In this chapter we draw attention to the importance of problem-solving in public services, beginning by differentiating passive, active and dialectical frameworks for problem-solving. A learning/dialectical framework for problem-solving is then outlined; a practical framework that can be helpful in solving big or little problems, emphasising learning-in-context and involving services users and other stakeholders. This framework, which chapters of the book reference, insists that context and culture are important in framing and reframing problems and in learning processes negotiating solutions. Unlike frameworks that suggest some magic solution, the problem-solving framework suggested emphasises people coming together drawing on practical experience, negotiating how problems should be framed and, where possible, taking the best points from competing solutions, beginning always with framing and (after some learning) reframing the target problem and its interconnections with other problems. Problem-solving occurs in a real world where timescales, budgets and politics influence what is practically possible; these variables too have a place in the problem-solving framework. Dialectics, which sounds abstract and philosophical here, means logically digging into problems to define their root cause and evaluating what activities over time solve or mitigate the problem, expecting connections with other interpenetrating problems and sometimes clashes of ideas and priorities. Curiosity and experimenting are encouraged where possible, including sometimes radical alternatives.