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Kepner Tregoe Method of Problem Solving

Kepner Tregoe Method of Problem Solving: this article explains the Kepner Tregoe Method , also known as the KT-method , developed by Charles Kepner and Benjamin Tregoe in a practical way. Next to what this is, this article also highlights rational processes, the importance of cause and that this method is effective. After reading, you’ll have a basic understanding of this problem solving process. Enjoy reading!

What is the Kepner Tregoe Method?

Problems occur in any given organization. Often there is pressure of time to solve the problems and it is debatable what the right way of solving these problems is.

The Kepner Tregoe method or KT-method is a problem analysis model in which the “problem” is disconnected from the “decision” . An English synonym for this problem solving method is Problem Solving and Decision Making (PSDM).

Traditional thinking pattern

The founders Charles Kepner and Benjamin Tregoe developed a rational working method in the 1960s in which they researched and identified the troubleshooting skills of people.

Throughout the centuries mankind has learned to deal with complexity and to (directly) anticipate on this. As a consequence, the traditional thinking pattern became a part of human nature.

When solving problems people search for the answer to the following four questions:

• What happened?
• Why did it happen?
• How should we act?
• What will be the (future) result?

Kepner Tregoe method: rational processes

To break through this traditional pattern Charles Kepner and Benjamin Tregoe came up with four rational processes in which four fundamental questions are reflected:

1. Situation analysis

This clarifies the problem situation (what happened).

1.1 Problem analysis

Here the actual cause of the problem and the relationship between cause and result are searched for (why did it happen).

1.2 Decision analysis

Based on the decision making criteria, choices are made to arrive at potential problem resolutions (how should we act).

1.3 Potential Problem analysis

Figure 1 – Kepner Tregoe Method Analysis

Distinction

According to the KT-method, different tasks involve different problems, which in turn need different approaches. A situation analysis will clarify the distinctions in all these processes and as a result it will be possible to search for suitable solutions. This situation analysis provides an insight into necessity, priority and urgency of the various tasks.

When it has become clear which tasks are to be prioritized (action list) preparations can be made for potential problems. By using a good problem analysis in advance, a process will be created to prevent future problems or in emergencies, to limit the damage.

The strengths of this method does not stop there. Apart from the fact that problems are specified in terms such as “what, where, when and how big”, the Kepner Tregoe Method focuses on anything that cannot be the cause of the problem.

Certain causes are therefore excluded. Based on a “this is” and “this is not” analysis a clear overview of possible causes can be created and this makes the troubleshooting process consistent.

The Kepner Tregoe Method is efficient

The KT-method deploys an efficient troubleshooting process. Through research Charles Kepner and Benjamin Tregoe discovered that the registration of a problem is not a uniform process. In spite of the available information, people usually process information badly, misinterpret this or overlook important matters.

In addition, Charles Kepner and Benjamin Tregoe examined the discrepancies between successful and less successful troubleshooting.

They discovered that a predetermined logical method facilitates the search for the causes of a problem. In their “Best practice in troubleshooting” , they describe this methodology, which forms the basis for this method.

The Kepner Tregoe Method is Effective

This method is universal and is still used today in many organizations to track down problems and identify potential causes. Apart from the fact that the Kepner Tregoe Method leads to an explanation of problems, it also helps improve mutual understanding within an organization.

It’s Your Turn

What do you think? Is the Kepner Tregoe Method applicable in today’s modern organizations? Do you recognize the practical explanation or do you have more suggestions? What are your success factors for the good Kepner Tregoe Method set up?

Share your experience and knowledge in the comments box below.

More information

• Lussier, R. N.  (2005). Management fundamentals: concepts. applications, skill development . Cengage Learning .
• Payne, S. L. & Marty, C.S. (1966). The Rational Manager: A Systematic Approach to Problem Solving and Decision Making . Journal of Marketing. Vol. 30 Issue 1, p97.
• Kepner, C. H. & Tregoe, B. B. (1965). The Rational Manager . McGraw-Hill.

How to cite this article: Mulder, P. (2012). Kepner Tregoe Method . Retrieved [insert date] from Toolshero: https://www.toolshero.com/problem-solving/kepner-tregoe-method/

Original publication date: 06/30/2012 | Last update: 12/09/2023

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Patty Mulder

Patty Mulder is an Dutch expert on Management Skills, Personal Effectiveness and Business Communication. She is also a Content writer, Business Coach and Company Trainer and lives in the Netherlands (Europe). Note: all her articles are written in Dutch and we translated her articles to English!

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4 responses to “kepner tregoe method of problem solving”.

