| Let's Identify the Problem | | | | which could be simply a symptom. However, when |
| One of the fundamental aspects of decision making | | | | we dive deeper into the situation, we could uncover |
| begins with being aware of the presence of problem. | | | | the underlying problems lying beneath the carpet. |
| What is a problem/ According to Robbins, SP and | | | | Looking for information from internal and external |
| Coutler, a problem is defined as '"a discrepancy | | | | sources would be necessary in defining and analyzing |
| between an existing and desired state of affairs". | | | | a problem. |
| For example, when your direct supervisor notices | | | | Gathering as much details and facts could be very |
| that the daily sales figure (existing) is much lower | | | | vital at this stage. Additional information is gathered |
| than the target that was set (desired state of | | | | through personal observation and discussion. A great |
| affairs) than it is a problem. I would insist we use the | | | | technique is using why-why analysis, cause and |
| word challenge instead of problem. In other words | | | | effect and finding out details such as who, what, |
| when there is a variance between the set standards | | | | when, where and how in more details. |
| (the original standards was $10000) and the actual | | | | The more details you uncover you would find it |
| performance (the actual sales was $7000) and, the | | | | easier to eventually find a solution to any |
| gap as a shortfall of $3000. Now we face a challenge | | | | problem.Look at a situation or challenge you are |
| to overcome. In most instances, it is difficult to | | | | currently facing a gather as much details as |
| identify the real problem or the root cause. The | | | | possible.Don't just look at the fruit but look at the |
| existing situation could be the surface of the carpet | | | | root. |