Identifying Underlying Issues

Most teams don’t have a problem-solving issue. They have a problem-identification issue. I’ve seen this pattern repeatedly: • A metric drops • Pressure rises • Someone proposes a fix • The fix “works” • The problem comes back Why? Because most teams optimize for speed, not truth. Root Cause Analysis isn’t about paperwork or compliance. It’s about intellectual honesty. Early in my career, I made the classic mistake: I treated symptoms as causes because they were visible, measurable, and emotionally satisfying to fix. Only later did I realize: If your solution feels obvious, it’s probably shallow. Good RCA forces uncomfortable questions: – What system allowed this to happen? – Who benefits from the current setup? – What are we avoiding naming? Tools like 5 Whys, Fishbone, Fault Trees, Pareto aren’t about methodology. They’re about slowing down thinking when everyone else wants to rush. Most recurring issues aren’t technical failures. They’re thinking failures that passed for action. If this framework resonates, you’ll see your problems differently and more importantly, you’ll stop fixing the same ones twice. What’s the last issue you “solved” that quietly came back? Image redits to Bastian Krapinger-Ruether, make sure to follow! — Natan Mohart

Are You Solving the Right Problem? As leaders & professionals, we're often under pressure to act quickly when challenges arise. Our instinct—or perhaps muscle memory—is to dive straight into solution mode. But over the years, I've found that one of the most important questions we can ask ourselves is: Are we solving the right problem? Consider the hybrid workforce. Organizations often roll out solutions like employee engagement activities, gift cards, virtual celebrations, enforcing video-on policies during calls, or hosting virtual team-building sessions. While these seem like good ideas, they may serve as quick fixes that don't address the real issue. So, what's the actual problem? ❓Is it a lack of engagement? ❓A drop in productivity? ❓Struggles with team cohesiveness? ❓Or could it be something deeper, like communication barriers? ❓Disconnect between leadership and employees? ❓Or even more fundamental issues like trust and culture? Getting to the heart of the problem is crucial. 🛠️ 3 Steps to Identify the Right Problem: Observe and Listen: Start by carefully observing the symptoms. What are the visible signs that something's not working? Gather data and listen to feedback from your team. This will help you understand the nature of the issue. Ask Deep Questions: Go beyond surface-level explanations. Use techniques like the "5 Whys" to dig into the root causes. If engagement is low, ask why—several times over—to uncover the core issue. The real problem often lies beneath the symptoms. Understand the Context: Consider the broader organizational environment, team dynamics, and culture. What seems like an issue in one area might be a symptom of a deeper problem elsewhere. Context is critical to accurate diagnosis. Once the right problem is identified, solving it effectively requires careful consideration. 💡 3 Considerations When Solving the Problem: Engage Multiple Perspectives: Involve diverse voices from across the organization. Different perspectives can reveal angles you might miss and lead to more robust solutions. Collaboration ensures broader acceptance and better outcomes. Resist the Quick Fix: It's tempting to go for quick solutions, but they often only address symptoms. Focus on sustainable solutions that tackle the root cause. This may take more time, but the long-term benefits are worth it. Reflect and Iterate: After implementing a solution, reflect on its impact. Did it address the problem effectively? Be prepared to iterate and adjust as needed. Continuous improvement is essential for long-term success. The most successful leaders don't just jump to solutions—they take the time to define the problem accurately. By doing so, they create a foundation for meaningful, lasting change. So, before you dive into solving what seems like an urgent issue, ask yourself: Am I truly solving the right problem? #Leadership #OrganizationalDevelopment #ProblemSolving #HybridWorkforce #Culture

