Your team is facing a major problem. How can you use logical reasoning to identify the root cause?

The Root Cause Analysis or The 5 Whys method is a powerful and straightforward approach to root cause analysis used in various industries worldwide. It focuses on asking why a problem happened and then repeating “Why?” four more times until you find the main cause. Imagine you’re running late because your car won’t start. You could scream, “Why today?!” and leave it at that. But what if you asked “Why?” five times to figure it out? First, “Why?” The battery is dead. “Why?” The lights were left on. Why? ….. because there’s no reminder chime when you leave the car with the lights on. You’ve found something doable that can help resolve the matter. You start with a problem and ask “Why?” repeatedly until you unearth the root cause.

To use logical reasoning to identify the root cause of a major problem, I would follow these general steps: • Gather information. • Define the problem clearly. • Identify potential causes. • Construct hypotheses. • Test hypotheses. • Analyze relationships. • Eliminate unlikely causes. • Identify the most likely root cause. • Validate the root cause. • Communicate and implement solutions. Throughout this process, it's important to remain objective, consider multiple perspectives, and rely on factual evidence and sound logical reasoning to arrive at the most accurate and comprehensive understanding of the root cause.

One acronym that I've found helpful for problem solving is IDEAL : - I : Identify the problem This step is key in any problem solving situation. - D : Describe the outcome The very definition of a problem is a mismatch between the actual and desired situation. If we want to solve the problem we must be able to describe EXACTLY what the desired situation looks like. - E : Explore possible solutions There are multiple solutions to a problem - the art is in finding the optimal one. - A : Act Once the solution is identified we need to take action - make things happen. - L : Look and learn Once the problem is solved we should ask ourselves : what did we learn and what can we do in order to avoid this kind of problems in the future.

Over a period I have realized, Only work or professional reasons couldn't be the only reason, many a times personal issues also impact work life and leads to teams failure. If the drop is happening for 1st time one doesn't need to be harsh with hard numbers but need to have a motivational discussion and as a leader one has to lead from the front and show new ways to grow. If the fall is repeating, a Leader should also check on mental health and if all is well on personal front. If the performance is still not improving, here comes the point where leader should highlight all numbers, data points with all facts. Constant monitoring and guidance is now required to be given for recovery . Team bonding & enjoying small success matters more

Use logical reasoning to identify the root cause of problem. Follow structured problem-solving methodology One such methodology is the DETECT. Discover the problem: Start by gathering information about the problem & its symptom Explore the conditions: Investigate the conditions under which the problem occurs & try to identify any patterns or correlations Track down possible approaches: Brainstorm possible solutions & approaches to addressing the problem Execute the most likely approach: Choose the most promising approach & implement it Check for success: Evaluate the results of the implemented approach to see if it has resolved the problem Tie up loose ends: Make any necessary adjustments & ensure that the problem has been fully resolved

1. Clearly define the problem your team is facing. 2. Collect relevant data, information, and evidence related to the problem. 3. Use the "5 Whys" technique to systematically ask why the problem occurred. 4. Based on the information gathered, formulate hypotheses or potential explanations for the problem. 5. Evaluate the evidence gathered against each hypothesis to determine its validity and relevance. 6. Challenge and test any assumptions underlying your hypotheses. 7. Be open to considering alternative explanations or perspectives on the problem. 8. Once the root cause has been identified, develop targeted solutions to address it effectively.

Define the Problem: Start by clearly stating the problem. What exactly is going wrong? Being precise helps in focusing your analysis. Gather Data: Collect all relevant information about the problem. This could include when the issue first appeared, under what circumstances it occurs, and any patterns or trends related to it. Analyze the Data: Look for patterns or discrepancies in the data. Use deductive reasoning to eliminate unrelated factors and inductive reasoning to identify potential causes based on the evidence. Identify the Root Cause: Through this process of elimination and verification, narrow down to the most probable cause . Develop a Solution: Once the root cause is identified, brainstorm potential solutions to address it.

I always prefer to use Detective and Investigation technique to identify the problem in a close group discussion till the time we don't find the actual seepage. I have seen such cases generally comes at the time of either appraisal or when the project is going to complete with success or failure tag. People have a tendency to shift tags from one shoulder to another. Leader must always perform 360* to assess the final outcome and politically convey to the team to their satisfaction. Important element here is meeting / discussion shouldn't end till the time you have a golden handshake.

