Blog - Operational Problem Solving

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. 

So many times, teams would work tirelessly to develop the best possible solution for a company to emerge from a disaster or to achieve a highly valuable objective, just to see all their efforts going up in smoke. We never seem to find a problem with the motivation of the team at the beginning of a project, but somehow that same team loses their motivation and will to effectively implement a solution.

THE ANCHOR FOR SUCCESSFUL DECISION MAKING

(Even if we often do not believe it!)

You often hear from problem solvers that while they solve sticky organizational issues, their bosses do not actually believe that their work activity contributes to the bottom line.  The foregoing may often result because the relevant decision maker does not make a link between work activity and revenue generating ability in a business.  However, we have to accept that all activity in a business, at some point will find its way to the income statement, either above or below the line, affecting the profit calculated.