Problem Analysis

Day 1 Session 2

Introduction: The Conditions and

Skills of Problem Solving
People will seek problem-solving opportunities as long as four
conditions exist;
They must possess the skills needed to solve the problems that arise
on their jobs
They must experience success in using those skills
They must be rewarded for successfully resolving their problems
They must not fear failure

Introduction: The Conditions and

Skills of Problem Solving
Problem Analysis provide the skills needed to explain any
situation in which an expected level of performance is not being
achieved and in which the cause of the unacceptable
performance is unknown
If any situation seems too strong a phrase, remember that we
are concerned with the way in which information is used to
approach deviations in performance
Problem Analysis is a systematic problem-solving process

The Criteria That Define a Problem

PROBLEM

When an expected level of

performance is not being achieved

The Structure of a Problem

Performance

Performance

SHOULD

SHOULD
CHANGE
DEVIATION
Performance
ACTUAL
PAST

PRESENT

Structure of Day One Problem

Performance
SHOULD

Performance
ACTUAL
PAST

Some condition required for

achievement of the SHOULD
NEVER HAS EXISTED
or
NEVER HAS FUNCTIONED
CORRECTLY

DAY ONE

PRESENT

DEVIATION

The Technique of Problem Analysis

1. Definition of the Problem,

or The Deviation Statement
We must first define a problem exactly before we can describe,
analyze, and explain it
We define it with the deviation statement, or name of the
problem

Deviation statement is where we want to

begin our search
Vague or generalized deviation statements must be reworded
into specific deviation statements that name one object or
kind of object, and one malfunction or kind of malfunction for
which we wish to discover and explain cause

1. Definition of the Problem,

or The Deviation Statement
Can the effect of this problem
as we have described it in the
deviation statement be
explained now?

If it can, we must back up to the

point at which we can no longer
explain the deviation statement

2. Description of the Problem in Four

Dimensions

2. Description of the Problem in Four

Dimensions
1. Ask Specifying Questions that will flesh out our
description of the effect of the problem and give us exactly
the kinds of information that will be most useful for analysis
2. Define Performance Deviation (IS)
3. Define a basis of comparison: Closest Logical Comparison
(COULD BE but IS NOT)

Regardless of the content of a problem, nothing

is more conducive to sound analysis than some
relevant basis of comparison

2. Description of the Problem in Four

Dimensions
Note:
When we are dealing with a human performance problem, we
must alter the questions to reflect the fact that we are
observing people and behavior, not units and malfunctions
When we are working with human performance, we usually
need to use a combination of rational process ideasnot only
those found within the Problem Analysis process (Chapter 8)
The decision as to what is close and what is logical must rest
with the judgment of the problem solver or the team

3. Extraction of Key Information in

the Problems Four Dimensions to
Generate Possible Causes

4. Testing for Most Probable Cause

Ask of each possible cause, If this is the true cause of the
problem, then how does it explain each dimension in the
specification?
The true cause MUST explain each and every aspect of the
deviation, since the true cause created the EXACT effect we
have specified
Here we identify the most likely possible cause that explains
the deviation BETTER than any of the possible causes

5. Verification of the True Cause

To VERIFY a likely cause is to PROVE that it did produce the
observed effect
Here we asking an additional question or two (ADDITIONAL
INFORMATION) or setting up an experiment (taking an
ADDITIONAL ACTION) in the work environment
Sometimes no verification is possible ad we must rely on the
testing step alone. Here, assumptions are unavoidable.

5. Verification of the True Cause

Chapter Summary
The shadows cast by our problem may be perplexing. Yet the
STRUCTURE OF ALL problems is always the same. It is
knowledge of this structure that enables us to move
systematically from definition to description to evaluation to
hypothesis to verification of cause
Problem Analysis enables people to work together as a team,
pooling their information in a common format to determine the
cause of a problem. When all those who hold important data
have a mechanism for integrating it, they can begin to find the
unknown cause