One of the most common questions I get from leaders building teams is: “What best practices can I use to fix the problems we face?” Many jump to immediate solutions without really understanding the root cause. They try quick fixes, only to see the same issue persist or resurface later. The key is to first diagnose where the problem truly lies. Here’s a framework inspired by Ray Dalio’s Principles that has helped me make effective interventions: Principle 1: Culture Ask yourself, “Is this problem widespread across the organization?” - Analogy: Imagine a place where no one follows traffic rules and there's no respect on the road. This is a cultural problem—a pervasive issue that affects everyone. Principle 2: Systems Consider, “Are our processes, policies, or ways of working causing the problem in certain areas or even across the organization?” - Analogy: Picture a city where people generally respect traffic rules, but there are frequent breaches because the rules are unclear or enforcement is inconsistent. That points to a systemic issue. Principle 3: Individual (Will and Skill) Finally, ask, “Is the problem confined to a few individuals? And if so, is it due to a lack of skill or a lack of motivation?” - Analogy: Now, think of a scenario where most drivers follow the rules, but a few consistently break them. This is an individual issue. Once you identify which layer is the root cause—culture, systems, or individual—you’ll know exactly where to focus your intervention. Solving symptoms might offer a temporary fix, but addressing the underlying problem creates lasting change. Remember, just like taking paracetamol can lower a fever without addressing the underlying infection, quick fixes might ease the pain temporarily. The real impact comes from understanding and solving the root cause. Have an Xtraordinary day! 😊

PDCA Problem-Solving Implementation Guide 1. Record the Problem Before solving a problem, it must be clearly recorded. This section captures essential details: ✅ What? – Define the problem in simple terms. Example: "Machine downtime due to overheating." ✅ Where? – Specify the location where the problem occurs. Example: "Production Line 3." ✅ When? – Mention the time or frequency of occurrence. Example: "Every 3 hours during peak operation." ✅ Who? – Identify the person/team affected or responsible. Example: "Maintenance team and machine operators." --- 2. Analyze the Problem (Fishbone Diagram / Ishikawa Diagram) This step breaks down the root causes of the problem into six major categories: 1️⃣ Man (People) – Human-related issues such as skill gaps, fatigue, or errors. Example: "Operators lack training on temperature monitoring." 2️⃣ Machine (Equipment) – Issues related to machines, tools, or software. Example: "Cooling fan failure due to wear and tear." 3️⃣ Management (Policies & Supervision) – Leadership, procedures, and decision-making. Example: "No preventive maintenance schedule in place." 4️⃣ Method (Process & Procedures) – Work processes that may contribute to the problem. Example: "Inefficient lubrication process causing overheating." 5️⃣ Material (Raw Materials & Resources) – Issues with materials used in production. Example: "Low-quality lubricants used, causing excessive friction." 6️⃣ Milieu (Environment) – External factors like temperature, humidity, or workplace conditions. Example: "Hot working conditions increasing machine temperature." --- 3. Identify Root Causes (5 Whys Technique) After listing potential causes, use the 5 Whys method. Example: ❓ Why is the machine overheating? → "Cooling fan failure." ❓ Why did the fan fail? → "It was not replaced on time." ❓ Why was it not replaced? → "No preventive maintenance plan." ❓ Why is there no plan? → "Management did not prioritize it." ❓ Why did management not prioritize? → "Lack of awareness about maintenance importance." --- 4. Take Action (Corrective & Preventive Measures) This step focuses on fixing the issue and preventing recurrence by assigning responsibilities. ✅ What? – Define the action to be taken. Example: "Implement a preventive maintenance schedule for cooling fans." ✅ Who? – Assign ownership to individuals or teams. Example: "Maintenance Supervisor, John Doe." ✅ When? – Set a deadline for completion. Example: "By 30th September 2025." --- 5. Validate the Results After implementing corrective actions, assess whether the problem was effectively solved. ✅ Result Evaluation: Good, on target ✅ – The problem is fully resolved. Slightly improved ☑ – Some improvement but still needs work. Bad, off target ❌ – The issue persists. ✅ Standardization: Create a new standard if the solution is a best practice. Update the existing standard if adjustments are required. ✅ Approval: Score the effectiveness and obtain approval from an expert...

