Or, you are feel very guilty about your role in the problem, you may ignore the accountabilities of others.
At this point, it's useful to keep others involved (unless you're facing a personal and/or employee performance problem). Very simply put, brainstorming is collecting as many ideas as possible, then screening them to find the best idea.
Note the difference between "important" and "urgent" problems.
Often, what we consider to be important problems to consider are really just urgent problems. For example, if you're continually answering "urgent" phone calls, then you've probably got a more "important" problem and that's to design a system that screens and prioritizes your phone calls.
It helps a great deal to verify your problem analysis for conferring with a peer or someone else.
If you discover that you are looking at several related problems, then prioritize which ones you should address first.
Therefore, it's often useful to get used to an organized approach to problem solving and decision making.
Not all problems can be solved and decisions made by the following, rather rational approach.
Therefore, you might substitute "problem" for "opportunity" in the following guidelines.) This is often where people struggle. Instead, seek to understand more about why you think there's a problem.
If the problem still seems overwhelming, break it down by repeating steps 1-7 until you have descriptions of several related problems.