Sometimes doing a full root cause analysis may take time, if the problem affects team productivity this time maybe crucial. In some cases an intermediate step might be necessary. When a temporrary solution can be identified, it might be worth considering the effort this solution will require vs. the time until root cause can be found an thus a full solution implemented. However, it is important to remember that the intermidiate solution is just that. It might be tempting to just leave it at that but it will usually be a mistake. Even if such a solution was implemented understanding the root cause of the problem is necessary so it doesn't cause additional problems in the future.

Investigative part may sometimes need outside help as well, if done internally, the key source are the people directly involved in the process. They can point out to where the seepage is.

I always follow the DONE strategy D: Determine and Define O: Observe and Outline N: Navigate and Numerate E: Execute and Evaluate Once we have determined and defined the problem, we should OBSERVE the impact of the problem by gathering data and understanding results of test/use cases and services, as well as OUTLINE its severity. After all, we can't always be lucky enough to have one problem/issue to solve at a time :) So, based on information gathered, severity, and impact, we should be able to prioritize the problems to be solved.

Collecting information directly related to the problem and utilize the various sources like reports, feedback, and observations. Ensuring data is up to date to provide an accurate picture also, obtaining a comprehensive view to avoid overlooking crucial details and double verify the reliability and accuracy of the information gathered.

Collect relevant data and information related to the problem at hand. This could include performance metrics, customer feedback, and any other relevant documentation or reports. Utilize surveys, interviews, and observations to gather insights from team members and stakeholders. Ensure that the information gathered is accurate, reliable, and comprehensive, covering various aspects of the problem. By gathering sufficient information, you can gain a deeper understanding of the situation and identify potential factors contributing to the issue, enabling you to make informed decisions and take appropriate actions to address the root cause.

1- Analyze the Gather information. 2- Identify the root cause. 3- Logical applicable solution. 4- Ensure implementation of Solution. 5- Check the progress. 6- Analyze the current stage of problem if good continue if required improvise the solution.

Deep diving into the issue is required and it can be done by collecting all relevant information /data from the groups or individuals involved. Also one would need to analyse which information is correct and based on analysis irrelevant information needs to be taken out in order to reach to the solution

Optimum skill allocation: Sometimes, many problems are resolved through the allocation of right skills for the job. Many times projects get into tight spots because the resources working their respective parts are not contributing to their fullest. This may lead to delays and bottlenecks in the project. Sometimes, the most skillfull resources also fail at the job because they are handling too many areas of the project. This is where we need to analyze the skills available and allocate them aptly to meet project expectations and timelines and also increase productivity.

First, identify the problem and its reasons, the implications following that Problem. Look for the several options, identifying for each solution, the positive and the negative aspects. Follow the best solution, when taking in consideration, the most positive outcome, versus the time to implement, and with the least negative consequences. Always be analytical while addressing a problem, simplifying what should be the options, but taking in consideration every variable of consequence (positive and negative) from each solution.

Gathering information is a great way to take a step back and attempt to view the problem with a fresh lens. When a problem occurs it has a way of negatively triggering our emotions. This can cause us to lose focus of our overall goal. For example, as an account manager the goal is all about eliminating the issue for my client. This allows me to take myself and my emotions out of the equation. By doing this we expand the depth of the data we gather. It’s possible that the root of the problem didn’t directly involve me. So, I reach out to previous individuals who managed the account for historical context. Sometimes we have to realize that the problem isn’t about us, but we are the heroes responsible for rescuing our clients from it.

This is a critical step to arrive at the conclusion with the gathered information.Selecting a proper tool based on the nature of the problem is important and in this step,perhaps one may tend to conclude with the root cause already in mind(based on the nature of problem or similar experiences),it should be emphasized that the person should be unbiased, approach with the gathered data and critical thinking and aim to arrive at an exact root cause to address the issue.

After the information is gathered, using the basic understanding of the whole defined problem statement itself, one needs to do the fact checks. E.g in a conflict between two teammates we have to hear both sides first and then analyse based on the relevent information which thing trigged the conflict and eventually caused the issue

To identify the root cause of a major problem being faced by my team, I would use logical reasoning by systematically analyzing data, generating hypotheses, testing them, and drawing conclusions to identify the root cause of the problem. Define the problem: Clearly articulate the issue and its impact on the team's goals or performance. Gather data: Collect relevant information, including any recent changes, incidents, or patterns related to the problem.