I am stunned to read that the Kepner Tregoe Method “…… IS STILL used today in many organizations to track down problems and identify potential causes…..”. I have used it all the time along my career as a manager of organizations, with extreme success. As a tool for identifying problems, as a tool for taking better decisions. So, please, I would appreciate to know what kind of system is being used now instead of an approach like K-T, to have provoked your comment about the existence of an alternative way of thinking.

Other than KT, I also use the Analytic Hierarchy Process (AHP) Like KT, it forces discipline and analysis and it helps to explain why decisions are made with understandable background and data. Many of the old Total Quality Management tools are also useful for solving problems and making good management decisions. Nominal Group Technique, Pareto Charts, and weighted multivoting are all quite useful. ITIL is the new way of thinking, but it can be rather dry and robotic unless it is underpinned with good decision tools.

Thank you for your comment and sharing your experience Pete.

Seems that I naturally deal with problems this way without knowing a name for it. In fact, it seems obvious to me that this approach should be taken anyway.

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Kepner Tregoe Decision Making The Steps, The Pros and The Cons

What is it.

Kepner Tregoe decision making is a structured methodology for gathering information and prioritizing and evaluating it. It was developed by Charles H. Kepner and Benjamin B. Tregoe in the 1960s.

This is a rational model that is well respected in business management circles. An important aspect of Kepner Tregoe decision making is the assessment and prioritizing of risk.

So the idea is not to find a perfect solution but rather the best possible choice, based on actually achieving the outcome with minimal negative consequences. It is marketed as a way to make unbiased decisions in that it is said to limit conscious and unconscious biases that draw attention away from the outcome.

There are four basic steps when using the Kepner Tregoe decision matrix:

• Situation appraisal - is used to clarify the situation, outline concerns and choose a direction
• Problem analysis - here the problem is defined and it's root cause determined
• Decision analysis - alternatives are identified and a risk analysis done for each
• Potential problem analysis - the best of the alternatives is further scrutinized against potential problems and negative consequences and actions are proposed to minimize the risk.

Following the step-by-step approach of Kepner Tregoe decision making allows for the use of critical thinking skills in considering many possible factors that may be vital in making the decision.

Kepner Tregoe decision analysis

• Rank the objectives and assign relative weights
• Consider each alternative against all of the negative effects - One at a time again, rate alternatives against adverse effects, scoring for probability and significance
• Analyze the weighted score versus the adversity rating for each and choose the high-scoring one.
• Consider the winning option against each negative consequence and suggest a plan of action to minimize the adverse effects.

Pros and cons

This step-by-step, systematic approach makes it easy to do the Kepner Tregoe decision analysis. It can be very useful where there are many potential options to consider as well as many possible unwanted effects. Built into it is the ability to minimize some of these negative effects.

Although it is offered as an unbiased decision matrix, somebody has to decide the relative importance of the objectives, the probability of occurrence of adverse reactions and the relative significance of each of these reactions. It's difficult to believe that there won't be any bias in there whatsoever!

Kepner Tregoe decision making sets up an outcome as well as how exactly it should be achieved. This is often problematic because the universe often has other plans! You can have one or the other, not usually both .

This decision making model deals with this only by troubleshooting at the end of the process.

It may also take considerable time to get through this process. Much patience and determination may be required!

Other ideas

And Kepner Tregoe decision making is not considered to be how humans naturally do their decision making...

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Understanding the Kepner-Tregoe Technique - A Guide to Enhanced Problem-Solving and Decision-Making

In the dynamic world of business, the ability to efficiently solve problems and make decisions is crucial for success. The Kepner-Tregoe technique, developed by Charles H. Kepner and Benjamin B. Tregoe, is a structured methodology that aids in the systematic analysis and resolution of problems. This blog post delves into the essence of the Kepner-Tregoe technique, exploring its key components and benefits.

What is the Kepner-Tregoe Technique?

The Kepner-Tregoe technique is a problem-solving and decision-making framework that provides a systematic approach for identifying, analyzing, and resolving issues. It consists of four main processes:

Problem Analysis : This process involves defining the problem, understanding its nature, and diagnosing the root cause. By distinguishing between what is known and unknown, the problem is clarified, making it easier to identify potential solutions.

Decision Analysis : This step is crucial for making informed decisions. It involves evaluating alternatives against a set of objectives and identifying the risks associated with each option. This helps in selecting the most feasible and beneficial solution.

Potential Problem (or Opportunity) Analysis : Here, the focus shifts to forecasting future issues or opportunities. This proactive approach helps in preparing for potential challenges and capitalizing on opportunities that may arise from the decision made.

Situation Appraisal : This involves assessing the situation to prioritize issues, plan the next steps, and allocate resources effectively. It helps in managing multiple problems or decisions simultaneously.