Major Incident Management (MIM) to quickly identify root causes and restore service — specifically for applicationand infrastructure-related issues. Before diving deep: * What exactly is the impact (users, systems, business processes)? * When did the issue start? * What recent changes or deployments have occurred? * Is the issue intermittent or consistent? * Are multiple applications or services impacted? * What is the timeline of events so far (alerts, actions, escalations)?Application-Related Probing Questions A. Application Behavior & Symptoms * What functionality is failing (login, API calls, transactions, etc.)? * Are there any specific error messages or codes in logs/UI? * Which application tier is affected — frontend, backend, or middleware? * Are all users impacted, or a subset (by location, role, or region)? * Has there been any recent code release, patch, or config change? B. Dependencies & Integrations * Are downstream systems or external APIs responding as expected? * Any recent changes in integration endpoints or credentials? * Are queues or message brokers (e.g., Kafka, RabbitMQ) backlogged? * Are database connections stable and not timing out? C. Performance & Resource Issues * Are there performance degradations (high latency, slowness)? * What is the application server CPU/memory utilization? * Are there thread pool or connection pool exhaustion warnings? * Any evidence of garbage collection issues or memory leaks? D. Logs & Monitoring * What do the application logs show before/after the issue? * Are monitoring tools (APM, Dynatrace, AppDynamics, New Relic) reporting anomalies? * Any alert thresholds breached recently?Infrastructure-Related Probing Questions A. Servers / Compute * Are the affected servers up and reachable? * Any resource bottlenecks (CPU, RAM, Disk I/O)? * Were there any reboots, failovers, or crashes recently? * Any recent changes to OS patches or configurations? B. Network * Is there latency or packet loss between app tiers? * Any firewall, load balancer, or DNS configuration changes? * Are ports and services accessible (check via telnet/nc/ping)? * Is the issue isolated to a particular data center or region? C. Storage & Databases * Are the databases accessible and performing normally? * Any replication lag or transaction log growth? * Disk space utilization — any full partitions or mount points? * Has backup or maintenance activity impacted performance? D. Cloud & Virtualization * For cloud (AWS, Azure, GCP): any region-wide issues or outages reported? * For VMs/containers: are pods/nodes healthy (Kubernetes/Docker status)? * Any auto-scaling events or resource constraints?Change & Release Management Link * Were any changes made (infra, config, network, deployment) prior to the incident? * Were those changes rolled back or validated? * Is there a pattern of similar incidents after deployments?Communication & Next Steps * Who are the key stakeholders to be informed/escalated? * What immediate workarounds?

I was helping a client respond to a few minor ISO 27001 non-conformities this morning, and it got me thinking about root cause analysis (RCA). How do you get to a sweet spot for RCA? I’ll share a few observations from the RCA trenches… …Often - we stop at identifying the immediate cause of a problem and miss the underlying issues. ->Dive deeper to uncover the real systemic issues! Be that annoying 4-year-old in the room asking Why? What? Who? Where? Why? Why? Why? -likewise- …Try to strike a balance. Sometimes, the simplest explanation is the correct one. Don’t get tangled in complexity... keep it straightforward and to the point. …RCA is not about finding a scapegoat or someone to blame – it’s about continuous improvement. Pointing fingers misses the point of RCA entirely. Focus on processes and systems, not individual people. Let’s look at a quick example – Immediate Cause: An employee clicked on a malicious link in a phishing email, which led to the compromise of their user credentials. The attacker used these credentials to gain unauthorized access to the company's internal network. Underlying Issues Identified in the RCA: Lack of Employee Training - Employees were not adequately trained to recognize phishing attempts. The company had not conducted regular security awareness training or phishing simulation exercises. Insufficient Email Filtering - The company’s email security solution was outdated and not configured correctly to filter out malicious emails effectively. Weak Access Controls - The compromised employee account had more access rights than necessary for their job role, violating the principle of least privilege. Delayed Incident Response - The security team took an extended time to detect and respond to the unauthorized access, indicating gaps in the company’s incident response plan. No Multi-Factor Authentication (MFA) - MFA was not enforced for employee accounts, which could have added an additional layer of security even if the credentials were compromised. Diving Deeper to Uncover Systemic Issues: By conducting a thorough RCA and not stopping at the immediate cause, we can identify and address systemic issues that contributed to the security breach. In my (basic) example, the need for enhanced employee training, improved email filtering, stricter access controls, a quicker incident response, and the implementation of MFA are all crucial steps to prevent similar incidents in the future. Addressing these issues helps in building a more resilient security posture. Have you encountered challenges in your RCA journey? What strategies have you used to overcome them? #RootCauseAnalysis #ContinuousImprovement #ProblemSolving #Leadership #QualityManagement #CISO