Look for recurring trends or correlations within the data and compare the different datasets or sources to identify discrepancies or commonalities. then determine which pieces of information are most relevant or significant to the problem. Explore potential cause-and-effect relationships among the data points and utilize both numerical and descriptive methods to gain insights.

Recently, we faced a similar issue in our team case. What we did as a team was to break down the problem into multiple sub issues followed by - brainstorming each problem into individual parts and solution it - reassembling the entire issue again if a solution of part has changed anything - challenging the existing ways of working - gradually resolving the entire issue

Una vez recolectada la información, comienza la fase de análisis. Me ha resultado siempre muy útil contar en esta etapa del proceso con la mirada de muchas personas. Experimentados y jóvenes, personas con conocimiento específico y otros que recién comenzaban. Cada uno, aporta desde un lugar diferente, pero TODOS aportan algo. Recomiendo utilizar brainstorming para poner todas las hipótesis sobre la mesa. Luego, agruparlas por categorías, en un diagrama estilo espina de pez. A continuación, a cada hipótesis ya categorizada, ir buscando la causa raíz con los 5 por qué. Por último, testear las potenciales causas raíz planteando, "si.... es la causa, por lo tanto..." e ir haciendo el camino en orden inverso. Si esto verifica, ¡vamos en camino!

Identify the main factors influencing the problem and how they are interconnected. Evaluate assumptions, hypotheses, or questions needing validation. Utilize logical tools like cause and effect diagrams or the 5 Whys technique to delve deeper into the issue. For instance, a fishbone diagram can categorize causes of low productivity into people, process, technology, and environment. Consider applying the principle of root cause analysis to isolate the underlying issue. Incorporate principles like the Hawthorne effect, where productivity may increase due to increased attention, to understand potential biases in data analysis. Analyze data trends using statistical tools like regression analysis to identify significant correlations.

Root cause analysis and hard facts gathered in the first two steps help form a picture of where the problem lies. Once the failing factor is identified, I would now focus on finding a solution, possibly within my limitations.

Once we have data we plot it in tool if its data related concern and understand the pain point via trend and differentiating scopes. This helps us to track where the problem arose in our defined problem and we could gather and look for reasons, whether it is controllable or not.

When analysing information, most of us would analyse the information that is available, or information that are being presented to us. Such an approach limits our ability to consider other possibilities. Therefore, it is also crucial for us to think about what information we do not have, and question the implications of not having such information. Such an approach will allow us to check out blind spots which we might have failed to consider.

Once you have gathered relevant information, it's essential to evaluate potential solutions systematically. Analyze each solution based on its feasibility, effectiveness, and alignment with organizational goals. Consider the resources required, potential risks involved, and expected outcomes of each solution. Collaborate with team members to brainstorm ideas and weigh the pros and cons of different approaches. Prioritize solutions based on their ability to address the root cause of the problem and deliver sustainable results. By evaluating solutions critically, you can identify the most appropriate course of action to resolve the issue effectively and prevent its recurrence in the future.

I think really looking at different use cases will help as well as root cause analysis. Smoke testing could also help figure out if potential solutions could work.

Usar o raciocínio lógico para encontrar a causa raiz envolve seguir uma abordagem estruturada, como o método dos "5 Porquês" ou diagrama de Ishikawa. Primeiro, identifique o problema específico e faça perguntas sucessivas para entender por que esse problema ocorre. Continue esse processo até chegar à causa raiz subjacente. Isso requer análise cuidadosa e lógica para evitar suposições precipitadas e garantir que as soluções abordem efetivamente o problema principal.

Evaluating solutions, considering factors like feasibility, effectiveness, sustainability Assess the pros-cons, costs-benefits, risks-opportunities associated with each solution. Utilize logical tools such as decision matrices, SWOT analysis, or cost-benefit analysis For instance, a decision matrix can help score and prioritize solutions like training, coaching, feedback, incentives, or tools to improve team productivity Apply the principle of rational decision-making, considering both quantitative and qualitative Incorporate concepts like opportunity cost, where choosing 1 solution means forgoing the benefits of alternatives, into Ur analysis Evaluate the LT impact of solutions to ensure they align with the team's goals & objectives

Assess whether proposed solutions address the identified root cause(s) of the problem and determine if the solutions are practical, achievable, and within available resources. also analyze how likely each solution is to resolve the problem and achieve desired outcomes.