Benefits of the Kepner-Tregoe Technique

Enhanced Problem-Solving Skills : The technique fosters a deep understanding of the problem, leading to more effective solutions.

Improved Decision-Making : By systematically evaluating alternatives, the technique ensures that decisions are well-informed and aligned with objectives.

Risk Management : It helps in identifying potential risks and prepares organizations to mitigate them effectively.

Efficient Resource Allocation : By prioritizing issues, the technique ensures that resources are used optimally.

Fosters Team Collaboration : The structured approach encourages teamwork and clear communication, making it easier to reach a consensus.

Implementing the Kepner-Tregoe Technique

To effectively implement the Kepner-Tregoe technique, organizations should:

Train Employees : Provide training to develop the necessary skills for applying the technique.

Encourage a Systematic Approach : Foster a culture where problems are approached methodically, using the Kepner-Tregoe processes.

Utilize in Various Scenarios : Apply the technique across different types of problems and decisions to maximize its benefits.

Regularly Review and Refine : Continuously assess the effectiveness of the technique and make adjustments as needed.

The Kepner-Tregoe technique is a powerful tool for organizations seeking to enhance their problem-solving and decision-making capabilities. By providing a structured approach, it not only leads to better outcomes but also promotes a culture of strategic thinking and collaboration. Implementing this technique can be a game-changer for businesses aiming to navigate complexities with greater confidence and efficiency.

Ready for more?

How to Analyze Issues Using Kepner Tregoe Problem Analysis

As a small business owner, you know the challenges of running your own company all too well.

From employee conflicts to supply chain disruptions, countless issues can arise and threaten the success of your business. As a high performer striving for excellence in every aspect of your life, you understand the importance of effectively addressing and overcoming these obstacles.

That’s where Kepner Tregoe Problem Analysis comes in—a powerful problem-solving approach designed by Charles Kepner and Benjamin Tregoe to help individuals and businesses analyze complex issues and make informed decisions.

In this blog post, we’ll explore what Kepner Tregoe Problem Analysis is, how it works, and why it should be an essential tool in every small business owner’s arsenal.

Get ready to take your problem-solving skills to new heights!

What is the Kepner Tregoe Problem Analysis?

Kepner Tregoe Problem Analysis is a structured approach to dissecting complex issues and pinpointing their root causes. It’s a versatile tool used across various industries and scenarios, from troubleshooting technical glitches to identifying bottlenecks in business processes. 

This methodology is valuable for anyone seeking to enhance their problem-solving skills and streamline decision-making.

Why Should You Use Kepner Tregoe Problem Analysis

Let’s be honest: troubleshooting complex issues can feel like walking in a maze. Without a clear path, you’re prone to wasting time, resources, and energy chasing dead ends. That’s where KT Problem Analysis steps in. It equips you with a systematic framework to:

• Pinpoint the root cause: No more band-aid solutions; get to the heart of the matter.
• Make informed decisions: Base your actions on solid evidence, not guesswork.
• Improve efficiency: Streamline your problem-solving process and save valuable time.
• Enhance communication: Articulate issues clearly and collaborate effectively.
• Prevent future problems: Identify patterns and implement preventive measures.

By mastering this method, you’ll not only solve problems but also become a proactive problem-preventer. Kepner Tregoe Problem Analysis is your compass in the chaos, guiding you toward clarity and resolution.

How to Use Kepner Tregoe Problem Analysis

The Kepner Tregoe Problem Analysis stands out for its methodical framework. It’s not about quick fixes but delving into the root cause of an issue for lasting solutions. We’ll go through distinct phases, each designed to guide you systematically through the problem-solving process.

In the following sections, we’ll break down these phases, providing a comprehensive guide to effectively implementing the Kepner Tregoe method. This detailed walkthrough will equip you with a powerful tool to tackle any challenge with confidence and precision and acquire new skills.

#1) Describe Problem

The initial step involves getting crystal clear on the issue at hand. This isn’t the time for vague complaints or assumptions. Instead, meticulously document the problem’s specifics.

State the Problem

List the object and the deviation. What object (or group of objects) has the deviation? What deviation does it have? What tells us a deviation exists? (senses, measures)

Factually Describe the Problem in Detail

Describe as completely and factually as possible. It’s essential to gather all relevant facts without assumptions or biases. This factual foundation is critical in identifying not just what is wrong but why it’s wrong, leading to more effective solutions.

By breaking down the problem in this detailed way, you ensure that every potential factor is considered, leading to a more thorough potential problem analysis and better outcomes.

The Kepner Tregoe matrix isn’t just about finding a solution; it’s about finding the right solution to prevent recurring issues. This approach can save you time, resources, and headaches in the long run.

