When we run IDS®, we get stuck in the Identify phase because everyone has a different view of what the real problem is. How do we structure the Identify step to align the team on the root-cause issue before we waste time discussing or solving it?

Question

Tyler Smith · Accepted Answer

Getting stuck in the Identify phase of IDS® happens because team members confuse symptoms with the actual root-cause issue. To solve this, you must structure the Identify phase with a rigorous, investigative approach.

When an issue is brought to the table, do not let anyone propose solutions or even debate the topic. Instead, start by asking the owner of the issue to state the problem in one clear sentence. It must focus on a specific bottleneck, behavior, or numbers gap.

Once the issue is stated, the meeting leader must ask: What is the real issue here? Follow this by applying the three-lens analysis. Is this a people issue, a process issue, or a vision issue?

Most operational problems are actually people issues where someone lacks GWC™ for their seat, or process issues where a core workflow is not being followed. Dig into the data. Ask for specific examples of when the issue occurred.

By forcing the team to focus on facts and root causes rather than emotional responses or immediate fixes, you build alignment. Only when the entire leadership team agrees on the single, underlying problem do you move to the Discuss phase. This prevents you from wasting valuable meeting time solving symptoms that will simply reappear next week.