Defining and Analyzing a Problem or Opportunity
School Administrator, September 2022

There are many ways we can work to avoid getting stuck with an ill-defined problem. Essentially, we must ask ourselves: What problem are we trying to solve?

Through problem analysis, leaders can uncover root causes, not just symptoms. Various discussion tools and processes can help leaders get to the deeper issues and avoid the inclination to quickly treat the most visible concerns. What is visible to us is often symptomatic of larger problems that need attention.

One example of an efficient tool to help us drill down and get a better understanding of the root causes of a problem is the 5 whys technique. Essentially, when a problem surfaces, you uncover a better understanding of it by asking why no fewer than five times until you can uncover something you can impact or control. When using the 5 whys, the fishbone diagram, or any other technique to better understand and define the problem, the leader should explicitly challenge the team to support any claims with evidence: How do we know that is true? What evidence do we have? What assumptions are baked into that claim?

Engaging in root-cause analysis can help people better understand the problem and surface a more complex picture of how the problem came to be. Be cognizant, though, that while it might be satisfying to assume our problem stems from a single root cause, the reality of complex systems is that problems occur from a complex interaction of various elements of the system. There likely isn’t a sole cause of the problem — there are many.

In all circumstances, however, the effective use of various tools and processes is highly dependent on organizational culture and conditions. To lead problem-solving and opportunity-seeking work, leaders should ensure their problem-solving teams and groups are richly diverse and feel psychologically safe. Organizational psychologist Amy Edmondson of Harvard University defines psychological safety as “a shared belief held by members of a team that the team is safe for interpersonal risk taking.” A diverse and psychologically safe team can be empowered to elicit multiple perspectives, engage in respectful and vigorous debate, and stimulate divergent and critical thinking.

—  MARY HERRMANN AND ZACHARY HERRMANN