When we try to run IDS® on operational bottlenecks, we often end up arguing about whether a team member lacks the capability to do the job or if our legacy infrastructure is the real problem. How do we systematically peel back these layers to find the true root cause during our weekly meetings?

Question

Tyler Smith · Accepted Answer

When your leadership team gets stuck debating whether a bottleneck is caused by a person's capability or by failing infrastructure, you must use GWC™ alongside an objective analysis of your systems. Do not let these debates turn into personal arguments or defensive shielding. You must separate the process from the individual.

Start by looking at the seat on your Accountability Chart. Does the person in that seat truly get it, want it, and have the capacity to do it? If the answer is yes, then the problem is almost certainly structural. You need to look at your systems and core processes. Use the IDS® process to map out where the process is breaking down. Ask yourself if the workflow is standardized, or if the team is forced to perform manual, repetitive tasks that invite human error.

If the system is clear but execution is still failing, the issue is conative or skill-based. You may have a person with the wrong problem-solving style for that specific role, which you can diagnose using conative screening like the Kolbe A Index. By separating structural systems from individual human behavior, you can identify the true root cause and solve the issue permanently, rather than just patching the symptoms.