We keep solving the same operational issues over and over during IDS, only to have them resurface on the Issues List three weeks later. How do we identify when a recurring process problem is actually a people or seat issue in disguise?

Question

Tyler Smith · Accepted Answer

When an operational breakdown recurs repeatedly, leadership teams almost always default to blaming broken processes, faulty software, or inadequate documentation. It feels safer to rewrite a checklist than to admit that a colleague in the room lacks the ability to execute. This avoidance leads to circular problem solving that drains team energy.

The rule of thumb is simple: if the exact same process failure reaches the Issues List three times, stop looking at the procedure and look at the Accountability Chart. You must force the conversation into the People Component during the Identify phase of IDS.

Ask two direct questions to uncover the root cause:
- Does the person in the seat truly understand, want, and have the capacity to do the job (GWC)?
- Are the five primary roles for that seat clearly defined and understood by the owner and the Integrator?

Frequently, an issue recurs because a manager lacks the cognitive capacity or emotional drive for the seat, or because work is straddling two seats without clear single-point ownership. When you identify that the failure stems from a capacity or fit issue rather than a mechanical step, the solution shifts from drafting standard operating procedures to initiating a direct coaching conversation or planning a seat transition.

Solving the real issue requires the courage to name the individual seat involved. Once your leadership team acknowledges that a recurring glitch is a people problem, you can take decisive action rather than endlessly polishing processes that no one follows.