As a leader, you're constantly faced with challenges that come with growing an organization. And you recognize that the ability to solve problems effectively, across your organization, is essential for survival. That's where the S-Loop framework, developed by leadership expert Chris Holmberg, comes in.
The S-Loop is a cyclical, four-stage problem-solving approach designed to help you tackle complex issues in human systems (e.g., teams, organizations, communities) with greater clarity and confidence.
The S-Loop: A Closer Look
Let's explore each stage of the S-Loop and how you can apply this framework to your organizational challenges.
[Note that this is only an introduction to the S-loop framework, for a more in-depth exploration, including opportunities for discussion and practice, come join us for Leadership and the Middle Path.]
The "Oh, Sh*t! Moment"
Sensing starts with what Holmberg calls the "Oh, sh*t! moment"—that moment when you suddenly realize there's a problem. There's a crisis, a realization that you don't know how to do something.
Stage 1: Sensing – Gathering Information Without Judgment
In Sensing, collect data without letting assumptions or biases cloud your judgment. Gather quantitative and qualitative information, making objective observations. Think systemically by examining the problem through three lenses:
The "It" – the structural elements (e.g., processes, tools, systems, roles, goals, the physical environment)
The "We" – the inter-personal elements (e.g., relationships, the degrees of trust and alignment between and among individuals and teams)
The "I" – the intra-personal elements (e.g., individuals and their knowledge, skills, abilities, mental models, biases and beliefs)
[For more on the systems thinking and the It-We-I model, see this post.]
During Sensing, it’s important to avoid asking "Why?" questions, as they can lead to premature judgments. Focus on "What?", "When?", and "Where?" questions to gather factual information. (We’ll ask “Why?” in the next stage.)
The Knower Trap
The "Knower Trap" is a pitfall that often shows up in the Sensing stage. Defined as blindness caused by certainty, it can manifest as arrogance (believing your opinion is absolute truth) or deference (blindly accepting others' opinions as truth).
To stay out of the Knower Trap:
Cultivate a mindset that integrates confidence and humility
Remind yourself that you don't have all the answers
Stay open to new information and perspectives
Use language that acknowledges your views as opinions rather than facts (instead of “You’re wrong,” consider saying “I disagree”)
Stage 2: Seeking – Identifying Root Causes and Determining Your Goal
In Seeking, you shift from data collection to analysis as you ask, “What story is the data telling us?”
Generate multiple hypotheses about the problem's root causes, looking for non-obvious contributing factors. Prioritize potential causes based on their likelihood and potential impact, and develop testable hypotheses. Test your hypotheses by gathering additional data or running small-scale experiments.
Before moving to the next stage, clearly define your goal—the ideal outcome you're striving for.
The Victim Trap
The "Victim Trap" is the trap of blame. And when problem-solving, it’s something we all fall into (strange thing about being human). It tends to pop-up in Seeking, when we're looking for causes.
We get stuck in the victim trap when we begin attributing problems solely to external factors beyond our control. And when we’re blaming others, problem-solving grinds to a halt.
To get out of the victim trap:
Focus on what you can influence, that over which you have some control
Maintain a proactive mindset of mutual accountability
Ask yourself, "What's my next move?" or "What can I do to improve this situation?"
Use language that emphasizes your ability to create change (instead of “They won’t let me,” try “I failed to convince them”)
Stage 3: Solving – Generating and Selecting Solutions
In Solving, you generate ideas, develop proposals, and make decisions about how to address the problem. To encourage creative thinking and multiple potential solutions, ask, "What could we do?" (instead of “What should we do?”).
Evaluate each option based on criteria (e.g., speed, quality, price, alignment with goals and values, potential risks), decide on an appropriate decision-making method (e.g., authority, majority, consensus), and then choose the best solution.
The Sucker's Choice
The "Sucker's Choice" is a cognitive trap that often emerges during Solving. It's characterized by the false perception that we must choose between two mutually exclusive options, typically framed as achieving desired outcomes or maintaining our values and integrity.
This binary thinking forces an either/or decision between "winning" (achieving goals) and "success" (staying true to one's values and purpose).