#2) Identify Possible Root Causes

With a sharp problem statement in hand, it’s time to play detective. Brainstorm all possible factors that could be contributing to the issue. Don’t hold back – consider internal and external influences, past events, and even seemingly unrelated elements.

Identify Possible Root Causes Using Your Knowledge and Experience

• Explain how the cause creates the deviation. Use the object + deviation format to structure your analysis. Ask yourself, what could have caused this deviation? This approach helps you focus on the specifics of each potential cause and its direct impact on the issue.

Identify Possible Root Causes Using Distinctions and Changes

• Record data, new and true, only of the IS. What is different, odd, special, or unique about each ‘IS’ compared to its ‘IS NOT’? This comparison is vital as it highlights the anomalies that may be contributing to the problem.
• What changed in, on, around, or about each distinction? When? Pinpointing when changes occur allows you to correlate them with the emergence of the deviation. This temporal aspect can often provide clues that are critical in tracing back to the root causes.
• How could the distinctions and changes cause the deviation? This is where your analytical skills really come into play. Connect the dots between what’s altered and the problem you’re experiencing. Understanding this connection is critical to addressing the root cause effectively.

With this structured approach, you thoroughly investigate potential causes and ensure that no stone is left unturned. This meticulousness not only aids in solving the current problem more effectively but also bolsters your strategies for preventing future issues.

#3) Evaluate Using Root Cause Analysis

This is where the Kepner Tregoe method truly shines. Armed with your list of potential culprits, it’s time to evaluate each one systematically. Remember, the goal here is to pinpoint the root cause, not just a symptom or a contributing factor.

Evaluate Possible Root Causes Using the Is/Is Not Framework

• Eliminate causes that cannot be explained. If a possible cause doesn’t explain the conditions under which the problem both occurs (IS) and does not occur (IS NOT), it likely isn’t the root cause. This method helps you narrow down the list to the most plausible causes.
• If (possible cause) is the cause of (problem), then how does it explain both IS and IS NOT? This question forces you to scrutinize how each potential cause can account for all observed phenomena, both when the problem happens and when it doesn’t.
• What assumptions must be made? Identify any assumptions you rely on to connect a cause to the deviation. The fewer the assumptions, the stronger the likelihood that you’ve identified the correct cause.

Determine the Most Probable Cause

• Pick the one with the fewest assumptions. A root cause that requires fewer leaps of logic is generally more reliable. This step involves critical thinking to weigh the evidence and assumptions of each potential cause.
• Which possible cause best explains the IS and IS NOT information? This final selection should clearly account for all aspects of the problem as documented. The cause that most comprehensively explains the evidence should be considered the root cause.

#4) Confirm True Cause 

Having narrowed down the potential culprits, validating your findings before proceeding is imperative. This step solidifies your understanding and ensures that you address the fundamental issue, not merely a superficial symptom.

Verify Assumptions, Observe, Experiment, or Try a Fix and Monitor

• Verify assumptions: Revisit each assumption made during the root cause identification process. Are these assumptions valid based on what you know and what additional information you might have gathered?
• Observe: Sometimes, simply observing the process, system, or situation where the problem occurs can provide crucial insights into whether your identified root cause is correct.
• Experiment: If feasible, conducting experiments can be a powerful way to validate a root cause. Change one variable at a time to see if the problem diminishes or changes predictably.
• Try a fix and monitor: Implementing a potential fix and closely monitoring the results can also serve as a test to confirm the root cause. This approach is practical when the fix is reversible and doesn’t involve significant costs or risks.

Pick the Safest, Easiest, Quickest, Cheapest, Surest Way to Prove True Cause

• What can be done to confirm the actual cause? Choose the method most likely to prove whether the suspected root cause is actually responsible for the problem. This decision should consider the impact of the test, the resources available, and the potential risks involved.

Key Considerations For Successful Kepner Tregoe Problem-Solving and Decision-Making

Beyond learning the steps, success with the Kepner-Tregoe (KT) method relies on understanding its core principles. Essentially, it’s about spotting the difference between what should be happening and what’s happening. This difference, the deviation, is the heart of your problem.

Let’s say you’re assessing a new software tool. If it underperforms, that’s your deviation. To get it, KT asks you to dig deeper:

• Expectation vs. Reality: What did the software promise? How does it truly perform?
• Defining the Deviation: Don’t just say, “It’s not working.” Be specific: Is it too slow, missing features, setting it up time-consuming, or something else? How big is the gap between the promise and reality?
• Possible Causes: Why is it underperforming? A software bug? Incorrect setup? Limitations of the technology itself?
• Most Likely Cause: Based on what you see, which causes seem most likely?
• Proving the Cause: How can you be sure this is the main issue, not just part of the problem?

