Problem-solving is a foundational competence for healthcare managers, who must address not only clinical challenges but also a wide array of operational, financial, and organizational issues. This chapter explores problem-solving as a systematic process distinct from decision-making, emphasizing its centrality to effective healthcare management. Drawing on both classical management theory and contemporary approaches, it outlines key techniques such as root-cause analysis (RCA), Plan–Do–Check–Act (PDCA), Lean Management, behavioral economics, and Systems Thinking, showing how each can be applied to address specific healthcare challenges. Practical examples illustrate how these methodologies improve patient flow, resource allocation, interdepartmental communication, and technology adoption. The chapter presents a structured problem-solving pathway, beginning with shared problem framing and comprehensive data gathering, and culminating in adaptive implementation, continuous performance monitoring, and institutional learning. It highlights how adaptive leadership, psychological safety, and structured improvisation contribute to solving complex problems in volatile environments. Finally, the discussion addresses the need for sound decision-making processes in the face of uncertainty and competing priorities. By combining analytical rigor with a nuanced understanding of human and systemic factors, healthcare managers can transform organizational obstacles into opportunities for improvement, delivering safer, more efficient, and patient-centered care in an increasingly dynamic landscape.