For instance, a startup CEO might believe they must choose between rushing an imperfect product to market to beat competitors (winning) or delaying launch to ensure high quality standards (success/values). This narrow framing overlooks potential integrative solutions, such as a phased rollout or strategic partnerships that could accelerate development while maintaining quality.
To avoid the Sucker's Choice:
Seek solutions that address multiple aspects of the problem
Challenge your team to find ways to achieve your goals while honoring your values
Reframe the problem as a "both/and" opportunity rather than an "either/or" dilemma
Recognizing and overcoming the Sucker's Choice can lead to improved performance, increased motivation, and more sustainable results.
Stage 4: Starting – Implementing the Solution
In Starting, you put your chosen solution into action by answering the question Who's going to do what by when?
Develop a clear plan with specific steps, assign responsibilities, secure commitments, and follow up. Monitor progress and make adjustments as needed. Regularly check in with team members to track milestones, identify roadblocks, and celebrate successes.
Applying the S-Loop: A Case Study
Numbat Networks, a rapidly growing software startup, was struggling with low employee morale and high turnover rates. The leadership team knew they needed to act quickly to address these issues before they impacted the company's growth and success.
Sensing
The leadership team started by gathering data on employee satisfaction scores, exit interview trends, and industry benchmarks. They also conducted focus groups with current employees to understand their perspectives and experiences. During this stage, they were careful to avoid the Knower Trap and approached data gathering with curiosity and humility.
Seeking
Through root cause analyses, the team generated multiple hypotheses about the underlying issues, such as a lack of clear career growth paths, inconsistent management practices, limited recognition for high performers, inadequate communication about company direction, and misalignment between individual and organizational values.
To test these hypotheses, they conducted additional surveys and interviews to gather targeted data.
They also defined their ideal outcome: Increase employee satisfaction scores from 61% to 80% and reduce annual turnover from 24% to 10% within 12 months.
During Seeking, the leadership team caught themselves falling into the Victim Trap, blaming external factors like the competitive job market and generational differences for the turnover problem. By asking, "What's our next move?" they shifted back to a mindset of mutual accountability. They recognized environmental influences at play, but focused on the factors within their control.
Solving
The team brainstormed a wide range of potential solutions. These included implementing a formal career development program, providing management training, launching an employee recognition program, establishing regular town hall meetings, and involving employees in re-defining and promoting the company's mission and values.
They evaluated each solution based on its potential impact, feasibility, and alignment with their goals. And through a consensus-based decision-making process, they selected the most promising initiatives to implement.
During Solving, the team faced a Sucker's Choice of investing in long-term employee development versus maintaining short-term productivity. They re-framed this as a "both/and" opportunity and looked for ways to phase in the new programs while minimizing disruption to ongoing work.
Starting
Numbat Networks assigned ownership for each initiative, set milestones and success metrics, and began rolling out the changes. They communicated the plan to employees and gathered feedback to refine the implementation.
Over the next year, they saw steady improvements in employee satisfaction scores and a significant reduction in turnover. By regularly monitoring progress and adjusting as needed, they sustained the positive changes and embedded them into the company culture.
Developing Your Problem-Solving Skills
Becoming a skilled problem-solver requires dedication and practice. To develop your abilities:
Seek out learning opportunities
Find a mentor or coach for guidance and feedback
Engage in peer coaching—collaborating regularly with colleagues
Practice routinely, applying the S-Loop in your daily work
Foster a culture of problem-solving within your team
For more on the S-Loop, join me for my foundational workshop, "Leadership and the Middle Path" (designed by Chris Holmberg) where we dive deeply into the framework and practice applying it to your specific challenges. The workshop provides opportunity to connect with other leaders, gain fresh insights, and enhance your problem-solving approach.
By mastering the S-Loop and learning to recognize and avoid cognitive traps, you can become a more effective leader and guide your organization to achieve its goals.
Further Reading, Reflection
To learn the S-loop problem-solving framework in depth—including opportunities for discussion and practice—come join us for, and bring some of your managers to, our next Leadership and the Middle Path workshop.
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