problem solving analytical tools

• Skip to main content
• Skip to primary sidebar
• Skip to footer

Additional menu

Nine essential problem solving tools: The ultimate guide to finding a solution

October 26, 2023 by MindManager Blog

Problem solving may unfold differently depending on the industry, or even the department you work in. However, most agree that before you can fix any issue, you need to be clear on what it is, why it’s happening, and what your ideal long-term solution will achieve.

Understanding both the nature and the cause of a problem is the only way to figure out which actions will help you resolve it.

Given that most problem-solving processes are part inspiration and part perspiration, you’ll be more successful if you can reach for a problem solving tool that facilitates collaboration, encourages creative thinking, and makes it easier to implement the fix you devise.

The problem solving tools include three unique categories: problem solving diagrams, problem solving mind maps, and problem solving software solutions.

They include:

• Fishbone diagrams
• Strategy maps
• Mental maps
• Concept maps
• Layered process audit software
• Charting software
• MindManager

In this article, we’ve put together a roundup of versatile problem solving tools and software to help you and your team map out and repair workplace issues as efficiently as possible.

Let’s get started!

Problem solving diagrams

Mapping your way out of a problem is the simplest way to see where you are, and where you need to end up.

Not only do visual problem maps let you plot the most efficient route from Point A (dysfunctional situation) to Point B (flawless process), problem mapping diagrams make it easier to see:

• The root cause of a dilemma.
• The steps, resources, and personnel associated with each possible solution.
• The least time-consuming, most cost-effective options.

A visual problem solving process help to solidify understanding. Furthermore, it’s a great way for you and your team to transform abstract ideas into a practical, reconstructive plan.

Here are three examples of common problem mapping diagrams you can try with your team:

1. Fishbone diagrams

Fishbone diagrams are a common problem solving tool so-named because, once complete, they resemble the skeleton of a fish.

With the possible root causes of an issue (the ribs) branching off from either side of a spine line attached to the head (the problem), dynamic fishbone diagrams let you:

• Lay out a related set of possible reasons for an existing problem
• Investigate each possibility by breaking it out into sub-causes
• See how contributing factors relate to one another

Fishbone diagrams are also known as cause and effect or Ishikawa diagrams.

2. Flowcharts

A flowchart is an easy-to-understand diagram with a variety of applications. But you can use it to outline and examine how the steps of a flawed process connect.

Made up of a few simple symbols linked with arrows indicating workflow direction, flowcharts clearly illustrate what happens at each stage of a process – and how each event impacts other events and decisions.

3. Strategy maps

Frequently used as a strategic planning tool, strategy maps also work well as problem mapping diagrams. Based on a hierarchal system, thoughts and ideas can be arranged on a single page to flesh out a potential resolution.

Once you’ve got a few tactics you feel are worth exploring as possible ways to overcome a challenge, a strategy map will help you establish the best route to your problem-solving goal.

Problem solving mind maps

Problem solving mind maps are especially valuable in visualization. Because they facilitate the brainstorming process that plays a key role in both root cause analysis and the identification of potential solutions, they help make problems more solvable.

Mind maps are diagrams that represent your thinking. Since many people struggle taking or working with hand-written or typed notes, mind maps were designed to let you lay out and structure your thoughts visually so you can play with ideas, concepts, and solutions the same way your brain does.

By starting with a single notion that branches out into greater detail, problem solving mind maps make it easy to:

• Explain unfamiliar problems or processes in less time
• Share and elaborate on novel ideas
• Achieve better group comprehension that can lead to more effective solutions

Mind maps are a valuable problem solving tool because they’re geared toward bringing out the flexible thinking that creative solutions require. Here are three types of problem solving mind maps you can use to facilitate the brainstorming process.

4. Mental maps

A mental map helps you get your thoughts about what might be causing a workplace issue out of your head and onto a shared digital space.

Because mental maps mirror the way our brains take in and analyze new information, using them to describe your theories visually will help you and your team work through and test those thought models.

5. Idea maps

Idea maps let you take advantage of a wide assortment of colors and images to lay down and organize your scattered thought process. Idea maps are ideal brainstorming tools because they allow you to present and explore ideas about the best way to solve a problem collaboratively, and with a shared sense of enthusiasm for outside-the-box thinking.

6. Concept maps

Concept maps are one of the best ways to shape your thoughts around a potential solution because they let you create interlinked, visual representations of intricate concepts.

By laying out your suggested problem-solving process digitally – and using lines to form and define relationship connections – your group will be able to see how each piece of the solution puzzle connects with another.

Problem solving software solutions

Problem solving software is the best way to take advantage of multiple problem solving tools in one platform. While some software programs are geared toward specific industries or processes – like manufacturing or customer relationship management, for example – others, like MindManager , are purpose-built to work across multiple trades, departments, and teams.

Here are three problem-solving software examples.

7. Layered process audit software

Layered process audits (LPAs) help companies oversee production processes and keep an eye on the cost and quality of the goods they create. Dedicated LPA software makes problem solving easier for manufacturers because it helps them see where costly leaks are occurring and allows all levels of management to get involved in repairing those leaks.

8. Charting software

Charting software comes in all shapes and sizes to fit a variety of business sectors. Pareto charts, for example, combine bar charts with line graphs so companies can compare different problems or contributing factors to determine their frequency, cost, and significance. Charting software is often used in marketing, where a variety of bar charts and X-Y axis diagrams make it possible to display and examine competitor profiles, customer segmentation, and sales trends.

9. MindManager

No matter where you work, or what your problem-solving role looks like, MindManager is a problem solving software that will make your team more productive in figuring out why a process, plan, or project isn’t working the way it should.

Once you know why an obstruction, shortfall, or difficulty exists, you can use MindManager’s wide range of brainstorming and problem mapping diagrams to:

• Find the most promising way to correct the situation
• Activate your chosen solution, and
• Conduct regular checks to make sure your repair work is sustainable

MindManager is the ultimate problem solving software.

Not only is it versatile enough to use as your go-to system for puzzling out all types of workplace problems, MindManager’s built-in forecasting tools, timeline charts, and warning indicators let you plan, implement, and monitor your solutions.

By allowing your group to work together more effectively to break down problems, uncover solutions, and rebuild processes and workflows, MindManager’s versatile collection of problem solving tools will help make everyone on your team a more efficient problem solver.

Download a free trial today to get started!

Ready to take the next step?

MindManager helps boost collaboration and productivity among remote and hybrid teams to achieve better results, faster.

Why choose MindManager?

MindManager® helps individuals, teams, and enterprises bring greater clarity and structure to plans, projects, and processes. It provides visual productivity tools and mind mapping software to help take you and your organization to where you want to be.

Explore MindManager

By using this site you agree to our use of cookies. Please refer to our privacy policy for more information.   Close

7 Powerful Problem-Solving Root Cause Analysis Tools

The first step to solving a problem is to define the problem precisely. It is the heart of problem-solving.

Root cause analysis is the second important element of problem-solving in quality management. The reason is if you don't know what the problem is, you can never solve the exact problem that is hurting the quality.

Manufacturers have a variety of problem-solving tools at hand. However, they need to know when to use which tool in a manner that is appropriate for the situation. In this article, we discuss 7 tools including:

• The Ishikawa Fishbone Diagram (IFD)
• Pareto Chart
• Failure Mode and Effects Analysis (FMEA)
• Scatter Diagram
• Affinity Diagram
• Fault Tree Analysis (FTA)

1. The Ishikawa Fishbone Diagram IFD

The model introduced by Ishikawa (also known as the fishbone diagram) is considered one of the most robust methods for conducting root cause analysis. This model uses the assessment of the 6Ms as a methodology for identifying the true or most probable root cause to determine corrective and preventive actions. The 6Ms include:

• Measurement,
• Mother Nature- i.e., Environment

Related Training: Fishbone Diagramming

2. Pareto Chart

The Pareto Chart is a series of bars whose heights reflect the frequency or impact of problems. On the Chart, bars are arranged in descending order of height from left to right, which means the categories represented by the tall bars on the left are relatively more frequent than those on the right.

