Problem-Solving Methods for Students　
Practice Guides

In four steps—record → transcribe → draft with generative AI → have a human verify—it walks through how to make meeting minutes and handover materials from a single smartphone, down to the specific app names. By turning what was said into a record, you can reliably leave decisions and a senior’s experience with the team.

A tool that organizes the necessary work and its order into a single diagram by working back from the final deliverable (the goal). By looking ahead to later steps, you prevent overlooking foreseeable tasks and the last-minute “we won’t make it.” The branching of parallel work becomes the division of roles, and each task’s deadline is set from the main event date. Make a first draft with generative AI and finish it with human verification.

A very simple progress-management tool that simply turns tasks into one card each and posts them in three columns—To Do / In Progress / Done. Through the “transparency” of everyone seeing the status of all work, duplication and neglect decrease, and much of the back-and-forth of asking about and reporting progress becomes unnecessary. You can start in minutes with a wall and sticky notes, or with Miro.

A tool for depicting the person you want to reach as one fictional individual (a persona) with a name and even an age, and, together, designing on a single sheet the value (a package) that answers their troubles. Rather than ending at “for everyone,” you fix the plan’s axis toward a person whose face you can see. Because portraits and images can be made with generative AI, many teams make use of it.

In problem-solving, you need to act on the cause behind the phenomenon, not the immediate phenomenon. It is a tool for systematically digging into causes, visualizing them in a tree diagram, and identifying essential challenges. Writing them out while discussing as a team lets you escape off-the-cuff solutions.

A framework that visualizes the challenges of each scene along the emotions in the course of a user experiencing a service. You can review an event or app you planned from “the side of the people who use it.” It is a guide for becoming able to create a full journey map for a local challenge you are interested in.

Introduces the elements you should align with stakeholders when starting a project, and how to proceed. By repeatedly holding heart-to-heart discussions through creating the charter, “what we are doing it for” becomes less likely to waver partway through the activity.

Introduces the thinking and practical methods of the “retrospective” carried out as an activity proceeds. By repeating retrospectives, you can not only improve the team’s condition each time but also preserve experience for the next generation.

A document for clarifying “why we are doing it,” “what we are doing,” and “with what priority we are doing it” at kickoff. Even in a team gathering members from different faculties and years, you can align understanding at the outset.