Today's Solutions - Tomorrow's Problems

“We can not solve today's problems at the same level of thought we were at when we created them”

Albert Einstein

Most of what we are attempting “fix” today were solutions to past problems.  This should be insight to what is to come - today's solutions will be tomorrow's problems.

Teetering on master of the obvious, good intentions and best hopes seldom solve problems. More often or not, our solutions like those implemented before fail to resolve or solve completely the problem.  I believe it is more or less due to a critical missed opportunity.  That is, the understanding and practice of root cause analysis.  

Akin to treating the common cold, we use different strategies to address the symptoms of a cold.  Actually, our body reacts to any number of viruses (some estimate over a 200) creating a set of symptoms we commonly refer to as a cold.

According to the National Institute of Allergy and Infectious Diseases, scientists can identify the cause of a large percentage of colds but there remain somewhere between 20 to 30 percent unidentified.  They are hopeful that technology will assist in getting the “causes” identified in the next 10 years.

Treating the symptoms of a cold is not addressing the virus.  We merely treat any number of symptoms hoping to feel better.  Scientists are hopeful that there may in fact be a vaccine in the future to prevent the spread of cold producing viruses.

The good news is that unlike the cold, organizations can in fact not only identify the root cause of a problem but can take steps to adjust, correct, and prevent future problems.

I’ve learned that it's not that we don't want to get to the "root" of a problem.  We either don't invest the time, energy, or effort, or, we don't know how.  Nonetheless, getting to root cause is extremely important to a learning organization.

There are several proven tools and strategies with respect to root cause analysis.  Leaders must select one that best meets the culture, context, and capacity of their organization.

I want to suggest that root cause analysis is not just for identifying the cause of a problem.  It can be used as a tool to identify "what" we stop doing.  

In rereading Permission to Forget by Lee Jenkins, I was reminded of a powerful concept - one that I need to get better at - "add one subtract two" Simply, before adding an initiative, change, policy or etc. effective leaders carefully examine their organization to identify at least two programs, practices, or the like to abandon or eliminate.  Root cause analysis can assist especially in the area of initiative overload.

Determining program efficiency and effectiveness goes beyond identification of root cause.  Bill Daggett introduced the efficiency/effectiveness matrix several years.  The application of the matrix is most powerful when you require the use of actual data to determine where you place a program or practice with respect to efficiency (cost) and effectiveness (performance).

The utility and import of the matrix is found in the depth of data used to determine efficiency and effectiveness.  You must use both qualitative and quantitative data points.  What you can't use or at least depend upon is anecdotal accounts or evidence of cost and results.  Though tempting to rush this, you have to drill down to actual cost and actual performance results.

If we utilize both root cause analysis and the efficiency/effectiveness matrix we can make better decisions today especially in addressing “yesterday’s” solutions – our current problems.

I am confident that we can reduce the likelihood of future leaders looking at our decisions or solutions as problems if we invest in both root cause analysis and the efficiency/effectiveness matrix on a continuous basis.