{"id":2954,"date":"2026-08-02T14:03:11","date_gmt":"2026-08-02T12:03:11","guid":{"rendered":"https:\/\/www.o2c2.eu\/?page_id=2954"},"modified":"2026-08-02T14:03:11","modified_gmt":"2026-08-02T12:03:11","slug":"insights-problem-solving-styles","status":"publish","type":"page","link":"https:\/\/www.o2c2.eu\/en\/insights\/insights-problem-solving-styles\/","title":{"rendered":"Problem-solving styles"},"content":{"rendered":"<section class=\"l-section wpb_row height_medium\"><div class=\"l-section-h i-cf\"><div class=\"g-cols vc_row via_flex valign_middle type_default stacking_default\" style=\"--additional-gap:15px;\"><div class=\"vc_col-sm-3\/5 wpb_column vc_column_container\"><div class=\"vc_column-inner\"><div class=\"wpb_wrapper\"><nav class=\"g-breadcrumbs us_custom_d8c43b5d has_text_color separator_icon align_none\" itemscope itemtype=\"http:\/\/schema.org\/BreadcrumbList\"><div class=\"g-breadcrumbs-item\" itemscope itemprop=\"itemListElement\" itemtype=\"http:\/\/schema.org\/ListItem\"><a itemprop=\"item\" href=\"https:\/\/www.o2c2.eu\/en\/\"><span itemprop=\"name\">Home<\/span><\/a><meta itemprop=\"position\" content=\"1\"\/><\/div><div class=\"g-breadcrumbs-separator\"><i class=\"far fa-chevron-right\"><\/i><\/div><div class=\"g-breadcrumbs-item\">Pages<\/div><\/nav><div class=\"w-separator size_small\"><\/div><div class=\"wpb_text_column\"><div class=\"wpb_wrapper\"><p><b>Problem-solving styles are natural, consistent preferences in the way people approach change, process information, and make decisions when solving problems.<\/b> They can be scientifically measured using the VIEW assessment, which distinguishes three dimensions: orientation toward change, information processing style, and decision-making style. Styles are value-neutral\u2014there are no \u201cbetter\u201d or \u201cworse\u201d styles\u2014but teams that understand and leverage these differences demonstrably solve problems faster and more creatively.<\/p>\n<\/div><\/div><div class=\"w-separator size_small\"><\/div><\/div><\/div><\/div><div class=\"vc_col-sm-2\/5 wpb_column vc_column_container imgtopleftradius has_bg_color stretched\"><div class=\"vc_column-inner us_custom_04b9bfcc\"><div class=\"wpb_wrapper\"><\/div><\/div><\/div><\/div><\/div><\/section><section class=\"l-section wpb_row height_small\"><div class=\"l-section-h i-cf\"><div class=\"g-cols vc_row via_flex valign_top type_default stacking_default\"><div class=\"vc_col-sm-10 wpb_column vc_column_container\"><div class=\"vc_column-inner\"><div class=\"wpb_wrapper\"><div class=\"wpb_text_column\"><div class=\"wpb_wrapper\"><h3>Style Is Not a Skill<\/h3>\n<p>First, let\u2019s clear up a misunderstanding. \u201cHe isn\u2019t creative\u201d is a statement about skill or ability. A problem-solving style says something else: not <i>how well <\/i>someone solves problems, but <i>how <\/i>someone naturally prefers to do so. Two equally talented colleagues can approach the same issue in completely different ways\u2014one by improving what already exists step by step, the other by questioning everything.<\/p>\n<p>Both approaches are valuable, in different situations. The problem arises when teams fail to recognize that difference: then the improver is labeled \u201cconservative\u201d and the innovator \u201cchaotic,\u201d and the team loses precisely the tension that could make it productive.<\/p>\n<p>A second nuance: style is a <i>preference<\/i>, not a straitjacket. Those who know their own style can consciously choose to behave differently when the situation calls for it. That ability\u2014<b>cognitive flexibility<\/b>\u2014can be trained, and it starts with self-awareness.