Related Training: EFFECTIVE INVESTIGATIONS AND CORRECTIVE ACTIONS (CAPA) Establishing and resolving the root causes of deviations, problems and failures

This model uses the 5 Why by asking why 5 times to find the root cause of the problem. It generally takes five iterations of the questioning process to arrive at the root cause of the problem and that's why this model got its name as 5 Whys. But it is perfectly fine for a facilitator to ask less or more questions depending on the needs.

Related training: Accident/Incident Investigation and Root Cause Analysis

4. Failure Mode and Effects Analysis (FMEA)

FMEA is a technique used to identify process and product problems before they occur. It focuses on how and when a system will fail, not if it will fail. In this model, each failure mode is assessed for:

• Severity (S)
• Occurrence (O)
• Detection (D)

A combination of the three scores produces a risk priority number (RPN). The RPN is then provided a ranking system to prioritize which problem must gain more attention first.

Related Training: Failure Mode Effects Analysis

5. Scatter Diagram

A scatter diagram also known as a scatter plot is a graph in which the values of two variables are plotted along two axes, the pattern of the resulting points revealing any correlation present.

To use scatter plots in root cause analysis, an independent variable or suspected cause is plotted on the x-axis and the dependent variable (the effect) is plotted on the y-axis. If the pattern reflects a clear curve or line, it means they are correlated. If required, more sophisticated correlation analyses can be continued.

Related Training: Excel Charting Basics - Produce Professional-Looking Excel Charts

6. Affinity Diagram

Also known as KJ Diagram, this model is used to represent the structure of big and complex factors that impact a problem or a situation. It divides these factors into small classifications according to their similarity to assist in identifying the major causes of the problem.

7. Fault Tree Analysis (FTA)

The Fault Tree Analysis uses Boolean logic to arrive at the cause of a problem. It begins with a defined problem and works backward to identify what factors contributed to the problem using a graphical representation called the Fault Tree. It takes a top-down approach starting with the problem and evaluating the factors that caused the problem.

Finding the root cause isn't an easy because there is not always one root cause. You may have to repeat your experiment several times to arrive at it to eliminate the encountered problem. Using a scientific approach to solving problem works. So, its important to learn the several problem-solving tools and techniques at your fingertips so you can use the ones appropriate for different situations.

ComplianceOnline Trainings on Root Cause Analysis

P&PC, SPC/6Sigma, Failure Investigation, Root Cause Analysis, PDCA, DMAIC, A3 This webinar will define what are the US FDA's expectation for Production and Process Control / Product Realization, the use of statistical tehniques, 6 sigma, SPC, for establishing, controlling , and verifying the acceptability of process capability and product characteristics, product acceptance or validation and other studies. Non-conformance, OOS, deviations Failure Investigations, and Root Cause Analysis, PDCA, DMAIC, and similar project drivers to improvement, A# and similar dash boards.

Accident/Incident Investigation and Root Cause Analysis If a major workplace injury or illness occurred, what would you do? How would you properly investigate it? What could be done to prevent it from happening again? A properly executed accident/incident investigation drives to the root causes of the workplace accident to prevent a repeat occurrence. A good accident/incident investigation process includes identifying the investigation team, establishing/reviewing written procedures, identifying root causes and tracking of all safety hazards found to completion.

Root Cause Analysis - The Heart of Corrective Action This presentation will explain the importance of root cause analysis and how it fits into an effective corrective and preventive action system. It will cover where else in your quality management system root cause analysis can be used and will give examples of some of the techniques for doing an effective root cause analysis. Attendees will learn how root cause analysis can be used in process control.

Addressing Non-Conformances using Root Cause Analysis (RCA) RCA assumes that systems and events are interrelated. An action in one area triggers an action in another, and another, and so on. By tracing back these actions, you can discover where the issue started and how it grew into the problem you're now facing.

Introduction to Root Cause Investigation for CAPA If you have reoccurring problems showing up in your quality systems, your CAPA system is not effective and you have not performed an in-depth root cause analysis to be able to detect through proper problem solving tools and quality data sources, the true root cause of your problem. Unless you can get to the true root cause of a failure, nonconformity, defect or other undesirable situation, your CAPA system will not be successful.

Root Cause Analysis and CAPA Controls for a Compliant Quality System In this CAPA webinar, learn various regulations governing Corrective and Preventive Actions (CAPA) and how organization should collect information, analyze information, identify, investigate product and quality problems, and take appropriate and effective corrective and/or preventive action to prevent their recurrence.

Root Cause Analysis for CAPA Management (Shutting Down the Alligator Farm) Emphasis will be placed on realizing system interactions and cultural environment that often lies at the root of the problem and prevents true root cause analysis. This webinar will benefit any organization that wants to improve the effectiveness of their CAPA and failure investigation processes.

Root Cause Analysis for Corrective and Preventive Action (CAPA) The Quality Systems Regulation (21 CFR 820) and the Quality Management Standard for Medical Devices (ISO 13485:2003), require medical device companies to establish and maintain procedures for implementing corrective and preventive action (CAPA) as an integral part of the quality system.

Strategies for an Effective Root Cause Analysis and CAPA Program This webinar will provide valuable assistance to all regulated companies, a CAPA program is a requirement across the Medical Device, Diagnostic, Pharmaceutical, and Biologics fields. This session will discuss the importance, requirements, and elements of a root cause-based CAPA program, as well as detailing the most effective ways to determine root cause and describing the uses of CAPA data.

Legal Disclaimer

This piece of content and any of its enclosures, attachments or appendices, references are created to provide solely for information purpose. ComplianceOnline has made all effort to provide accurate information concerning the subject matter covered. This content is created from interpretation, and understanding of relevant and applicable information and it is not all inclusive. It can be best used in conjunction with your professional judgment and discretion.

However, this piece of content and any other ancillary items disseminated in connection with same are not necessarily prepared by a person licensed to practice law in a particular jurisdiction. This piece of content is not a substitute for the advice of an attorney. If you require legal or other expert advice, you should seek the services of a competent attorney or other professional.

ComplianceOnline necessarily is not, cannot and will not be liable for any claims, damages, or regulatory legal proceedings initiated as a consequence of you using whole or any part of the content present in this document. If any action, claim for damages, or regulatory proceedings is commenced against ComplianceOnline as a consequence of your use of this document, then and in that event, you agree to indemnify ComplianceOnline for such claims, and for any attorney's fees expended by ComplianceOnline in connection with defense of same.

• RCA 101 – 5-Why Analysis (Free Training)
• RCA 201 – Basic Failure Analysis
• RCA 301 – PROACT® RCA Certification
• RCA 401 – RCA Train The Trainer
• Other Trainings
• 5 Whys Root Cause Analysis Template
• RCA Template
• Chronic Failure Calculator

7 Powerful Root Cause Analysis Tools and Techniques

By Sebastian Traeger

Updated: April 21, 2024

Reading Time: 5 minutes

1. The Ishikawa Fishbone Diagram (IFD)

2. pareto chart, 4. failure mode and effects analysis (fmea), 5. proact® rca method, 6. affinity diagram, 7. fault tree analysis (fta).

With over two decades in business – spanning strategy consulting, tech startups and executive leadership – I am committed to helping your organization thrive. At Reliability, we’re on a mission to help enhance strategic decision-making and operational excellence through the power of Root Cause Analysis, and I hope this article will be helpful!  Our goal is to help you better understand these root cause analysis techniques by offering insights and practical tips based on years of experience. Whether you’re new to doing RCAs or a seasoned pro, we trust this will be useful in your journey towards working hard and working smart.