By asking these questions, you’re not just fixing things but building a clear picture of the problem. This helps you make smart decisions. Whether using software for your business or advising others, this approach keeps you focused on facts, not just marketing hype.

Remember, KT isn’t about quick solutions. It’s about understanding the problem before taking action. This gets to the root of the issue, saving you time and headaches down the road.

Final Thoughts on Kepner Tregoe Problem Analysis

Utilizing the Kepner Tregoe Problem Analysis model will equip you with a highly effective approach to tackling any issue that comes your way.

This method allows for a thorough and comprehensive analysis that leads to informed decisions, from identifying core problems and their root causes to evaluating possible solutions and choosing the best course of action.

As we have discussed throughout this blog post, it is vital to gather relevant data and use logical reasoning while applying KT techniques to achieve successful outcomes. The Kepner Tregoe, Problem Analysis model, can help you not only solve problems efficiently but also develop critical thinking skills that can be applied in various aspects of life.

For other Kepner Tregoe frameworks, read these articles:

• Situation Appraisal
• Decision Analysis
• Potential Problem Analysis

So, next time you encounter a complex issue, remember to follow the KT approach and see the difference it makes. So go forth confidently, knowing that Kepner Tregoe’s Problem Analysis is at your disposal! 

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Problem Solving Basics - eLearning

Research from the World Economic Forum consistently shows that the ability to solve complex problems and think critically are among the top 10 skills that organizations require.

The key to being an effective problem solver is knowing which type of problem you're trying to solve, the tools to use, and how they complement each other. In this 90-minute, self-paced course, you will learn about the problem solving ecosystem, the basics of the different tools available, and when to employ each tool.

You should take this course if you:

• Feel overwhelmed by the different types of problems you're asked to solve
• Have heard about (and maybe used) many different problem solving tools, like 5 Whys, Fishbones, Six Sigma, and IS/IS NOTs, but don't know which to choose
• Want a brief overview of Kepner-Tregoe's Problem Analysis, the root cause analysis tool that helped bring home Apollo 13

What you will learn:

• How to identify the type of problem you are trying to solve
• How to choose the right tool to fix each problem
• The pros and cons associated with each tool
• How each tool can work effectively with KT's Problem Analysis to solve the toughest problems

So what are you waiting for? Get ahead of the pack and improve your problem-solving skills today.

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Using the Kepner-Tregoe Methodology for Effective Problem-Solving

The Kepner-Tregoe methodology is a problem-solving and decision-making framework that helps individuals and organizations systematically analyze problems, make decisions, and manage risks. Developed by Charles Kepner and Benjamin Tregoe in the 1950s, the methodology has been widely adopted by businesses, governments, and other organizations worldwide. One of the core components of the Kepner-Tregoe methodology is the use of a matrix to identify the root cause of a problem. In this article, we will explore how the matrix works and how it can be used to solve complex problems.

The Kepner-Tregoe methodology consists of four distinct steps: Situation Appraisal, Problem Analysis, Decision Analysis, and Potential Problem Analysis. Each step is designed to help individuals and teams approach complex problems in a structured and systematic way. In this article, we will focus on the Problem Analysis step, which involves identifying the root cause of a problem using a matrix.

The Problem Analysis step begins with defining the problem. This step involves clearly stating the problem and its impact on the organization. Next, the team identifies the symptoms of the problem. Symptoms are the visible or measurable indicators of the problem. Once the symptoms are identified, the team uses a matrix to identify the root cause of the problem.

The matrix used in the Kepner-Tregoe methodology is called the Cause and Effect Analysis matrix, also known as the Ishikawa or fishbone diagram. The matrix is a visual tool that helps individuals and teams identify the underlying causes of a problem. The matrix is structured like a fishbone, with the problem or effect at the head of the fishbone and the potential causes of the problem branching off like a fish’s bones.

To use the matrix, the team first identifies the problem or effect that needs to be analyzed. This is written at the head of the fishbone. Next, the team identifies the major categories of potential causes that may be contributing to the problem. These categories are written on the main branches of the fishbone. Examples of potential categories include people, processes, technology, and the environment.

Once the major categories are identified, the team begins to brainstorm the potential causes within each category. Each potential cause is written on a small branch of the fishbone. The team continues to brainstorm potential causes until all potential causes have been identified.

Once the potential causes have been identified, the team begins to analyze each cause to determine its likelihood of contributing to the problem. This analysis involves evaluating each potential cause based on its ability to explain the symptoms of the problem. The team also considers the likelihood that each potential cause is contributing to the problem and the potential impact of each cause on the organization.

