Blog - Operational Problem Solving

- Subject Matter Experts and Process –

 
Problem Solvers are often asked to facilitate a root cause analysis session because the problem owner is of the view that the problem is complex.  This article will focus on “how to process/facilitate a root cause analysis for a complex technical problem,” and the use of Subject Matter Experts (SMEs).

During the 1980’s, we were all taught that decision making requires us to think in terms of objectives, alternatives and potential risk. In essence, methodologies focused on making a rational choice and selecting a viable alternative to implement.  Whilst objectives and potential risk remain a constant feature,  we need to critically review the concept of alternatives in current day decision making.

The reason for critical review is two fold. Firstly, potentially an alternative may only provide a part of the future decision outcome, or worse, the decision outcome we are seeking does not have alternatives at present.  The latter is often visible when required to decide solutions for the Information Technology problems.  As Charles Kepner (KEPNER et al (1981).  The New Rational Manager.) already postulated in the eighties, the outcome of a decision is  “what ought to be done”.  This notion of what ought to be done actually implies more that just choosing between alternatives, it postulates that decision making must be a “solution creation” exercise.

We often do ‘root cause analysis’ and conclude that a specific cause is present, for which cause we promptly proceed to solutions, to only find in due course that the same problem recurs.  While in such cases we may seem to be following proper process, we are in actual fact not doing so, else the problem would not recur.  As people who have a natural tendency to jump to conclusion and to fix urgently since this solves the issue.  For tougher problems, to avoid this pitfall, we can exploit the human inclination of quick conclusion and solution, and add a little patience and use more time.  

Try the following sequence (if you are familiar with a KEPNERandFOURIE CauseWise at all levels, this adjusted approach will be familiar to you):

1. Do a Proper Problem Statement with Object and Fault.
2. List 2 or 3 critically unique features of the problem.
3. Now accommodate your urge and list possible causes.
4. Test the possible causes using the “Thinking On Your Feet” Approach, and eliminate those possible causes that is clearly not the cause.  This results in a short-list of possible causes.

IT Service Management Players mostly need to make decisions in a short period of time, failure to make quick effective decisions will delay solutions being implemented and therefore also customer experience.  Involving stakeholders who affect or may be affected by the envisaged decision, sounds onerous, when fast solutions are necessary.