Root Cause Analysis (RCA) shines as a pivotal process that helps organizations identify the underlying reasons for problems, failures, and inefficiencies. The goal is simple: find the cause, fix it, and prevent it from happening again. But the process can be complex, and that’s where various RCA techniques come into play. 

Let’s dive into seven widely utilized RCA techniques and explore how they can empower your team’s problem-solving efforts.

Named after Japanese quality control statistician Kaoru Ishikawa, the Fishbone Diagram is a visual tool designed for group discussions. It helps teams track back to the potential root causes of a problem by sorting and relating them in a structured way. The diagram resembles a fishbone, with the problem at the head and the causes branching off the spine like bones. This visualization aids in categorizing potential causes and studying their complex interrelationships.

The Pareto Chart, rooted in the Pareto Principle, is a visual tool that helps teams identify the most significant factors in a set of data. In most situations, 80% of problems can be traced back to about 20% of causes. By arranging bar heights from tallest to shortest, teams can prioritize the most significant factors and focus their improvement efforts where they can have the most impact.

The 5 Whys method is the epitome of simplicity in getting to the bottom of a problem. By repeatedly asking ‘why’ (typically five times), you can delve beneath the surface-level symptoms of a problem to unearth the root cause. This iterative interrogation is most effective when answers are grounded in factual evidence.

When prevention is better than cure, Failure Mode and Effects Analysis (FMEA) steps in. This systematic, proactive method helps teams identify where and how a process might fail. By predicting and examining potential process breakdowns and their impacts, teams can rectify issues before they turn into failures. FMEA is a three-step process that involves identifying potential failures, analyzing their effects, and prioritizing them based on severity, occurrence, and detection ratings.

The PROACT ® RCA technique is a robust process designed to drive significant business results. Notably used to identify and analyze ‘chronic failures,’ which can otherwise be overlooked, this method is defined by its name:

PReserving Evidence and Acquiring Data: Initial evidence collection step based on the 5-P’s – Parts, Position, People, Paper, and Paradigms.

Order Your Analysis Team and Assign Resources: Assembling an unbiased team to analyze a specific failure.

Analyze the Event: Reconstructing the event using a logic tree to identify Physical, Human, and Latent Root Causes.

Communicate Findings and Recommendations: Developing and implementing solutions to prevent root cause recurrence.

Track and Measure Impact for Bottom Line Results: Tracking the success of implemented recommendations and correlating the RCA’s effectiveness with ROI.

PROACT® RCA excels in mitigating risk, optimizing cost, and boosting performance, making it a valuable addition to any RCA toolkit.

The Affinity Diagram is a powerful tool for dealing with large amounts of data. It organizes a broad range of information into groups based on their natural relationships, creating a clear, visual representation of complex situations. It’s particularly beneficial for condensing feedback from brainstorming sessions into manageable categories, fostering a better understanding of the broader picture.

Fault Tree Analysis (FTA) is a top-down, deductive failure analysis that explores the causes of faults or problems. It involves graphically mapping multiple causal chains to track back to possible root causes, using a tree-like diagram. FTA is particularly useful in high-risk industries, such as aerospace and nuclear power, where preventing failure is crucial.

Each RCA technique provides a unique approach for viewing and understanding problems, helping you pinpoint the root cause more effectively. The key is to understand when and how to use each tool, which can significantly enhance your team’s problem-solving capabilities.

Power up your RCA analysis with our EasyRCA and revolutionize your problem-solving process. Start Your Free Trial.

In conclusion, the techniques presented offer a diverse set of tools to help organizations address problems and inefficiencies effectively. From visual representations like the Ishikawa Fishbone Diagram and Pareto Chart to more proactive approaches such as the 5 Whys and Failure Mode and Effects Analysis (FMEA), each technique provides a unique perspective on identifying and mitigating root causes.

The PROACT® RCA Method stands out for its comprehensive process, particularly suited for chronic failures. Additionally, the Affinity Diagram and Fault Tree Analysis (FTA) contribute valuable insights by organizing data and exploring causal chains, respectively. Leveraging these techniques strategically enhances a team’s problem-solving capabilities, enabling them to make informed decisions and drive continuous improvement.

I hope you found these 7 techniques insightful and actionable! Stay tuned for more thought-provoking articles as we continue to share our knowledge. Success is rooted in a thorough understanding and consistent application, and we hope this article was a step in unlocking the full potential of Root Cause Analysis for your organization. Reliability runs initiatives such as an online learning center focused on the proprietary PROACT® RCA methodology and EasyRCA.com software. For additional resources, visit our Reliability Resources .

• Root Cause Analysis /

Recent Posts

Ultimate Guide to Swiss Cheese Model and Its Applications

5 Root Cause Analysis Examples That Shed Light on Complex Issues

Root Cause Analysis with 5 Whys Technique (With Examples)

What Is Fault Tree Analysis (FTA)? Definition & Examples

Root Cause Analysis Software

Our RCA software mobilizes your team to complete standardized RCA’s while giving you the enterprise-wide data you need to increase asset performance and keep your team safe.

Root Cause Analysis Training

[email protected]

Tel: 1 (800) 457-0645

Share article with friends:

Filter by Keywords

6 Powerful Problem-Solving Root Cause Analysis Tools

Engineering Team

May 14, 2024

When solving problems, you either take a proactive approach or a reactive one. Proactive: address the underlying causes of the issue to avoid future challenges. Reactive: respond to issues as they come.

For many project managers, getting at the root cause of an issue before it derails an entire project is key. You’ll save time, money, and valuable resources where they matter most. Plus, you develop insights to build better processes for smoother workflows. 

To nail down what’s at the heart of an issue, you need root cause analysis. 👀

In this article, we’ll share ten of the best root cause analysis tools and techniques. We’ll dive into what root cause analysis is and how to choose the right tools for your business. 

How to choose the right root cause analysis tool for a specific problem 

2. intelex root cause analysis software, 3. apache skywalking, 4. taproot®, 5. appdynamics from cisco, 6. sologic root cause analysis software, pareto chart, fishbone diagram, scatter plot diagram.

What Is Root Cause Analysis? 

Root cause analysis is the process of examining the source of an issue using various techniques and tools. It’s ideal for solving complex problems and helps teams create and prioritize solutions for better quality control and seamless processes.

There are several steps in the process, including: 

• Describing the existing issue
• Analyzing metrics and collecting data
• Identifying potential causes
• Brainstorming solutions
• Taking corrective action
• Observing changes and performance

Root cause analysis is a key component of quality management because its goal is to get to the heart of an issue and what’s causing it. That way, you prevent similar problems from arising and causing havoc on a project.

The benefit of root cause analysis is that it allows you to examine potential issues at their core. Plus, it’s designed to assess the issue as well as the solutions as you implement them.

As you gather valuable data on the problems your business faces and the effectiveness of the solutions you try out, you learn how to improve processes every step of the way. The result is a more efficient and successful business that’s able to adapt to whatever comes next. 🤩

You’ll find plenty of tools and methods designed to make root cause analysis easier and streamline the overall process. Luckily, there are also a number of free options in addition to paid analytics tools on the market to gather insights into the cause of the problem.

Of course, not all tools are equally effective. Some are meant to help brainstorm ideas for solutions. Others are designed to dive into metrics to track issues and nail down what’s behind them. And some are complete process software tools designed to integrate into your daily work. 🛠️

Want effective root cause analysis? Here’s what to look for in different tools and techniques:

• Integrations : RCA is best when done collaboratively. Look for tools that let you work with team members to break down problems
• Data tools : You can’t figure out what’s wrong without diving into metrics. Choose a tool that lets you collect data to inform the process
• Specific actions : It’s not enough to know what’s causing a problem. You need a tool that lets you take specific actions, like instantly assigning remedial tasks

6 Best Root Cause Analysis Tools in 2024

Ready to figure out what’s at the root of your problem? With these six best root cause analysis tools and techniques, you’ll have what you need to break down an issue. From integrated software tools to free methods, there’s something for everyone. 💪

ClickUp is an all-in-one project management software designed to centralize your work across apps into one collaborative platform. With a rich set of dynamic features to streamline any workflow, teams rely on ClickUp to drive productivity, reduce downtime, and make processes more efficient. 

