Solve It! - Book Review
Solve It! The Mindset and Tools of Smart Problem Solvers by Dietmar Sternad is a practical, modern guide that transforms problem solving from something people do by instinct into a structured, learnable skill. The book is aimed at students, professionals, managers, entrepreneurs, and anyone who often feels stuck when facing difficult decisions at work or in personal life. Sternad’s main promise is that anyone can become a smarter problem solver if they adopt the right mindset and use a clear, repeatable process.
The core idea of the book is that smart problem solving is not about having a genius brain or relying on luck; it is about developing specific thinking habits and using simple tools consistently. Sternad draws on research from the science of problem solving, cognitive psychology, and real‑world business experience to show how people can make better decisions and avoid common mental traps such as confirmation bias and analysis paralysis.
What the book is about
Solve It! is positioned as a handbook for everyday and professional problem solving. Sternad explains that problems are unavoidable in work, relationships, health, money, and time management. What separates people who succeed from those who stay stuck is not raw intelligence but how they frame the problem, how they think about options, and how they act.
The author emphasizes the problem‑solving mindset as the foundation of all good decisions. He argues that before any tool or technique is useful, the reader must first learn to pause, stay calm, and ask better questions. This mindset includes curiosity, open‑mindedness, intellectual humility, and a willingness to admit not knowing the answer. These attitudes make it easier to accept new information and change one’s mind when necessary.
Beyond mindset, the book is full of practical methods. Sternad does not want readers to just read; he wants them to practice problem solving repeatedly until it becomes a habit. The book can be used both as a structured course (reading chapters in order) and as a reference guide (picking tools for specific situations).
Five‑step problem‑solving approach
The most powerful part of the book is Sternad’s five‑step problem‑solving framework. He presents these steps as a flexible, repeatable process that can be used for almost any challenge, from small daily issues to large organizational problems. Readers are encouraged to move through the steps consciously at first and then internalize them over time.
1. Understand the real problem
In the first step, Sternad insists that most people waste time and energy because they never truly understand what is wrong. Many rush to generate solutions without asking the key questions: “What is the real problem?” and “Why is this happening?”. The result is that they treat symptoms instead of the root cause.
To help the reader define the problem clearly, Sternad suggests writing a simple problem statement that answers who, what, when, where, and how big the issue is. He also recommends mapping stakeholders (people affected by the problem) and listing measurable symptoms such as lost time, money, or trust. This step reduces the impact of assumptions and biases by grounding the situation in observable facts.
A practical tool in this phase is basic root‑cause analysis, where the reader repeatedly asks “Why?” to dig deeper into the chain of causes. For example, if a project is delayed, asking why five times might reveal not just a missing deadline but also poor planning, unclear roles, or lack of communication. This kind of thinking helps convert a vague stress into a specific, manageable problem.
2. Generate possible solutions
The second step focuses on idea generation. Sternad urges readers to temporarily suspend judgment and produce as many ideas as possible without worrying about feasibility. He explains that creativity often comes from quantity: more ideas increase the chance of discovering at least one strong option.
He offers several techniques to unlock creativity. Mind‑mapping helps the reader visually connect different aspects of the problem. “What‑if” questions invite the brain to imagine different scenarios, such as “What if we had double the budget?” or “What if this problem did not exist?” Another useful method is role‑shifting, where the reader sees the situation from another person’s perspective (a customer, a colleague, or a competitor) to gain new insights.
A powerful insight in this chapter is that constraints can drive creativity. Instead of treating budget, time, or skill limits as enemies, Sternad teaches readers to treat them as design parameters. For example, a tight deadline may force the team to focus on the most essential features, leading to a simpler and more effective solution. This shift of mindset turns limits from obstacles into useful guidelines.
3. Evaluate and select the best option
Once multiple solutions are on the table, the third step is about decision‑making. Sternad explains that good problem solvers do not just pick the first attractive idea; they compare options systematically using simple tools.
One of the central tools he introduces is the decision matrix, where each solution is scored against a set of criteria (for example, cost, time, risk, impact, and ease of implementation). Each criterion is given a weight, and the total scores help the reader see which option aligns best with their goals and constraints. Other tools include classic pros‑and‑cons lists and impact‑effort grids, which help visualize whether a solution is high‑impact with low effort or the opposite.
Sternad stresses that the “best” solution is not always the perfect one. In real life, people must balance trade‑offs. The ideal choice is the one that best fits the current situation, available resources, and priorities. He reminds readers to define their success criteria in advance (for example, “at least 30% improvement in efficiency” or “no major increase in cost”) and use those as anchors when evaluating options.
4. Implement and monitor progress
The fourth step moves from thinking to action. Sternad explains that even brilliant ideas fail if they are not planned and executed well. This step is about turning the chosen solution into a concrete plan and then managing it carefully.