<\/p>\n<\/div><\/div><\/div><\/div><\/div><div class=\"vc_col-sm-2 wpb_column vc_column_container\"><div class=\"vc_column-inner\"><div class=\"wpb_wrapper\"><\/div><\/div><\/div><\/div><\/div><\/section><section class=\"l-section wpb_row height_auto\"><div class=\"l-section-h i-cf\"><div class=\"g-cols vc_row via_flex valign_top type_default stacking_default\"><div class=\"vc_col-sm-1 wpb_column vc_column_container\"><div class=\"vc_column-inner\"><div class=\"wpb_wrapper\"><div class=\"w-separator size_medium\"><\/div><\/div><\/div><\/div><\/div><\/div><\/section><section class=\"l-section wpb_row height_auto\"><div class=\"l-section-h i-cf\"><div class=\"g-cols vc_row via_flex valign_top type_default stacking_default\"><div class=\"vc_col-sm-12 wpb_column vc_column_container\"><div class=\"vc_column-inner\"><div class=\"wpb_wrapper\"><div class=\"w-separator size_medium\"><\/div><div class=\"wpb_text_column\"><div class=\"wpb_wrapper\"><h2>The Three Dimensions of the VIEW Assessment<\/h2>\n<p>VIEW: An Assessment of Problem Solving Style, developed by Selby, Treffinger, and Isaksen, measures three independent dimensions:<\/p>\n<h4>1. Orientation to change: Explorer or Developer<\/h4>\n<p>How do you deal with change, structure, and authority? <b>Explorers <\/b>seek out the radically new: they challenge existing frameworks, are eager to leap into the unknown, and get bored with optimization. <b>Developers <\/b>innovate within the existing framework: they improve step by step, build on what works, and ensure that innovations are also implementable.<\/p>\n<p>Organizations need both: Explorers without Developers produce ideas that never take root; Developers without Explorers optimize themselves out of relevance.<\/p>\n<h4>2. Manner of Processing: external or internal<\/h4>\n<p>Where do you prefer to process information? People with an <b>external <\/b>preference think while talking: they need interaction to form their thoughts and thrive in lively sessions. People with an <b>internal <\/b>preference think first and speak afterward: they process information best in silence and come up with well-thought-out contributions\u2014if given the space.<\/p>\n<p>This explains why traditional brainstorming sessions systematically miss half of the thinking potential: open group discussion favors external processors, while internal processors are never able to share their best ideas. Effective facilitation therefore alternates between quiet, individual work methods and interaction.<\/p>\n<h4>3. Ways of Deciding: Task-Oriented or People-Oriented<\/h4>\n<p>What carries the most weight when you\u2019re making decisions? <b>Task-oriented <\/b>decision-makers base their decisions on logic, criteria, and results; they want the objectively best option. <b>People-oriented <\/b>decision-makers first weigh the impact on people, support, and harmony; they want the option that the group stands behind.<\/p>\n<p>Again: neither style is better or worse. A decision that makes logical sense but lacks support is just as worthless as a supported decision that is substantively flawed.<\/p>\n<h3>What this means for teams<\/h3>\n<p>The practical power of problem-solving styles lies in teamwork:<\/p>\n<p><b>Team composition. <\/b>Homogeneous teams feel comfortable and make decisions quickly\u2014but systematically miss the same blind spots. Cognitively diverse teams struggle more, but perform better on complex problems. Research on collective intelligence confirms this: diversity in thinking styles is a better predictor of team performance than the sum of individual IQs.<\/p>\n<p><b>Conflict prevention. <\/b>Many \u201cpersonality clashes\u201d in teams are actually differences in thinking styles. When a team knows its VIEW profiles, \u201che always drags his feet\u201d becomes \u201cshe makes task-oriented decisions and I make people-oriented ones\u2014let\u2019s do both checks.\u201d The same behavior, a completely different conversation.<\/p>\n<p><b>Facilitation and leadership. <\/b>Anyone facilitating a session or leading a team can tailor the process to the styles present: quiet writing rounds for internal processors, space for exploration for Explorers, and implementation questions for Developers.<\/p>\n<p>That\u2019s why the VIEW model is fully integrated into the <a href=\"https:\/\/www.o2c2.eu\/academie\/opleidingen-innovatie\/cps-6-1-facilitator-certificatie\/\"><u>CPS 6.1 Facilitator Certification<\/u><\/a>: each participant receives their own VIEW feedback and learns to manage style differences productively.