One of the first steps in root cause analysis is to describe the problem. With ClickUp Whiteboards , teams can take a visual approach to this step. With live cursors, actionable tasks, embedding, and more, teams can work collaboratively to identify the root cause and present metrics that support their ideas. 

The next step is to collect data. Use metrics to truly see what’s driving the issue. With ClickUp Forms , you can survey customers and employees to find out what problems are present and what may be causing them. These Forms are completely customizable, letting you collect the specific data you need. Plus, they’re easy to share, allowing you to cast a wide net to gather as much information as possible.

Once you’re in the analysis stage, ClickUp’s Table view will be your best friend. Create spreadsheets in seconds and design visual databases of information. Use these views to analyze your data and lay the groundwork for next steps to correct the problem. 🤩

ClickUp best features

• ClickUp AI features hundreds of tools for various use cases, identifying issues and brainstorming solutions
• Use Docs from ClickUp to easily document your RCA process and keep track of important insights and potential next steps
• More than 1,000 templates, including ClickUp’s Root Cause Analysis Template , make it easy to do your work faster and more efficiently

ClickUp limitations

• Right now, ClickUp AI writing tools are only available on desktop, but mobile rollout is on the way
• The sheer number of features requires some time to learn, but once you do, you’ll be able to create more powerful processes

ClickUp pricing

• Free Forever
• Unlimited : $7/month per user
• Business : $12/month per user
• Enterprise : Contact for pricing
• ClickUp AI is available on all paid plans for $5 per Workspace member per month

ClickUp ratings and reviews

• G2 : 4.7/5 (2,000+ reviews)
• Capterra : 4.7/5 (2,000+ reviews)

The Root Cause Analysis Software from Intelex is a SaaS tool designed to help companies create better environment, health, safety, and quality (EHSC) procedures. It uses various methodologies to get to the root cause of the problem.

Start by recording incident data in the tool where everyone on the team can access and analyze the information. Next, use methodology tools like Ishikawa diagrams and failure mode and effects analysis (FMEA) to identify trends.

Intelex best features

• Integrated RCA techniques, including 5 whys, checklists, and gap analysis, make it easy to assess problems in one space
• Workflow tools feature integrations to identify the root causes of problems outside your organization when they occur
• Custom dashboards and reporting make sharing insights with various team members easier than ever

Intelex limitations

• Some users felt the tool was rigid and that data collection features could be more insightful
• The user interface isn’t the most friendly, particularly for beginners

Intelex pricing

• Free: seven-day trial
• Custom : Contact for pricing

Intelex ratings and reviews

• G2 : 4/5 (10+ reviews)
• Capterra : N/A

Apache Skywalking is an application performance management (APM) tool designed to identify issues in software tools. Specifically made for microservices, cloud, and Kubernetes applications, this tool is useful for software engineers in charge of tech teams. 👨🏽‍💻

Apache Skywalking best features

• Profile codes on runtime using the built-in root causes analysis features that identify the exact point where issues develop
• Performance optimization tools let you create continuous improvement processes to better meet customer needs
• In-depth metrics get to the heart of the problem, so your team can brainstorm solutions

Apache Skywalking limitations

• The complex interface may be intimidating, particularly for entry-level team members
• Some found the tool was better suited for smaller-scale projects 

Apache Skywalking pricing

• Free (open source tool)

Apache Skywalking ratings and reviews

Bonus: Check out The Best Open-Source Project Management Tools in 2024

TapRooT® is a software tool designed to identify and fix problems caused by both equipment and humans. Use this tool to collect evidence of the issue, identify the cause and effect of various actors, and develop fixes.

TapRooT® best features

• Processes are differentiated based on whether it’s a simple incident or a major accident, so you react accordingly
• The Corrective Action Helper® Guide/Module leads you through potential solutions and makes implementation faster
• Charts and graphs organize data so it’s easier to identify trends

TapRooT® limitations

• Some users found the pricing to be high
• The tool is extremely in-depth, making it a better choice for big businesses 

TapRooT® pricing

• Contact for pricing

TapRooT® ratings and reviews

AppDynamics is a tech tool from Cisco that’s designed to identify the root causes of issues across your business. Use it to break down problems in software, applications, user experience, and overall business health. The tool lets you gain visibility, gather data, and automate solutions. 📚

AppDynamics best features

• Extensive supported technologies, including Apache, Python, and Docker
• Monitoring and migration tools make implementing solutions faster
• Application flow maps let you pinpoint the exact moment issues arise

AppDynamics limitations

• A steep learning curve means you have to allocate resources to get the team up to speed
• Complicated licensing and limited data security features

AppDynamics pricing

• Infrastructure Monitoring Edition : $6/month/CPU Core
• Premium Edition : $60/month/CPU Core
• Enterprise Edition : $90/month/CPU Core
• Enterprise Edition for SAP® Solutions : $167/month/CPU Core
• Real User Monitoring : $0.06/month per 1,000 tokens

AppDynamics ratings and reviews

• G2 : 4.3/5 (300+ reviews)
• Capterra : 4.5/5 (30+ reviews)

Causelink® is Sologic’s RCA tool. It uses techniques like 5 whys, fishbone diagrams, and incident timelines to pinpoint the root cause of a problem. Use it as an individual, team, or enterprise tool based on the size of your business.

Sologic best features

• Virtual RCA training features make it easy to provide professional development opportunities for all team members 
• Multiple built-in techniques let you analyze data in ways that make the most sense for your business
• The built-in five-step method takes the guesswork out of RCA

Sologic limitations

• Since the tool features built-in methodologies, there isn’t as much customization as with other tools
• Pricing can be expensive, making it harder for small businesses to use

Sologic pricing

• Causelink® Individual : $384/year
• Causelink® Team : Contact for pricing
• Causelink® Enterprise : Contact for pricing

Sologic ratings and reviews

• G2 : 4/5 (1+ reviews)

Root Cause Analysis Techniques

A major benefit to using root cause analysis tools is that they’re designed to help teams integrate proven techniques into their daily processes. There are a ton of ways to get to the root of a problem, especially when you consider the range of issues teams face across industries.

If you’re searching for a new strategy or wondering what root cause analysis technique will best fit your team’s needs, start here with a few of our favorite examples:

Also called Pareto analysis, this RCA tool is a simple bar chart that ranks data based on frequency. It’s useful for identifying problems that cause the most downtime and highlighting where you should focus your efforts. The main purpose of a Pareto Chart is to separate minor problems from major ones. Teams turn to Pareto charts and analysis to:

• Simplify the problem-solving process 
• Look for a singular cause to hone in on the root issue
• Highlight the most commonly felt problems

The 5 Whys method is an investigative tool that’s much like a child repeatedly asking, “Why?” 🤔

That might be frustrating in other areas of life, but it’s great for root cause analysis because it pushes you to consider what’s behind a problem.

This tool isn’t meant for quantitative analysis; it’s more for a qualitative approach to finding out what’s behind an issue. It’s a mental exercise that limits your focus on one potential issue and encourages you to identify multiple contributors to that problem. The idea is to ask why-type questions about the problem to understand what’s wrong and why it may not be working.

This root cause analysis method is named for the shape of the diagram. It’s a process that breaks down problems into subcategories like machine, method, and materials. 🐟

Use fishbone diagram templates when you have no idea what’s behind the issue and need to do a big brainstorm. This strategy can be used for both simple and complex problems by breaking down each subcategory further and further until you nail down the root cause.