He recommends breaking the solution into clear tasks with specific owners and deadlines. A simple action plan can include columns for task, responsible person, deadline, and expected outcome. This structure makes it easier to coordinate team members and avoid confusion about who should do what.
Another key idea in this phase is monitoring progress. Sternad suggests defining a few simple key performance indicators (KPIs) or milestones that show whether the solution is working. These might be quantitative numbers (such as sales, error rates, or time saved) or qualitative feedback (customer satisfaction, team morale, or quality of output). Regular check‑ins allow the reader to detect early signs of trouble and adjust the plan before it is too late.
5. Learn and adapt
The final step completes the cycle by focusing on reflection and learning. Sternad argues that every problem‑solving experience should leave behind lessons, not just a temporary fix. Without reflection, people tend to repeat the same mistakes again and again.
He suggests that after each major problem, the reader should ask a few simple questions: “What worked?”, “What did not work?”, “What surprised us?”, and “How could we do this better next time?”. These questions encourage honest feedback and help turn isolated successes into repeatable patterns. Over time, this practice builds a strong problem‑solving culture in teams and organizations.
This step also turns the entire process into a feedback loop. Instead of treating each problem as an isolated event, the reader starts to see problems as opportunities to test and improve their methods. As the book progresses, Sternad returns to this idea again and again: the goal is not only to solve one problem, but to get better at solving all future problems.
Read more 7 Rules for a Calm Mind in a Chaotic World
Mindset and psychological insights
Beyond the steps, Sternad devotes a lot of space to the problem‑solving mindset and the psychology behind common errors. He explains that people naturally rely on mental shortcuts called cognitive biases, which can speed thinking but also lead to poor decisions.
One of the most discussed biases is confirmation bias, where people pay more attention to information that supports their existing beliefs and ignore or downplay evidence that challenges them. Sternad encourages readers to actively seek out disconfirming data and ask questions like “What would have to be true for this solution to fail?” This habit reduces the risk of blind spots.
Another common trap is analysis paralysis, where the reader thinks so much about options that they never act. Sternad warns that over‑thinking can be as dangerous as acting too quickly. He suggests setting deadlines for decisions, accepting that some uncertainty is unavoidable, and being willing to learn from small, reversible experiments instead of waiting for perfect information.
He also promotes the idea of intellectual humility. This means accepting that one does not know everything, being open to feedback, and revising one’s views when new facts appear. Sternad points out that smart problem solvers are not those who are always right, but those who are willing to learn from being wrong. This attitude helps maintain motivation and resilience even when problems are complex or emotionally difficult.
Practical tools and frameworks
The book is rich in practical tools that can be used immediately. Some of the most useful include simple forms of root‑cause analysis, decision matrices, mind‑maps, and basic brainstorming rules. These tools are intentionally kept simple so that readers do not need formal training in management or design thinking to apply them.
Sternad also pays special attention to how communication and collaboration affect problem solving. He explains that poorly framed problem statements, vague goals, and unclear roles can turn even simple problems into long conflicts. Clear communication, shared objectives, and regular feedback help groups stay aligned and reduce friction.
For team leaders and managers, the book offers guidance on how to run effective problem‑solving sessions. He suggests preparing a clear agenda, defining roles (such as facilitator, timekeeper, and note‑taker), and creating a safe environment where people feel comfortable sharing ideas without fear of criticism. This kind of structure makes it easier to turn discussions into concrete decisions.
Who should read this book
Solve It! is especially valuable for several groups. Students can use it to improve their study habits, exam preparation, and project planning. Professionals can apply the methods to decision‑making, project management, and conflict resolution. Entrepreneurs and managers can benefit from more structured ways to handle strategy, operations, and customer problems.
Even people outside formal workplaces can gain from the book. It helps with everyday challenges such as budgeting, time management, health choices, and family conflicts. Anyone who feels overwhelmed by recurring problems or who often feels like they are reacting instead of acting will find this book useful.
Final thoughts on the book
Overall, "Solve It! The Mindset and Tools of Smart Problem Solvers" is a clear, practical, and well‑structured guide that turns problem solving from a reaction into a skill. Sternad’s five‑step framework, emphasis on mindset, and simple tools make it accessible to both beginners and experienced decision‑makers.
The book’s main strength is that it does not just talk about ideas; it invites readers to practice. Every chapter includes exercises or reflection prompts that help the reader apply the concepts to their own life. Over time, consistent use of these methods can significantly improve both personal and professional problem‑solving ability.
If you want to stop feeling stuck and start handling challenges with more clarity and confidence, Sternad’s book offers a solid, evidence‑informed path forward. With its focus on practical tools, psychological insight, and repeatable processes, "Solve It!" is a strong addition to any serious reader’s self‑improvement or productivity library.