Identifying and Addressing the Root Cause of Challenges Every dental service organization (DSO) leader knows the feeling: a persistent issue keeps showing up. Margins are shrinking, team performance is lagging, or a key growth strategy isn’t working as expected. Leaders rush to fix these surface-level symptoms, often implementing quick solutions like cutting costs, hiring new talent, or tweaking workflows. But the real challenge? Those “fixes” rarely last. Why? Because most organizations are solving the wrong problem. As a leader, one of your most valuable skills is identifying root causes instead of chasing symptoms. Here’s what I’ve learned about uncovering what’s really holding your DSO back: 1️⃣ Dig Deeper with “The 5 Whys” When a problem arises, don’t stop at the surface. Ask “why” repeatedly to peel back the layers of complexity. Symptom: Shrinking margins. Why? Overhead costs are too high. Why? Supplies are over-ordered. Why? Lack of oversight in ordering. Why? Accountability isn’t clear. Why? Leadership hasn’t communicated expectations. The root cause? Misaligned communication, not just bloated expenses. Fixing this prevents future issues. 2️⃣ Recognize Patterns Across Locations Recurring issues often point to deeper misalignments. Is patient retention low due to isolated staff turnover, or is it a broader culture problem? Are delayed collections the fault of one team, or does the billing system need an overhaul? 3️⃣ Align Your Team Around Solutions Leadership alone can’t solve everything. Frontline staff often see the real challenges. Foster a culture where they feel safe sharing insights without fear of blame. 4️⃣ Don’t Ignore Leadership’s Role Sometimes, the root cause is closer than we think. Have you clearly communicated expectations, empowered teams, and supported managers? Leadership gaps can ripple through an organization, but addressing them has an outsized impact. 5️⃣ Measure What Matters Use KPIs to dive deeper: Why has revenue stalled? Look at production per hour or patient retention. Why is turnover high? Exit interviews may reveal leadership, culture, or compensation issues. Real Results Require Root Cause Solutions Surface-level fixes feel good momentarily but lead to frustration when issues return. Root-cause problem-solving takes time but creates sustainable growth, engaged teams, and efficient processes. What challenges keep recurring in your DSO? Let’s dig deeper together. #DSOLeadership #OperationalExcellence #GrowthStrategies

You're not scratching the surface and you're getting superficial solutions. If you’re solving surface-level problems, you’ll get surface-level results. Real issues hide beneath assumptions,  habits, and “this is how we’ve always done it.” Real solutions rise when you stop masking symptoms and start diagnosing the root cause. 1) 𝗔𝘀𝗸 𝗪𝗵𝘆 - 5 𝘅'𝘀 Reveals what’s lurking under the surface. Example: Sales are down → Why? Marketing leads are low → Why? Budget cuts reduced ad spend → Why? Revenue didn’t meet targets → Why? Customer churn is high → Aha! 2) 𝗖𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗲 𝗔𝘀𝘀𝘂𝗺𝗽𝘁𝗶𝗼𝗻𝘀 What if the “obvious” problem isn’t the real problem? Take a step back and ask: “What’s missing from this picture?” 3) 𝗧𝗮𝗽 𝗶𝗻𝘁𝗼 𝗖𝘂𝗿𝗶𝗼𝘀𝗶𝘁𝘆 Experts stick to what they know. Curious minds find new opportunities. Innovation is nestled  in the questions we’re afraid to ask. Pick one lingering challenge. ► Dig deeper ► Explore other possibilities ► Ask thought-provoking questions ► Brainstorm different ways of solving 𝗗𝗮𝗿𝗲 𝘁𝗼 𝘁𝗵𝗶𝗻𝗸 𝗱𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝘁𝗹𝘆 𝗮𝗻𝗱 𝗮𝘀𝗸 𝘄𝗶𝘁𝗵 𝗴𝗲𝗻𝘂𝗶𝗻𝗲 𝗰𝘂𝗿𝗶𝗼𝘀𝗶𝘁𝘆. 𝗪𝗵𝗮𝘁’𝘀 𝗮 𝗽𝗿𝗼𝗯𝗹𝗲𝗺 𝗶𝗻 𝘆𝗼𝘂𝗿 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝘁𝗵𝗮𝘁 𝗰𝗼𝘂𝗹𝗱 𝘂𝘀𝗲 𝗮 𝗳𝗿𝗲𝘀𝗵 𝘀𝗲𝘁 𝗼𝗳 𝗾𝘂𝗲𝘀𝘁𝗶𝗼𝗻𝘀?

