During our weekly problem solving sessions, we often find ourselves resolving immediate tactical symptoms while the real underlying problems remain untouched. How do we train our leadership team to dig deeper and identify the real issue behind the issue during IDS®?

Question

Tyler Smith · Accepted Answer

Finding the real issue behind the issue requires slow, deliberate questioning before you ever propose a solution. Most teams rush into the Identify phase because they are eager to solve. To get past the surface symptoms, you must enforce a pause.

When an issue is raised, the person who brought it up must state the problem clearly in one sentence. Then, the team must ask clarifying questions. Avoid the urge to offer answers during this phase. Ask why the problem occurred, who it affects, and what the actual impact is on the business. This process of drilling down often reveals that what looked like a technology issue is actually a people issue, or what looked like a sales issue is actually a pricing issue.

The Integrator must act as the gatekeeper here. If a team member starts presenting solutions before the group has agreed on the root cause, the Integrator must redirect them back to identification.

Do not move to the Discuss phase until every person around the table agrees on the core problem. Once you have identified the real issue, the discussion becomes much shorter, and the Solve step is highly targeted. This discipline ensures you are pulling the weed out by its roots rather than just trimming the leaves.