it. At Compono, we’ve spent over a decade researching how high-performing teams actually function. We’ve found that the friction you feel isn’t usually caused by a lack of talent or a bad idea. It’s caused by a clash of work personalities. You aren’t broken, and neither is your team – you’re just approaching the puzzle from different angles without a map to guide you.
When you understand that your brain is wired to see certain patterns while ignoring others, the frustration starts to lift. You stop taking it personally when a teammate questions your logic and start seeing it as a necessary check and balance. This is the foundation of moving from reactive firefighting to strategic, sustainable problem solving work that actually moves the needle for your career and your organisation.
Your work personality is the dominant preference you have for certain types of activities. In the context of problem solving work, this acts as a filter. For example, if you are an Evaluator, your first instinct is to weigh up alternatives and test ideas against hard data. You’re the maestro of strategising, but you might occasionally miss the human element or the need for a bold, non-linear leap. On the other hand, a Pioneer thrives on imagination and doing things differently, but they might struggle with the methodical follow-through required to actually implement the solution.
Neither of these approaches is "better" than the other. In fact, a team made entirely of Evaluators might suffer from analysis paralysis, while a team of Pioneers might start ten brilliant projects and finish none of them. The magic happens when you recognise these tendencies in yourself and others. If you’re curious about which of these patterns fits you, Hey Compono can show you your dominant style in about ten minutes.
Understanding your blueprint allows you to "flex" when the situation demands it. Sometimes a problem needs a Directive Leadership approach – clear, structured, and fast. Other times, it requires a Democratic approach where every voice is heard to spark innovation. By knowing your starting point, you can consciously choose to move along the continuum of leadership styles to find the right fit for the task at hand.
Through our research into high-performing teams, we’ve identified eight key work activities that are essential for success. When it comes to problem solving work, these actions ensure that a solution is not only creative but also practical and sustainable. These activities include Evaluating, Coordinating, Campaigning, Pioneering, Advising, Helping, and Doing. If your team is missing one of these elements, the problem-solving process will likely feel lopsided or incomplete.
Consider the Coordinator. They are the backbone of efficient problem solving, focusing on structure, order, and methodical decision-making. They ensure that once a solution is chosen, there are clear roles, authority, and regular updates to keep everyone on track. Without a Coordinator, even the most brilliant solution can fall apart during the execution phase because nobody knows who is responsible for what. They turn the "what if" into a "how to".
Then there is the Doer. While others are still debating the finer points of the strategy, the Doer is looking for the practical, hands-on tasks that can be started immediately. They provide the reliable, consistent performance that turns plans into reality. In a high-pressure environment, having a mix of these personalities ensures that problem solving work doesn't just stay on the whiteboard but actually gets delivered to the people who need it. Some teams use Hey Compono to map these roles out visually, making it obvious where the gaps are before a project even begins.
Conflict is an inevitable part of problem solving work, but it doesn't have to be destructive. Most workplace conflict arises because of a mismatch in communication styles. An Evaluator might come across as blunt or overly critical to a Helper, who is naturally focused on team harmony and emotional well-being. The Evaluator isn't trying to be mean – they are trying to be objective. The Helper isn't trying to be soft – they are trying to ensure the team doesn't burn out in the process.
To navigate this, you need to speak the other person's language. If you're a Campaigner trying to sell a dream to an Auditor, don't just talk about the vision. Show them the data. Walk them through the plan step-by-step. Conversely, if you're an Auditor, try to engage with the Campaigner's energy before diving into the details. Recognising that everyone has a different set of "don'ts" – like not rushing an Auditor or not confining a Campaigner to routine tasks – can prevent 90% of the friction that stalls progress.
Effective leaders are flexible. They change their approach based on the team's needs and the demands of the task. If the team is stuck in a rut, they might adopt a Non-Directive style to allow for more autonomy and innovation. If a deadline is looming and the team is scattered, they might switch to a Directive style to provide the necessary structure. This isn't about changing who you are; it's about expanding your toolkit so you can handle any version of problem solving work that comes your way.
Key insights
- Problem solving work fails when teams lack cognitive diversity or fail to respect different work personalities.
- Success requires a balance of eight core work actions: Evaluating, Coordinating, Campaigning, Pioneering, Advising, Helping, and Doing.
- Self-awareness is the first step toward leadership flexibility, allowing you to adapt your style to the urgency and complexity of the task.
- Workplace conflict is often a communication breakdown that can be solved by understanding the "do's and don'ts" of each personality type.
Understanding how you and your team approach problem solving work is the fastest way to improve your daily experience at work. You don't have to guess why things feel difficult or why certain projects always seem to stall. By leaning into the science of work personality, you can build a more cohesive, effective, and less stressful career.
There is no single "best" type. Effective problem solving requires a mix of styles. Evaluators are great for analysis, Pioneers for innovation, and Coordinators for execution. The best teams are the ones that have a diverse range of personalities and know how to use them.
They might be an Evaluator or an Auditor. Instead of taking it personally, recognise that they are trying to identify risks to ensure the final solution is robust. Provide them with the data they need and ask for their help in building a better process.
While your natural work personality is relatively stable, you can learn to "flex" your style. This means consciously choosing to be more directive or more collaborative depending on what the situation needs, even if it feels a bit unnatural at first.
You might have too many of the same personality type, leading to groupthink, or you might be missing a Coordinator to turn those ideas into an action plan. Try defining clear roles before the session starts to ensure every stage of the process is covered.
Hey Compono provides a framework to understand your natural work preferences. By identifying the dominant styles in your team, you can spot gaps in your problem-solving process and learn how to communicate more effectively with colleagues who think differently than you do.