A scatter diagram helps you analyze the correlation of two sets of data. An independent variable (or potential cause) is plotted on the x-axis, while a dependent variable (the observed effect) is plotted on the y-axis. If the dots are grouped to create a line, this means there is a relationship between the two.

By clearly identifying the cause and effect based on data, you can implement solutions quickly and efficiently—even when using data points that may initially seem unrelated to each other.

Identify and Solve Problems With ClickUp

With these root cause analysis tools and methods, finding the problem and creating solutions is easier than ever. Choose one tool or mix and match a few depending on your business needs.

Sign up for ClickUp today to start gathering metrics, identifying problems, and creating solutions in your processes. With AI insights, Whiteboards, and Forms, quickly brainstorm ideas on what’s behind the issue and work collaboratively with your team. 

Once you identify the problem, ClickUp makes it easy to instantly assign tasks and create a schedule for implementing solutions. 🏆

Questions? Comments? Visit our Help Center for support.

Receive the latest WriteClick Newsletter updates.

Thanks for subscribing to our blog!

Please enter a valid email

• Free training & 24-hour support
• Serious about security & privacy
• 99.99% uptime the last 12 months

5 Root Cause Analysis Tools for More Effective Problem-Solving

Next to defining a problem accurately, root cause analysis is one of the most important elements of problem-solving in quality management. That’s because if you’re not aiming at the right target, you’ll never be able to eliminate the real problem that’s hurting quality.

So which type of root cause analysis tool is the best one to use? Manufacturers have a range of methods at their fingertips, each of which is appropriate for different situations. Below we discuss five common root cause analysis tools, including:

• Pareto Chart
• Fishbone Diagram
• Scatter Diagram
• Failure Mode and Effects Analysis (FMEA)

Download our free Root Cause Analysis 101 Guidebook Read 14 quality metrics every executive should know

1. Pareto Chart

A Pareto chart is a histogram or bar chart combined with a line graph that groups the frequency or cost of different problems to show their relative significance. The bars show frequency in descending order, while the line shows cumulative percentage or total as you move from left to right.

The Pareto chart example above is a report from layered process audit software that groups together the top seven categories of failed audit questions for a given facility. Layered process audits (LPAs) allow you to check high-risk processes daily to verify conformance to standards. LPAs identify process variations that cause defects, making Pareto charts a powerful reporting tool for analyzing LPA findings.

Pareto charts are one of the seven basic tools of quality described by quality pioneer Joseph Juran. Pareto charts are based on Pareto’s law, also called the 80/20 rule, which says that 20% of inputs drive 80% of results.

Learn how to create Pareto charts in this post or download the Pareto Chart Tip Sheet and Sample Excel File

The 5 Whys is a method that uses a series of questions to drill down into successive layers of a problem. The basic idea is that each time you ask why, the answer becomes the basis of the next why. It’s a simple tool useful for problems where you don’t need advanced statistics, so you don’t necessarily want to use it for complex problems.

One application of this technique is to more deeply analyze the results of a Pareto analysis. Here’s an example of how to use the 5 Whys:

Problem: Final assembly time exceeds the target

• Why is downtime in the final assembly higher than our goal? According to the Pareto chart, the biggest factor is operators needing to constantly adjust Machine A
• Why do operators need to constantly adjust Machine A? Because it keeps having alignment problems
• Why does Machine A keep having alignment problems? Because the seals are worn
• Why are Machine A’s seals worn? Because they aren’t being replaced as part of our preventive maintenance program
• Why aren’t they being replaced as part of our preventive maintenance program? Because seal replacement wasn’t captured in the needs assessment

Of course, it may take asking why more than five times to solve the problem—the point is to peel away surface-level issues to get to the root cause.

Learn more about the 5 Whys method in this blog post or download our free 5 Whys worksheet

3. Fishbone Diagram

A fishbone diagram sorts possible causes into various categories that branch off from the original problem. Also called a cause-and-effect or Ishakawa diagram, a fishbone diagram may have multiple sub-causes branching off of each identified category.

Learn more about how to use a fishbone diagram in this blog post and download our free set of fishbone diagram templates

4. Scatter Plot Diagram

A scatter plot or scatter diagram uses pairs of data points to help uncover relationships between variables. A scatter plot is a quantitative method for determining whether two variables are correlated, such as testing potential causes identified in your fishbone diagram.

Making a scatter diagram is as simple as plotting your independent variable (or suspected cause) on the x-axis, and your dependent variable (the effect) on the y-axis. If the pattern shows a clear line or curve, you know the variables are correlated and you can proceed to regression or correlation analysis.

Download a free tip sheet to start creating your own scatter diagrams today!

5. Failure Mode and Effects Analysis (FMEA)

Failure mode and effects analysis (FMEA) is a method used during product or process design to explore potential defects or failures. An FMEA chart outlines:

• Potential failures, consequences and causes
• Current controls to prevent each type of failure
• Severity (S), occurrence (O) and detection (D) ratings that allow you to calculate a risk priority number (RPN) for determining further action

When applied to process analysis, this method is called process failure mode and effects analysis (PFMEA). Many manufacturers use PFMEA findings to inform questions for process audits , using this problem-solving tool to reduce risk at the source.

No matter which tool you use, root cause analysis is just the beginning of the problem-solving process. Once you know the cause, the next step is implementing a solution and conducting regular checks to ensure you’re holding the gain and achieving sustainable continuous improvement.

Download our free Root Cause Analysis 101 Guidebook

Related articles

35 problem-solving techniques and methods for solving complex problems

Design your next session with SessionLab

Join the 150,000+ facilitators 
using SessionLab.

Recommended Articles

A step-by-step guide to planning a workshop, how to create an unforgettable training session in 8 simple steps, 47 useful online tools for workshop planning and meeting facilitation.

All teams and organizations encounter challenges as they grow. There are problems that might occur for teams when it comes to miscommunication or resolving business-critical issues . You may face challenges around growth , design , user engagement, and even team culture and happiness. In short, problem-solving techniques should be part of every team’s skillset.

Problem-solving methods are primarily designed to help a group or team through a process of first identifying problems and challenges , ideating possible solutions , and then evaluating the most suitable .

Finding effective solutions to complex problems isn’t easy, but by using the right process and techniques, you can help your team be more efficient in the process.

So how do you develop strategies that are engaging, and empower your team to solve problems effectively?

In this blog post, we share a series of problem-solving tools you can use in your next workshop or team meeting. You’ll also find some tips for facilitating the process and how to enable others to solve complex problems.

Let’s get started! 

How do you identify problems?

How do you identify the right solution.

• Tips for more effective problem-solving

Complete problem-solving methods

• Problem-solving techniques to identify and analyze problems
• Problem-solving techniques for developing solutions

Problem-solving warm-up activities

Closing activities for a problem-solving process.

Before you can move towards finding the right solution for a given problem, you first need to identify and define the problem you wish to solve. 

Here, you want to clearly articulate what the problem is and allow your group to do the same. Remember that everyone in a group is likely to have differing perspectives and alignment is necessary in order to help the group move forward. 

Identifying a problem accurately also requires that all members of a group are able to contribute their views in an open and safe manner. It can be scary for people to stand up and contribute, especially if the problems or challenges are emotive or personal in nature. Be sure to try and create a psychologically safe space for these kinds of discussions.

Remember that problem analysis and further discussion are also important. Not taking the time to fully analyze and discuss a challenge can result in the development of solutions that are not fit for purpose or do not address the underlying issue.

Successfully identifying and then analyzing a problem means facilitating a group through activities designed to help them clearly and honestly articulate their thoughts and produce usable insight.

With this data, you might then produce a problem statement that clearly describes the problem you wish to be addressed and also state the goal of any process you undertake to tackle this issue.  