<\/p>\n<\/div><\/div><div class=\"wpb_text_column\"><div class=\"wpb_wrapper\"><h3><\/h3>\n<h3>VIEW vs. Other Assessments<\/h3>\n<p>\u201cAnother test?\u201d is a natural reaction\u2014the market is flooded with color models and typologies, and many teams have already taken three of them. Five reasons why VIEW is in a league of its own:<\/p>\n<p><strong>Specifically designed for problem-solving.<\/strong><\/p>\n<p>General personality models (MBTI, DISC, Insights) describe <strong>who you are in general<\/strong>. VIEW measures how you tackle a problem you haven\u2019t solved yet\u2014<strong>how you handle change, information, and decisions under uncertainty<\/strong>. This is precisely the behavior that matters in innovation, change, and teamwork. Personality tests answer the \u201cwho\u201d question; VIEW answers the \u201chow\u201d question.<\/p>\n<p><strong>Continuous dimensions, no boxes.<\/strong><\/p>\n<p>VIEW doesn\u2019t assign a four-letter type or a color. Each of the three dimensions is a continuous scale: your profile shows where your preference lies and how pronounced it is. That\u2019s closer to reality than a box\u2014and it prevents a label from taking on a life of its own.<\/p>\n<p><strong>Scientifically validated.<\/strong><\/p>\n<p>VIEW was developed by Selby, Treffinger, and Isaksen, building on over forty years of research into creative problem-solving. The reliability and validity data have been published; the instrument is supported by more than eighty peer-reviewed articles and thirty doctoral dissertations; and it has been administered to hundreds of thousands of professionals worldwide. Many popular typologies do not pass that test.<\/p>\n<p><strong>Value-neutral by design.<\/strong><\/p>\n<p>There are no \u201cgood\u201d or \u201cbad\u201d profiles\u2014an Explorer is no more creative than a Developer, and an internal processor is no less engaged than an external one. This removes the incentive to give socially desirable answers and prevents labels that pigeonhole people. The tool encourages flexibility rather than pigeonholing.<\/p>\n<p><strong>A complement, not a replacement.<\/strong><\/p>\n<p>VIEW does not conflict with what your team was already doing. MBTI or Insights tell you who people are; VIEW tells you how they approach a problem\u2014two languages that can coexist. The difference lies in how they\u2019re used: a VIEW profile only becomes truly interesting when viewed alongside the profiles of the rest of the team, as a starting point for concrete working agreements on how the team meets, makes decisions, and handles disagreements.<\/p>\n<p>The assessment and feedback are provided by a <a href=\"https:\/\/www.o2c2.eu\/netwerk\/gecertificeerde-view-gebruikers\/\"><u>certified VIEW practitioner<\/u><\/a>, who translates the results into the team context.<\/p>\n<\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/section><section class=\"l-section wpb_row height_auto\"><div class=\"l-section-h i-cf\"><div class=\"g-cols vc_row via_flex valign_top type_default stacking_default\"><div class=\"vc_col-sm-12 wpb_column vc_column_container\"><div class=\"vc_column-inner\"><div class=\"wpb_wrapper\"><div class=\"wpb_text_column\"><div class=\"wpb_wrapper\"><h3><\/h3>\n<h3>Getting Started with Problem-Solving Styles<\/h3>\n<p>Three approaches, depending on your situation:<\/p>\n<p><b>For your team. <\/b>Conduct a VIEW team assessment with guided feedback: each team member receives their profile, and the team learns to leverage their differences. Often combined with an assessment of the <a href=\"https:\/\/www.o2c2.eu\/netwerk\/gecertificeerde-soq-gebruikers\/\"><u>innovation climate (SOQ)<\/u><\/a>\u2014styles reveal how individuals think, while climate or environment reveals whether that thinking is allowed.<\/p>\n<p><b>For yourself as a coach, consultant, or facilitator.<\/b> Become a certified VIEW practitioner and add a scientifically grounded tool to your toolkit. o2c2 guides <a href=\"https:\/\/www.o2c2.eu\/en\/consultants-advisors\/\"><u>consultants and<\/u><\/a> <a href=\"https:\/\/www.o2c2.eu\/en\/consultants-advisors\/\"><u>advisors<\/u><\/a> through this process.