Based on this analysis, the team can identify the root cause of the problem. The root cause is the underlying issue causing the problem’s symptoms. Once the root cause has been identified, the team can develop and implement a solution to address the problem.

In conclusion, the Kepner-Tregoe methodology is a powerful tool for problem-solving and decision-making. The Problem Analysis step, which uses the Cause and Effect Analysis matrix, is a critical methodology component. By using the matrix, teams can systematically identify the root cause of a problem and develop effective solutions. Whether you are an individual or a team member, the Kepner-Tregoe methodology can help you approach complex problems confidently and clearly.

References: Kepner, C. H., & Tregoe, B. B. (2013). The new rational manager. Princeton, NJ: Princeton Research Press. Wu, T. (2019). An overview of the Kepner-Tregoe problem-solving methodology. Journal of Applied Management and Entrepreneurship

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For this section, we will dive into the various techniques employed to find the root cause of a problem in an IT environment.

IT Problem management techniques

The problem management process can be mandated with a good service desk tool, but the techniques used for investigation and diagnosis should vary according to the organization. It's recommended that investigation techniques are flexible based on the organization's needs rather than being overly prescriptive.

Since problems can appear in any shape or size, it's impossible to stick to one technique to find a solution every time; instead, using a combination of techniques will yield the best results. A simple LAN connectivity problem might be solved with a quick brainstorming session, but a network or VoIP issue might need a deeper look.

Here are several techniques you can practice in your organization's problem management process.

Brainstorming

By establishing a dialogue between departments, you gain various perspectives and new information, generating many potential solutions.

To have a productive brainstorming session, you need a moderator. The moderator handles the following:

• Driving the direction of the meeting
• Documenting the insights obtained
• Highlighting the measures to be taken
• Tracking the discussed deliverable
• Preventing a time-consuming session

Brainstorming sessions are more productive when collaborative problem-solving techniques, such as Ishikawa analysis and the five whys method, are used. These techniques will be discussed later in this section.

Kepner-Tregoe method

The Kepner-Tregoe (K-T) method is a problem-solving and decision-making technique used in many fields due to its step-by-step approach for logically solving a problem. It's well-suited for solving complex problems in both proactive and reactive problem management.

The method follows four processes:

• Situation appraisal: Assessment and clarification of the scenario
• Problem analysis: Connecting cause with effect
• Decision analysis: Weighing the alternate options
• Potential problem analysis: Anticipating the future

However, problem analysis is the only part that concerns IT problem management, and it consists of five steps.

Define the problem

Identifying what the problem truly is can be a problem in itself. Since problem management is inherently a collaborative effort, having a comprehensive definition of the problem eliminates preconceived notions that any participating member might have, saving a considerable amount of time.

For example, if an organization's automatic data backup on a server has failed, the problem can be defined as:

Failed backup on server

This definition indeed describes the deviation from the normal situation, but it demands more questions and information. A good model of a definition should be unambiguous and easily understood.

To remove ambiguity, the above definition can be updated to:

Data backup on November 15 failed on server #34-C

This definition provides more clarity, and spares employees from redundant questions. Nevertheless, this definition can be further improved. Suppose the cause of the data backup failure can be attributed to an event such as the application of a new patch; then the initial problem analysis would undoubtedly lead to this event.

To save time and effort, let's update the definition to:

Data backup on November 15 failed on server #34-C after application of patch 3.124 by engineer Noah

This detailed definition leaves no room for redundant questions, and provides a good amount of information on where the problem could lie. These extra minutes spent on the initial definition save valuable time and effort, provide a logical sense of direction to analysis, and remove any preconceived notions about the problem.

Describe the problem

The next step is to lay out a detailed description of the problem. The K-T method provides the questions that need to be asked on any problem to help identify the possible causes.

The questions below help describe four parts of any problem:

• What is the problem?
• Where did the problem occur?
• When did the problem occur?
• To what extent did the problem occur?

Each of these questions demands two types of answers:

IS: As in, "What is the problem?" or "Where is the problem?"

COULD BE but IS NOT: As in, "Where could the problem be but is not?"

This exercise helps compare and highlight the what, where, when, and how the deviation from normal performance in business processes is happening.

Establish possible causes

The comparison between normal performance and deviated performance made in the previous step helps in shortlisting the possible causes of the problem. Making a table with all the information in one place can be helpful to make the comparison.

New possible causes become evident when the information is assembled together. For our example problem, the root cause can be narrowed down to:

Procedural error caused by the inadequate transfer of knowledge by the Level 3 engineers.

Whatever the problem, a sound analysis for possible causes can be done based on relevant comparison.