Finding solutions is the end goal of any process. Complex organizational challenges can only be solved with an appropriate solution but discovering them requires using the right problem-solving tool.

After you’ve explored a problem and discussed ideas, you need to help a team discuss and choose the right solution. Consensus tools and methods such as those below help a group explore possible solutions before then voting for the best. They’re a great way to tap into the collective intelligence of the group for great results!

Remember that the process is often iterative. Great problem solvers often roadtest a viable solution in a measured way to see what works too. While you might not get the right solution on your first try, the methods below help teams land on the most likely to succeed solution while also holding space for improvement.

Every effective problem solving process begins with an agenda . A well-structured workshop is one of the best methods for successfully guiding a group from exploring a problem to implementing a solution.

In SessionLab, it’s easy to go from an idea to a complete agenda . Start by dragging and dropping your core problem solving activities into place . Add timings, breaks and necessary materials before sharing your agenda with your colleagues.

The resulting agenda will be your guide to an effective and productive problem solving session that will also help you stay organized on the day!

Tips for more effective problem solving

Problem-solving activities are only one part of the puzzle. While a great method can help unlock your team’s ability to solve problems, without a thoughtful approach and strong facilitation the solutions may not be fit for purpose.

Let’s take a look at some problem-solving tips you can apply to any process to help it be a success!

Clearly define the problem

Jumping straight to solutions can be tempting, though without first clearly articulating a problem, the solution might not be the right one. Many of the problem-solving activities below include sections where the problem is explored and clearly defined before moving on.

This is a vital part of the problem-solving process and taking the time to fully define an issue can save time and effort later. A clear definition helps identify irrelevant information and it also ensures that your team sets off on the right track.

Don’t jump to conclusions

It’s easy for groups to exhibit cognitive bias or have preconceived ideas about both problems and potential solutions. Be sure to back up any problem statements or potential solutions with facts, research, and adequate forethought.

The best techniques ask participants to be methodical and challenge preconceived notions. Make sure you give the group enough time and space to collect relevant information and consider the problem in a new way. By approaching the process with a clear, rational mindset, you’ll often find that better solutions are more forthcoming.  

Try different approaches  

Problems come in all shapes and sizes and so too should the methods you use to solve them. If you find that one approach isn’t yielding results and your team isn’t finding different solutions, try mixing it up. You’ll be surprised at how using a new creative activity can unblock your team and generate great solutions.

Don’t take it personally 

Depending on the nature of your team or organizational problems, it’s easy for conversations to get heated. While it’s good for participants to be engaged in the discussions, ensure that emotions don’t run too high and that blame isn’t thrown around while finding solutions.

You’re all in it together, and even if your team or area is seeing problems, that isn’t necessarily a disparagement of you personally. Using facilitation skills to manage group dynamics is one effective method of helping conversations be more constructive.

Get the right people in the room

Your problem-solving method is often only as effective as the group using it. Getting the right people on the job and managing the number of people present is important too!

If the group is too small, you may not get enough different perspectives to effectively solve a problem. If the group is too large, you can go round and round during the ideation stages.

Creating the right group makeup is also important in ensuring you have the necessary expertise and skillset to both identify and follow up on potential solutions. Carefully consider who to include at each stage to help ensure your problem-solving method is followed and positioned for success.

Document everything

The best solutions can take refinement, iteration, and reflection to come out. Get into a habit of documenting your process in order to keep all the learnings from the session and to allow ideas to mature and develop. Many of the methods below involve the creation of documents or shared resources. Be sure to keep and share these so everyone can benefit from the work done!

Bring a facilitator 

Facilitation is all about making group processes easier. With a subject as potentially emotive and important as problem-solving, having an impartial third party in the form of a facilitator can make all the difference in finding great solutions and keeping the process moving. Consider bringing a facilitator to your problem-solving session to get better results and generate meaningful solutions!

Develop your problem-solving skills

It takes time and practice to be an effective problem solver. While some roles or participants might more naturally gravitate towards problem-solving, it can take development and planning to help everyone create better solutions.

You might develop a training program, run a problem-solving workshop or simply ask your team to practice using the techniques below. Check out our post on problem-solving skills to see how you and your group can develop the right mental process and be more resilient to issues too!

Design a great agenda

Workshops are a great format for solving problems. With the right approach, you can focus a group and help them find the solutions to their own problems. But designing a process can be time-consuming and finding the right activities can be difficult.

Check out our workshop planning guide to level-up your agenda design and start running more effective workshops. Need inspiration? Check out templates designed by expert facilitators to help you kickstart your process!

In this section, we’ll look at in-depth problem-solving methods that provide a complete end-to-end process for developing effective solutions. These will help guide your team from the discovery and definition of a problem through to delivering the right solution.

If you’re looking for an all-encompassing method or problem-solving model, these processes are a great place to start. They’ll ask your team to challenge preconceived ideas and adopt a mindset for solving problems more effectively.

• Six Thinking Hats
• Lightning Decision Jam
• Problem Definition Process
• Discovery & Action Dialogue

Design Sprint 2.0

• Open Space Technology

1. Six Thinking Hats

Individual approaches to solving a problem can be very different based on what team or role an individual holds. It can be easy for existing biases or perspectives to find their way into the mix, or for internal politics to direct a conversation.

Six Thinking Hats is a classic method for identifying the problems that need to be solved and enables your team to consider them from different angles, whether that is by focusing on facts and data, creative solutions, or by considering why a particular solution might not work.

Like all problem-solving frameworks, Six Thinking Hats is effective at helping teams remove roadblocks from a conversation or discussion and come to terms with all the aspects necessary to solve complex problems.

2. Lightning Decision Jam

Featured courtesy of Jonathan Courtney of AJ&Smart Berlin, Lightning Decision Jam is one of those strategies that should be in every facilitation toolbox. Exploring problems and finding solutions is often creative in nature, though as with any creative process, there is the potential to lose focus and get lost.

Unstructured discussions might get you there in the end, but it’s much more effective to use a method that creates a clear process and team focus.

In Lightning Decision Jam, participants are invited to begin by writing challenges, concerns, or mistakes on post-its without discussing them before then being invited by the moderator to present them to the group.

From there, the team vote on which problems to solve and are guided through steps that will allow them to reframe those problems, create solutions and then decide what to execute on. 

By deciding the problems that need to be solved as a team before moving on, this group process is great for ensuring the whole team is aligned and can take ownership over the next stages. 

Lightning Decision Jam (LDJ)   #action   #decision making   #problem solving   #issue analysis   #innovation   #design   #remote-friendly   The problem with anything that requires creative thinking is that it’s easy to get lost—lose focus and fall into the trap of having useless, open-ended, unstructured discussions. Here’s the most effective solution I’ve found: Replace all open, unstructured discussion with a clear process. What to use this exercise for: Anything which requires a group of people to make decisions, solve problems or discuss challenges. It’s always good to frame an LDJ session with a broad topic, here are some examples: The conversion flow of our checkout Our internal design process How we organise events Keeping up with our competition Improving sales flow

3. Problem Definition Process

While problems can be complex, the problem-solving methods you use to identify and solve those problems can often be simple in design. 

By taking the time to truly identify and define a problem before asking the group to reframe the challenge as an opportunity, this method is a great way to enable change.

Begin by identifying a focus question and exploring the ways in which it manifests before splitting into five teams who will each consider the problem using a different method: escape, reversal, exaggeration, distortion or wishful. Teams develop a problem objective and create ideas in line with their method before then feeding them back to the group.

This method is great for enabling in-depth discussions while also creating space for finding creative solutions too!

Problem Definition   #problem solving   #idea generation   #creativity   #online   #remote-friendly   A problem solving technique to define a problem, challenge or opportunity and to generate ideas.

4. The 5 Whys 

Sometimes, a group needs to go further with their strategies and analyze the root cause at the heart of organizational issues. An RCA or root cause analysis is the process of identifying what is at the heart of business problems or recurring challenges. 

