Our team is so focused on the identify step of IDS® that we spend nearly our entire meeting digging into the background of a single issue, leaving us with only five minutes to actually solve it. How do we strike the right balance between identifying the root cause and moving to a decision?

Question

Tyler Smith · Accepted Answer

While identifying the root cause is the most important part of the IDS® process, getting stuck in analysis paralysis is a major trap. If you spend eighty minutes identifying and only ten minutes solving, you are failing to drive traction.

To correct this, the facilitator must manage the clock with discipline. A healthy rule of thumb is to spend roughly twenty percent of your time on identification, sixty percent on discussing the options, and twenty percent on solving.

When a problem is raised, allow the owner of the issue to briefly state the problem in one or two sentences. Then, let the team ask clarifying questions to find the root cause.

Once the root cause is identified, the facilitator must transition the room to the discuss phase. If the team begins rehashing the same background information or repeating their points, step in. State that the root cause is clear and we are now moving to solutions.

Finally, do not let the discuss phase drag on indefinitely. As soon as the options are on the table and the debate begins to loop, push for a decision. A good solution executed today is always better than a perfect solution debated for three weeks.