<\/p>\n<p><b>For your organization. <\/b>Integrate style awareness into a broader process focused on <a href=\"https:\/\/www.o2c2.eu\/en\/organizations\/solutions\/building-innovation-capability\/innovation-culture\/\"><u>innovation capacity<\/u><\/a>\u2014from team development to facilitator training.<\/p>\n<p>Curious about what problem-solving styles can do for your team? <a href=\"https:\/\/www.o2c2.eu\/en\/make-an-appointment\/\"><u>Schedule an<\/u><\/a> <a href=\"https:\/\/www.o2c2.eu\/en\/make-an-appointment\/\"><u>appointment<\/u><\/a> for an introductory meeting.<\/p>\n<h3>Frequently Asked Questions<\/h3>\n<p><strong>What is the difference between a problem-solving style and a skill?<\/strong><\/p>\n<p>A skill indicates how well you can do something and can be trained to a higher level. A style indicates how you naturally prefer to approach things and is value-neutral: an Explorer isn\u2019t more creative than a Developer\u2014they\u2019re just creative in different ways. That\u2019s why a style profile doesn\u2019t predict performance, but rather which approach energizes someone and where their blind spots lie.<\/p>\n<p><strong>What is the difference between VIEW and personality tests such as MBTI or DISC?<\/strong><\/p>\n<p>Three differences.<\/p>\n<p><i>Focus<\/i>: Personality models describe who you are in general; VIEW specifically measures how you tackle problems\u2014the behavior that matters when it comes to innovation and change.<\/p>\n<p><i>Evidence<\/i>: VIEW has published reliability and validity data from peer-reviewed research\u2014a test that many popular typologies fail to meet.<\/p>\n<p><i>Design<\/i>: VIEW doesn\u2019t have \u201cgood\u201d or \u201cbad\u201d profiles, so there are no socially desirable answers and no labels\u2014it measures preferences across three continuous dimensions rather than pigeonholing people into a type or color.<\/p>\n<p><strong>Can my style change?<\/strong><\/p>\n<p>Your natural preference is fairly stable over time. What does grow with awareness and practice, however, is your ability to work outside your preference when the situation calls for it\u2014cognitive flexibility. The goal of a VIEW program is therefore not to change your style, but to expand your repertoire.<\/p>\n<p><strong>Is there an ideal team composition?<\/strong><\/p>\n<p>No. It\u2019s not about the \u201cright mix,\u201d but about awareness: a homogeneous team that recognizes its blind spots can compensate for them; a diverse team that doesn\u2019t understand the differences gets bogged down in conflict. The assessment primarily shifts the conversation\u2014from personality clashes to differences in style.<\/p>\n<p><strong>How long does a VIEW assessment take?<\/strong><\/p>\n<p>Filling out the assessment itself takes about fifteen minutes online. The value lies in the feedback: individually or as a team, guided by a certified VIEW practitioner who translates the profiles into the specific team context.<\/p>\n<\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/section>\n","protected":false},"excerpt":{"rendered":"HomePagesProblem-solving styles are natural, consistent preferences in the way people approach change, process information, and make decisions when solving problems. They can be scientifically measured using the VIEW assessment, which distinguishes three dimensions: orientation toward change, information processing style, and decision-making style. Styles are value-neutral\u2014there are no \u201cbetter\u201d or \u201cworse\u201d styles\u2014but teams that understand and...","protected":false},"author":2,"featured_media":0,"parent":1321,"menu_order":2,"comment_status":"closed","ping_status":"closed","template":"","meta":{"_acf_changed":false,"content-type":"","_mo_disable_npp":"","_monsterinsights_skip_tracking":false,"footnotes":""},"class_list":["post-2954","page","type-page","status-publish","hentry"],"acf":[],"aioseo_notices":[],"aioseo_head":"\n\t\t<!-- All in One SEO 5.0.0.1 - aioseo.com -->\n\t<meta name=\"description\" content=\"Probleemoplossingsstijlen zijn natuurlijke voorkeuren in hoe mensen problemen benaderen. 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