The 5 Whys is a simple and effective method of helping a group go find the root cause of any problem or challenge and conduct analysis that will deliver results. 

By beginning with the creation of a problem statement and going through five stages to refine it, The 5 Whys provides everything you need to truly discover the cause of an issue.

The 5 Whys   #hyperisland   #innovation   This simple and powerful method is useful for getting to the core of a problem or challenge. As the title suggests, the group defines a problems, then asks the question “why” five times, often using the resulting explanation as a starting point for creative problem solving.

5. World Cafe

World Cafe is a simple but powerful facilitation technique to help bigger groups to focus their energy and attention on solving complex problems.

World Cafe enables this approach by creating a relaxed atmosphere where participants are able to self-organize and explore topics relevant and important to them which are themed around a central problem-solving purpose. Create the right atmosphere by modeling your space after a cafe and after guiding the group through the method, let them take the lead!

Making problem-solving a part of your organization’s culture in the long term can be a difficult undertaking. More approachable formats like World Cafe can be especially effective in bringing people unfamiliar with workshops into the fold. 

World Cafe   #hyperisland   #innovation   #issue analysis   World Café is a simple yet powerful method, originated by Juanita Brown, for enabling meaningful conversations driven completely by participants and the topics that are relevant and important to them. Facilitators create a cafe-style space and provide simple guidelines. Participants then self-organize and explore a set of relevant topics or questions for conversation.

6. Discovery & Action Dialogue (DAD)

One of the best approaches is to create a safe space for a group to share and discover practices and behaviors that can help them find their own solutions.

With DAD, you can help a group choose which problems they wish to solve and which approaches they will take to do so. It’s great at helping remove resistance to change and can help get buy-in at every level too!

This process of enabling frontline ownership is great in ensuring follow-through and is one of the methods you will want in your toolbox as a facilitator.

Discovery & Action Dialogue (DAD)   #idea generation   #liberating structures   #action   #issue analysis   #remote-friendly   DADs make it easy for a group or community to discover practices and behaviors that enable some individuals (without access to special resources and facing the same constraints) to find better solutions than their peers to common problems. These are called positive deviant (PD) behaviors and practices. DADs make it possible for people in the group, unit, or community to discover by themselves these PD practices. DADs also create favorable conditions for stimulating participants’ creativity in spaces where they can feel safe to invent new and more effective practices. Resistance to change evaporates as participants are unleashed to choose freely which practices they will adopt or try and which problems they will tackle. DADs make it possible to achieve frontline ownership of solutions.

7. Design Sprint 2.0

Want to see how a team can solve big problems and move forward with prototyping and testing solutions in a few days? The Design Sprint 2.0 template from Jake Knapp, author of Sprint, is a complete agenda for a with proven results.

Developing the right agenda can involve difficult but necessary planning. Ensuring all the correct steps are followed can also be stressful or time-consuming depending on your level of experience.

Use this complete 4-day workshop template if you are finding there is no obvious solution to your challenge and want to focus your team around a specific problem that might require a shortcut to launching a minimum viable product or waiting for the organization-wide implementation of a solution.

8. Open space technology

Open space technology- developed by Harrison Owen – creates a space where large groups are invited to take ownership of their problem solving and lead individual sessions. Open space technology is a great format when you have a great deal of expertise and insight in the room and want to allow for different takes and approaches on a particular theme or problem you need to be solved.

Start by bringing your participants together to align around a central theme and focus their efforts. Explain the ground rules to help guide the problem-solving process and then invite members to identify any issue connecting to the central theme that they are interested in and are prepared to take responsibility for.

Once participants have decided on their approach to the core theme, they write their issue on a piece of paper, announce it to the group, pick a session time and place, and post the paper on the wall. As the wall fills up with sessions, the group is then invited to join the sessions that interest them the most and which they can contribute to, then you’re ready to begin!

Everyone joins the problem-solving group they’ve signed up to, record the discussion and if appropriate, findings can then be shared with the rest of the group afterward.

Open Space Technology   #action plan   #idea generation   #problem solving   #issue analysis   #large group   #online   #remote-friendly   Open Space is a methodology for large groups to create their agenda discerning important topics for discussion, suitable for conferences, community gatherings and whole system facilitation

Techniques to identify and analyze problems

Using a problem-solving method to help a team identify and analyze a problem can be a quick and effective addition to any workshop or meeting.

While further actions are always necessary, you can generate momentum and alignment easily, and these activities are a great place to get started.

We’ve put together this list of techniques to help you and your team with problem identification, analysis, and discussion that sets the foundation for developing effective solutions.

Let’s take a look!

• The Creativity Dice
• Fishbone Analysis
• Problem Tree
• SWOT Analysis
• Agreement-Certainty Matrix
• The Journalistic Six
• LEGO Challenge
• What, So What, Now What?
• Journalists

Individual and group perspectives are incredibly important, but what happens if people are set in their minds and need a change of perspective in order to approach a problem more effectively?

Flip It is a method we love because it is both simple to understand and run, and allows groups to understand how their perspectives and biases are formed. 

Participants in Flip It are first invited to consider concerns, issues, or problems from a perspective of fear and write them on a flip chart. Then, the group is asked to consider those same issues from a perspective of hope and flip their understanding.  

No problem and solution is free from existing bias and by changing perspectives with Flip It, you can then develop a problem solving model quickly and effectively.

Flip It!   #gamestorming   #problem solving   #action   Often, a change in a problem or situation comes simply from a change in our perspectives. Flip It! is a quick game designed to show players that perspectives are made, not born.

10. The Creativity Dice

One of the most useful problem solving skills you can teach your team is of approaching challenges with creativity, flexibility, and openness. Games like The Creativity Dice allow teams to overcome the potential hurdle of too much linear thinking and approach the process with a sense of fun and speed. 

In The Creativity Dice, participants are organized around a topic and roll a dice to determine what they will work on for a period of 3 minutes at a time. They might roll a 3 and work on investigating factual information on the chosen topic. They might roll a 1 and work on identifying the specific goals, standards, or criteria for the session.

Encouraging rapid work and iteration while asking participants to be flexible are great skills to cultivate. Having a stage for idea incubation in this game is also important. Moments of pause can help ensure the ideas that are put forward are the most suitable. 

The Creativity Dice   #creativity   #problem solving   #thiagi   #issue analysis   Too much linear thinking is hazardous to creative problem solving. To be creative, you should approach the problem (or the opportunity) from different points of view. You should leave a thought hanging in mid-air and move to another. This skipping around prevents premature closure and lets your brain incubate one line of thought while you consciously pursue another.

11. Fishbone Analysis

Organizational or team challenges are rarely simple, and it’s important to remember that one problem can be an indication of something that goes deeper and may require further consideration to be solved.

Fishbone Analysis helps groups to dig deeper and understand the origins of a problem. It’s a great example of a root cause analysis method that is simple for everyone on a team to get their head around. 

Participants in this activity are asked to annotate a diagram of a fish, first adding the problem or issue to be worked on at the head of a fish before then brainstorming the root causes of the problem and adding them as bones on the fish. 

Using abstractions such as a diagram of a fish can really help a team break out of their regular thinking and develop a creative approach.

Fishbone Analysis   #problem solving   ##root cause analysis   #decision making   #online facilitation   A process to help identify and understand the origins of problems, issues or observations.

12. Problem Tree 

Encouraging visual thinking can be an essential part of many strategies. By simply reframing and clarifying problems, a group can move towards developing a problem solving model that works for them. 

In Problem Tree, groups are asked to first brainstorm a list of problems – these can be design problems, team problems or larger business problems – and then organize them into a hierarchy. The hierarchy could be from most important to least important or abstract to practical, though the key thing with problem solving games that involve this aspect is that your group has some way of managing and sorting all the issues that are raised.

