Step 2 - Define the Problem
What is the critical problem? This deceptively simple question is actually one of the most difficult parts of the analysis. Perhaps the most common problem in case analysis (and in real life management) is that we fail to identify the real problem and as a result solve the wrong problem or just a symptom, and leave the original problem unfixed.
In the beginning, what appears to be the problem may be just as symptom and not the REAL underlying problem. For instance, if you can't find a print-out at a lab is it because the printer is broken, you never hit the print button or you sent it to the wrong printer? How do you tell?
Here are some tips to help identify the underlying issues.
Some Diagnostic Questions
- Explicitly state the problem. Are you sure it is a problem? Is it important? What would happen if the "problem" were left alone? Could attempts to solve the "problem" result in unintended consequences?
- Where is the problem? Is it an individual, relationships, group, intergroup, leadership/motivation/power, total system?
- Why is it a problem? Is there a "gap" between the actual performance and desired performance? For whom is it a problem and why?
- Can the problem be solved permanently or will it occur again? Is this problem masking a deeper systematic problem?
- What standards are violated? Where is the deviation from the standards?
- What is the current situation? What are the ideal outcomes?
- How do key people feel about the problem and current outcomes?
- How urgent is the problem? How important is the problem relative to other problems?
- How high are the stakes? Factors for the organization include costs and profits, meeting obligations and productivity. Factors for people include personal and financial rewards, career satisfaction and personal satisfaction and growth.
- How stable are present conditions?
- What information is lacking?
Some Traps to Avoid
- Not explicitly stating the problem in the first place.
- Stating problems in terms of personalities (e.g. "this person is flaky") instead of situations (e.g. "it is difficult to keep in touch").
- Stating problems vaguely (e.g. "this software is annoying") versus being more specific (e.g. "this software is hard to use because...").
- Blindly applying stereotypes to problems. There is a great tendency to evaluate behavior as good or bad. These kinds of judgments can lead to a poor analysis. Instead focus on why the problem exists. Why are people acting in a particular way?
- Equating "your" problem is "the" problem.
- Accepting all information at face value. If something seems odd, maybe you should double-check.
- Making premature judgments.
- Failing to consider the possibility of multiple causes.
- Confusing symptoms with causes - is there something else going on to make the problem appear or make it worse?
- Failing to differentiate fact (e.g. "profits are down" or "complaints have risen") from opinion (e.g. "this isn't working").
- Avoid second guessing decisions after the fact. Instead of saying what players should have done, consider what the case actors are likely to know or do in the future.
- Prematurely suggesting a solution.
- Stating the problem as a disguised solution (e.g. "we need more...").