Problem Solving Part 2

Last week we talked about the 6 step problem solving model and the importance of properly defining the problem. We said that it is impossible to solve the problem unless you have properly defined it--otherwise you run the risk of solving the wrong problem or developing a solution that is not sustainable.

Let's talk about step 2: Identify Causes
There are numerous data analysis tools available on the internet and through commercial vendors to help you solve technical problems, but on simpler problems is helpful to simply ask "Why" 5 times. For example:

Why is this machine operating improperly?
(because it is not maintained on schedule)
Why is it not maintained on schedule?
(because no schedule is posted and people forget to do maintenance)
Why is it no schedule posted?
(because that task has not been assigned to anyone)
Why has that task not been assigned to anyone?
(it has not been seen as a high priority task)
Why is it not seen as a high priority task?
(because the supervisor has insisted on maintaining output instead of shutting the machine down for maintenance)

Following the logic above, you can get to the root cause of the problem--the supervisor is insisting on output instead of maintenance. Now you could go further and ask why that is and it could get back to miscommunication, unclear goals, or numerous other causes--including your instructions.

Once I was asked to train bank tellers on how to prolong conversations with customers to learn more about their needs in order to possibly sell them additional products. In one of the first training sessions, the tellers reported that they receive bonus based on how many transactions they complete (not how much they sell). Completing transactions rapidly was seen as a way of reducing wait time for customers. Clearly there was a misalignment between corporate goals and compensation. While this may seem like an unusual occurrence, it is far too common even in a small organization. It is a reminder to constantly check against misalignment between stated goals and expected performance--sometimes employees get caught in the middle.


What to do this week
Take 30 minutes and jot down one or two problems that have continued to plague your organization for some time. Then start the process of asking "Why" 5 times to see where it leads you. If necessary, ask 10 times until you get to what you believe is the root cause of the problem so that it can be solved.