Post all our data and metrics we are having a guide of the issue handy, this we will use to evaluate and organised and implement the action item. If it is a team error then proper training, feedback and upskill required. If an individual error was found then action as per the policy and coach and mentor the resource.

Evaluating the offered solutions by knowing its pros and cons, cost and benefits, how to implement, will help alot in reaching out for the better solution to start with

Implementing solutions involves developing and enacting effective, feasible, and sustainable measures once the root cause is identified. Monitoring and reviewing progress ensures ongoing effectiveness, prompting adjustments as necessary. Continuously monitoring implemented solutions ensures they remain effective in resolving the problem, with regular reviews facilitating progress assessment and adjustment as needed for sustained success.

Brainstorming: Encouraging creativity and diverse perspectives during brainstorming sessions will help us generate a variety of potential solutions. Criteria: We need to establish clear criteria for evaluating solutions, considering factors like practicality, effectiveness, and alignment with our organizational objectives. Decision-making: Making informed decisions based on our evaluation of different solutions will ensure we choose the most

Consider possible solutions based on your analysis of the problem. Encourage creativity and imagination to generate new ideas. Evaluate each solution using predetermined criteria, such as feasibility, effectiveness, cost, time needed for implementation, and potential risks. Perform a cost-benefit analysis to weigh the pros and cons of each solution. Consider short-term and long-term explanations and trade-offs. Prioritize solutions based on expected impact and alignment with organizational goals and values. Involve stakeholders in the research process to gather input and ensure it is aligned with their needs and expectations.

Once the root cause of a problem has been identified, a long term solution should be formulated in the light of available data and resources. Otherwise a system can be developed where such problems can be identified at a an early stage.

Determine if the solutions are viable and sustainable in the long run, considering factors like scalability and adaptability. Establish mechanisms for monitoring and gathering feedback on implemented solutions to ensure continuous improvement. Develop a communication plan to ensure clear, transparent, and timely communication with stakeholders throughout the implementation process.

Tomar todas las opiniones sin menospreciar ninguna , venga de un ejecutivo o un empleado,Creo que la comunicación es lo primero y el escuchar a todas las partes te mostrará lo importante que es ,tomar decisiones se basan en tu experiencias y lo que escuchas o aprenden de los demás.

Remember that this should be an objective exercise, not a time to blame or point fingers. When done well - these exercises can build trust within a team because they are solving a problem together to make them better, and often the team knows the solution and just needs the right venue in which to bring it forward. Creating a safe space for creativity and innovation in solutioning is how we can truly evolve as organizations and truly harness the value of our teams.

Communication: C’est un élément clé pour toute activité ! Communiquer est la clé de la confiance pour les personnes confrontés aux impacts (directement ou indirectement), le management et les partenaires de l’équipe concernée. Il faut informer à chaque étape cles : identification du probléme , avancement de l’analyse, solutions proposées, solutions retenues et validées (financées si besoin) ainsi que de leur déploiement. Et informer sur les résultats post déploiement : degré de réussite, améliorations / ajustements requis .

Implement the Solution - develop the solution to address the issue Monitor the solution - continuous monitoring to ensure issue is not occurring again - make adjustments as necessary -

Be authentic and acknowledge what problem solving solutions fits best the organization and ecossystem you are dealing with. Also the need for speed solutions and quick fix versus compliance and CSV requirements.

Understand the problem situation first completely. Then find out what the inputs or actions were taken that lead to the situation. Then find out whether actions could have been better executed - basically do a Root Cause Analysis.

I believe it comes down to breaking down the problem in its parts using first principle thinking. There was a time when one of the firms I was working with had a declining repeat rate from existing users. To our surprise, the reason behind declining repeat rate was low quality of last mile delivery. Customers were receiving orders in parts and not as a whole and often incomplete delivery.

A mí me ha resultado útil crear un espacio de seguridad psicológica para conocer lo que piensan al respecto los miembros del equipo, solicitarles su colaboración para construir una solución y definir cuál es su compromiso para poder alcanzarla