Test the most probable cause

The penultimate step is to short-list the probable causes and test them before proceeding to the conclusion. Each probable cause should follow this question:

If _______ is the root cause of this problem, does it explain what the problem IS and what the problem COULD BE but IS NOT?

Again, it's beneficial to populate all the information into a table.

Verify the true cause

The final step is to eliminate all the improbable causes and provide evidence to the most probable causes. With this verification, it's time to propose a solution to the problem. Without evidence of the possible root cause, the solution should not be attempted.

Ishikawa analysis, or fishbone diagram analysis

Ishikawa analysis uses the fishbone framework to enumerate the cause and effects of a problem, and can be used in conjunction with brainstorming sessions and the five whys method. The simplicity in executing RCA using an Ishikawa diagram shouldn't deceive you of its prowess to handle complex problems.

To start the analysis, define the problem and use it as the head of the fishbone. Draw the spine and add the categories that the problem could be originating from as ribs to the fishbone.

Generally, it's easiest to start the categories with the four dimensions of service management: partners, processes, people, and technology. However, these categories can be anything relevant to your problem, environment, organization, or industry.

Once these categories form the ribs of the fishbone, start attaching possible causes to each category. Each possible cause can also branch out to detail the reason for that occurrence. This could lead to a complex diagram of four to five levels of causes and effects, subsequently drilling down to the root cause of the problem.

It's recommended to split up dense ribs into additional ribs as required. Alternatively, merging empty ribs with other suitable ribs keeps the fishbone clean and easy to read. Additionally, you should ensure the ribs are populated with causes, not just symptoms of the problem.

This analysis is again a collaborative effort, and requires a moderator to direct the brainstorming sessions in an effective way. Every participant has the opportunity to engage, providing a comprehensive view of the problem.

Pareto analysis

The Pareto principle is an observation that approximately 80 percent of effects come from approximately 20 percent of causes. This observation applies to a wide range of subjects, including problem management.

When trying to reduce the number of incidents occurring in an organization, it's highly efficient to apply Pareto analysis before jumping into solving the problems. Pareto analysis prioritizes the causes of incidents, and helps in managing problems based on their impact and probability.

This analysis is carried out by generating a Pareto chart from a Pareto table. A Pareto table consists of the cumulative count of classification of all problems. A Pareto chart is a bar graph showing the cumulative percentage of the frequency of various classification of problems.

To create a Pareto chart, follow the steps given below:

• Collect problem ticket data from your service desk tool.
• Remodel the data into categories based on various attributes.
• Create a Pareto table to find the frequency of problems in each classification over a period of time.
• Compute the frequency of problem occurrences in each category.
• Generate the cumulative frequency percentage in decreasing order.
• Plot the data on a graph to create a Pareto chart.

The most important step is to remodel the data into a countable set of classifications and attributes.

This chart helps identify the problems that should be solved first to significantly reduce service disruption. This analysis complements the Ishikawa and Kepner-Tregoe methods by providing a way to prioritize the category of problems, while the other methods analyze the root cause.

It's important to remember that the 80/20 rule suggests likely causes, and may be incorrect at times.

Five whys technique

Five whys is a straightforward technique for RCA. It defines a problem statement, then repeatedly asks why until the underlying root cause of the problem is discovered. The number of whys doesn't need to be limited to five, but can be based on the problem and the situation.

The five whys technique complements many other problem-solving techniques like the Ishikawa method, Pareto analysis, and the K-T method.

Using the previous example of the data backup failure in a server, let's apply the five whys technique.

The above iterative process reveals the absence of a standardized format, which has led to the problem of data backup failure.

For our purposes, the example above is a simple execution of the method. In a real scenario, the next question depends on the answer to the previous question, so it's imperative to collaborate with stakeholders who have elaborate knowledge of the domain the problem resides in.

By adopting parts of the K-T method along with the five whys technique, such as providing evidence to each answer before validating it with a return question, you can ensure precise analysis during problem-solving sessions.

Other techniques

Apart from the five major techniques, there are still numerous others, each with their own unique strengths. Overall, problem investigation is carried out using a combination of techniques suitable for the situation. Some other techniques that are prevalent in the problem management community are chronological testing, fault tree analysis, the fault isolation method, hypothesis testing, and pain value analysis. It's worth taking the time to learn many techniques as your organization's problem management process matures.

You have made it so far! In our penultimate part of the six-part series, you will learn about the best practices of problem management that can help you jump past any hurdles during your problem management journey.

