How can you identify the root cause of a problem before developing solutions?

In my experience, the key to uncovering the root cause lies in a blend of analytical thinking and empathetic understanding. I often start by asking 'why' repeatedly, peeling back the layers of an issue like an onion. This method, inspired by Sakichi Toyoda's Five Whys technique, has been incredibly effective in my team's approach to problem-solving. But there's more to it than just asking questions. It's about creating an environment where every team member feels comfortable voicing their observations and concerns. This culture of open communication has been a game-changer for us. It turns problem-solving into a collaborative journey rather than a solitary quest.

First thing first, you shall ensure identify and define the problem/issue itself, once the issue been identified information about this issue shall be gathered and ensure all the information are clear and right. After that, by using all the information and data gathered to identify the major and minor factors of the problem encouraging everyone involvement in this root cause analysis to identify these factors. Once we gathered enough potential causes, carefully analyze each one. At this point, we should have generated a significant number of possible reasons for the problem, and not all of them will be relevant. After careful analysis and discussion with the team, you should end this step with a good idea of what’s causing the problem.

In finding the root causes of a problem, one has to identify both internal and external factors and find or develop ways to avoid the notable factors for better and improved results in a timely manner.

Use but Why strategy to get to the root course of an identified problem by thinking both in and out of the box without any biases

L'écoute active de tes collaborateurs t'amènera à trouver par le biais d'un jeu d'écoute, question, reformulation les véritables causes et de définir les réels problèmes. Si tu ne fais qu'un tour d'écoute, alors tu seras faussé par les émotions et les opinions au lieu de travailler avec la matière factuelle.

Asking the right why is more important than the “whys”. For example, a project is delayed. This is a bad example: Why is it delayed? Why there isn't control over it? Why wasn't it planned properly? Why did we choose this project manager? Instead, we should drill downwards: Why is a specific task overrun? Why is there insufficient manpower? Why is project B using our resources? From this, you will then be able to get the root cause that B has been stealing your people.

The combination of strategies will complement the efforts needed in finding solutions to an identified problem. In solving a problem, the Why's will expose the needed contributing factors to come up using the Fishbone for solution actualisation. Then one can also put it in a virtual diagrammatic form using flowchart logical flow.

[1] Create a model that maps out the various factors and their interrelationships that contribute to the problem. This method is particularly useful for complex issues where multiple factors are interdependent. [2] Integrate RCA into a continuous improvement cycle, like Kaizen or Six Sigma, where the focus is not just on solving the problem but also on making iterative improvements to processes and systems. [3] Encourage managers to ask, "What if the problem had not occurred?" This thought experiment can help in identifying conditions that could have prevented the problem, thus leading to potential root causes.