🎯Have you heard the term latent organizational weaknesses? These system failures can be compared to the way blocks are removed from a Jenga tower. The tower may remain standing, but with each block removed, visible gaps begin to appear, threatening its structural integrity. From above, the tower may still look intact, concealing the fragile foundation and the vulnerabilities hidden within. At any point the tower could fall. This imagery highlights a common oversight in understanding failures: many focus solely on the final, visible touchpoint, often labeled as human error, rather than digging deeper into the systemic weaknesses and contributing factors that led to the outcome. So how do we uncover these latent weaknesses and prevent a major breakdown? Let's look at a few ways: 🔎 Go deeper during RCA: When you land on human error as a root cause, this is the starting point for not only identifying the immediate error, but continuing to investigate underlying factors such as process design, communication gaps, or resource constraints. Why did that individual choose to take that action or make that decision at that point in time? Avoid the blame game! 🧠 Adopt a systems thinking approach: Evaluate how different components of the organization interact and influence one another. How do different teams, tools, and processes interact, and where might those connections be causing problems? 🔎Look for weak spots ahead of time: Take a step back and think about what could go wrong before it happens. Are there parts of the process that seem risky or prone to issues? What would happen if something unexpected came up? Regularly perform Failure Mode and Effects Analyses (FMEA) or similar techniques to pinpoint potential weak spots before failures occur. 👨💻 Encourage a culture of Open Reporting: Encourage everyone to share their mistakes, near-misses, or concerns without fear of being blamed. These stories often point to bigger problems we need to fix. 🏫 Keep learning and growing: Make sure everyone knows not just what to do but also why it matters. When people understand the bigger picture, they’re better at spotting and avoiding potential issues. By focusing on these areas, we can build a stronger, more resilient system where we’re catching issues before they become big problems. What else would you suggest? Let me know if you want to learn more! #humanperformance #manufacturingexcellence

Teams often implement solutions that do not fix the problem they were trying to address. That's because the issue wasn’t framed correctly in the first place. This is especially true in complex or unfamiliar situations, where quick conclusions feel comforting but are often wrong. When I work with teams on decision-making, I turn to a framework developed by Julia Binder and Michael Watkins. Their E5 approach helps leaders define the right problem before trying to solve it. Phase 1: EXPAND Suspend early judgments and deliberately broaden how the challenge is understood. By exploring multiple interpretations of the issue, teams uncover hidden assumptions, surface blind spots, and create the conditions for more original thinking before jumping to answers. Phase 2: EXAMINE Shift from scope to depth. Teams analyze the problem rigorously, moving beyond visible symptoms to identify behavioral patterns, structural drivers, and underlying beliefs that reveal what is truly at play. Phase 3: EMPATHIZE Center on the perspectives of those most affected by the issue. Through (real) listening and reflection, teams gain insight into stakeholders’ motivations, emotions, concerns, and behaviors, often uncovering needs that data alone cannot reveal. Phase 4: ELEVATE Step back to see how it fits within the broader organization. Viewing the challenge through lenses such as structure, people, power, and culture exposes interdependencies and systemic tensions that shape outcomes. Phase 5: ENVISION Articulate a clear future state and map a path to reach it. Working backward from a shared definition of success, teams prioritize initiatives, sequence efforts, and align resources to move from understanding to execution. I've found that when leaders take the time to frame problems well, they increase the likelihood that those solutions will actually matter. #decisionMaking #leadership #perspective #learning #problems Source: The model is described in more details in this Harvard Business Review article: https://lnkd.in/gAeBb5uT