Reactive vs Proactive problem management

Problem management best practices

Assess your incident response readiness to kick-start your problem management journey

The zeroth step in the journey towards proactive problem management is establishing a robust incident management process in your IT environment. Discover how Zoho, our parent company, handles the spectrum of incidents thrown at it year over year and assess your incident management readiness at an enterprise scale.

Download a free copy of our incident management handbook and a best practice checklist to review your problem management solution.

Problem management feature checklist

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Kepner-Tregoe Matrix

A Kepner-Tregoe matrix is used to find causes of a problem. It isolates the who, what, when, where, and how aspects of an event, keeping the focus on the elements that have an impact on the event and eliminating the elements that do not. This allows you to compare what the problem is, with what it is not, illuminating distinctive features of the problem and pointing out its potential causes.

To clarify what the problem is not about.

When identifying the causes of quality problems.

When brainstorming.

1. DESCRIBE THE EVENT in a clear manner so it can be understood by everyone.

2. PRODUCE AN EMPTY MATRIX of six rows by four columns. Fill the headings of the 4 colums with the following: "performance shortcoming," "is," "is not," and "distinction." Below the top row, fill the row headings of the rows with the following: "what occurs, what objects are affected?," "where does the problem occur?", "when does the problem occur?", "extent of shortcomings?", and "who is involved?"

3. RECORD THE PROBLEM OR EVENT under analysis in the upper left-hand corner of the matrix.

4. DESCRIBE WHAT DID OR DOES OCCUR using the "is" column. Determine the objects affected and what specifically occurs. Determine the location of the event. Determine when the event occurs, whether it has recurred, whether it happens in conjunction with any other events, and any patterns observed.

5. DETERMINE THE EXTENT OF THE PROBLEM. Think about how many objects had problems and how many problems each object had. Determine the severity of the problems.

6. DETERMINE WHO is involved in the event. However, ensure that this step does not assign blame.

7. IDENTIFY CIRCUMSTANCES that could occur but do not recur using the "is not" column.

8. Examine the "is" and "is not" columns to IDENTIFY WHAT IS DIFFERENT OR UNUSUAL about events where the problem exists versus where it is absent ("is" versus "is not"). Record your observations in the "distinctions" column.

9. FOR EACH DISTINCTION DETERMINE whether it relates to a known change. Examine how the change could have caused the problem. Record all possible causes.

10. TEST ALL POSSIBLE CAUSES BY DETERMINING whether the each item in the "is" and "is not" columns can be explained by the cause. The most likely cause explains every aspect of the problem.

11. PLAN AN EXPERIMENT TO VERIFY THE CAUSE(S) identified, if possible.

Can be used at any stage of a process improvement effort.

Is a useful tool for problem discovery and resolution.

Offers exhaustive process for accurate problem definition.

Is time consuming.

Andersen B. Tools for analyzing the performance shortcoming. In: O'Mara P, editor. Business process improvement toolkit. 2nd ed. Milwaukee, WI: ASQ Quality Press; 2007. p. 123-55.

Tague N. The tools. In: O'Mara P, editor. The quality toolbox. 2nd ed. Milwaukee, WI: ASQ Quality Press; 2005. p. 93-521.

Lighter D. Process orientation in health care quality. In: Moore C, editor. Quality management in health care: principles and methods. 2nd ed. Sudbury, MA: Jones and Bartlett Publishers; 2004. p. 43-101.

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Lecture 34 - Problem Solving

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Add a method, remove a method, edit datasets, application of prompt learning models in identifying the collaborative problem solving skills in an online task.

17 Jul 2024  ·  Mengxiao Zhu , Xin Wang , Xiantao Wang , Zihang Chen , Wei Huang · Edit social preview

Collaborative problem solving (CPS) competence is considered one of the essential 21st-century skills. To facilitate the assessment and learning of CPS competence, researchers have proposed a series of frameworks to conceptualize CPS and explored ways to make sense of the complex processes involved in collaborative problem solving. However, encoding explicit behaviors into subskills within the frameworks of CPS skills is still a challenging task. Traditional studies have relied on manual coding to decipher behavioral data for CPS, but such coding methods can be very time-consuming and cannot support real-time analyses. Scholars have begun to explore approaches for constructing automatic coding models. Nevertheless, the existing models built using machine learning or deep learning techniques depend on a large amount of training data and have relatively low accuracy. To address these problems, this paper proposes a prompt-based learning pre-trained model. The model can achieve high performance even with limited training data. In this study, three experiments were conducted, and the results showed that our model not only produced the highest accuracy, macro F1 score, and kappa values on large training sets, but also performed the best on small training sets of the CPS behavioral data. The application of the proposed prompt-based learning pre-trained model contributes to the CPS skills coding task and can also be used for other CSCW coding tasks to replace manual coding.

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