Once you have a list of problems that need to be solved and have organized them accordingly, you’re then well-positioned for the next problem solving steps.

Problem tree   #define intentions   #create   #design   #issue analysis   A problem tree is a tool to clarify the hierarchy of problems addressed by the team within a design project; it represents high level problems or related sublevel problems.

13. SWOT Analysis

Chances are you’ve heard of the SWOT Analysis before. This problem-solving method focuses on identifying strengths, weaknesses, opportunities, and threats is a tried and tested method for both individuals and teams.

Start by creating a desired end state or outcome and bare this in mind – any process solving model is made more effective by knowing what you are moving towards. Create a quadrant made up of the four categories of a SWOT analysis and ask participants to generate ideas based on each of those quadrants.

Once you have those ideas assembled in their quadrants, cluster them together based on their affinity with other ideas. These clusters are then used to facilitate group conversations and move things forward. 

SWOT analysis   #gamestorming   #problem solving   #action   #meeting facilitation   The SWOT Analysis is a long-standing technique of looking at what we have, with respect to the desired end state, as well as what we could improve on. It gives us an opportunity to gauge approaching opportunities and dangers, and assess the seriousness of the conditions that affect our future. When we understand those conditions, we can influence what comes next.

14. Agreement-Certainty Matrix

Not every problem-solving approach is right for every challenge, and deciding on the right method for the challenge at hand is a key part of being an effective team.

The Agreement Certainty matrix helps teams align on the nature of the challenges facing them. By sorting problems from simple to chaotic, your team can understand what methods are suitable for each problem and what they can do to ensure effective results. 

If you are already using Liberating Structures techniques as part of your problem-solving strategy, the Agreement-Certainty Matrix can be an invaluable addition to your process. We’ve found it particularly if you are having issues with recurring problems in your organization and want to go deeper in understanding the root cause. 

Agreement-Certainty Matrix   #issue analysis   #liberating structures   #problem solving   You can help individuals or groups avoid the frequent mistake of trying to solve a problem with methods that are not adapted to the nature of their challenge. The combination of two questions makes it possible to easily sort challenges into four categories: simple, complicated, complex , and chaotic .  A problem is simple when it can be solved reliably with practices that are easy to duplicate.  It is complicated when experts are required to devise a sophisticated solution that will yield the desired results predictably.  A problem is complex when there are several valid ways to proceed but outcomes are not predictable in detail.  Chaotic is when the context is too turbulent to identify a path forward.  A loose analogy may be used to describe these differences: simple is like following a recipe, complicated like sending a rocket to the moon, complex like raising a child, and chaotic is like the game “Pin the Tail on the Donkey.”  The Liberating Structures Matching Matrix in Chapter 5 can be used as the first step to clarify the nature of a challenge and avoid the mismatches between problems and solutions that are frequently at the root of chronic, recurring problems.

Organizing and charting a team’s progress can be important in ensuring its success. SQUID (Sequential Question and Insight Diagram) is a great model that allows a team to effectively switch between giving questions and answers and develop the skills they need to stay on track throughout the process. 

Begin with two different colored sticky notes – one for questions and one for answers – and with your central topic (the head of the squid) on the board. Ask the group to first come up with a series of questions connected to their best guess of how to approach the topic. Ask the group to come up with answers to those questions, fix them to the board and connect them with a line. After some discussion, go back to question mode by responding to the generated answers or other points on the board.

It’s rewarding to see a diagram grow throughout the exercise, and a completed SQUID can provide a visual resource for future effort and as an example for other teams.

SQUID   #gamestorming   #project planning   #issue analysis   #problem solving   When exploring an information space, it’s important for a group to know where they are at any given time. By using SQUID, a group charts out the territory as they go and can navigate accordingly. SQUID stands for Sequential Question and Insight Diagram.

16. Speed Boat

To continue with our nautical theme, Speed Boat is a short and sweet activity that can help a team quickly identify what employees, clients or service users might have a problem with and analyze what might be standing in the way of achieving a solution.

Methods that allow for a group to make observations, have insights and obtain those eureka moments quickly are invaluable when trying to solve complex problems.

In Speed Boat, the approach is to first consider what anchors and challenges might be holding an organization (or boat) back. Bonus points if you are able to identify any sharks in the water and develop ideas that can also deal with competitors!   

Speed Boat   #gamestorming   #problem solving   #action   Speedboat is a short and sweet way to identify what your employees or clients don’t like about your product/service or what’s standing in the way of a desired goal.

17. The Journalistic Six

Some of the most effective ways of solving problems is by encouraging teams to be more inclusive and diverse in their thinking.

Based on the six key questions journalism students are taught to answer in articles and news stories, The Journalistic Six helps create teams to see the whole picture. By using who, what, when, where, why, and how to facilitate the conversation and encourage creative thinking, your team can make sure that the problem identification and problem analysis stages of the are covered exhaustively and thoughtfully. Reporter’s notebook and dictaphone optional.

The Journalistic Six – Who What When Where Why How   #idea generation   #issue analysis   #problem solving   #online   #creative thinking   #remote-friendly   A questioning method for generating, explaining, investigating ideas.

18. LEGO Challenge

Now for an activity that is a little out of the (toy) box. LEGO Serious Play is a facilitation methodology that can be used to improve creative thinking and problem-solving skills. 

The LEGO Challenge includes giving each member of the team an assignment that is hidden from the rest of the group while they create a structure without speaking.

What the LEGO challenge brings to the table is a fun working example of working with stakeholders who might not be on the same page to solve problems. Also, it’s LEGO! Who doesn’t love LEGO! 

LEGO Challenge   #hyperisland   #team   A team-building activity in which groups must work together to build a structure out of LEGO, but each individual has a secret “assignment” which makes the collaborative process more challenging. It emphasizes group communication, leadership dynamics, conflict, cooperation, patience and problem solving strategy.

19. What, So What, Now What?

If not carefully managed, the problem identification and problem analysis stages of the problem-solving process can actually create more problems and misunderstandings.

The What, So What, Now What? problem-solving activity is designed to help collect insights and move forward while also eliminating the possibility of disagreement when it comes to identifying, clarifying, and analyzing organizational or work problems. 

Facilitation is all about bringing groups together so that might work on a shared goal and the best problem-solving strategies ensure that teams are aligned in purpose, if not initially in opinion or insight.

Throughout the three steps of this game, you give everyone on a team to reflect on a problem by asking what happened, why it is important, and what actions should then be taken. 

This can be a great activity for bringing our individual perceptions about a problem or challenge and contextualizing it in a larger group setting. This is one of the most important problem-solving skills you can bring to your organization.

W³ – What, So What, Now What?   #issue analysis   #innovation   #liberating structures   You can help groups reflect on a shared experience in a way that builds understanding and spurs coordinated action while avoiding unproductive conflict. It is possible for every voice to be heard while simultaneously sifting for insights and shaping new direction. Progressing in stages makes this practical—from collecting facts about What Happened to making sense of these facts with So What and finally to what actions logically follow with Now What . The shared progression eliminates most of the misunderstandings that otherwise fuel disagreements about what to do. Voila!

20. Journalists  

Problem analysis can be one of the most important and decisive stages of all problem-solving tools. Sometimes, a team can become bogged down in the details and are unable to move forward.

Journalists is an activity that can avoid a group from getting stuck in the problem identification or problem analysis stages of the process.

In Journalists, the group is invited to draft the front page of a fictional newspaper and figure out what stories deserve to be on the cover and what headlines those stories will have. By reframing how your problems and challenges are approached, you can help a team move productively through the process and be better prepared for the steps to follow.

Journalists   #vision   #big picture   #issue analysis   #remote-friendly   This is an exercise to use when the group gets stuck in details and struggles to see the big picture. Also good for defining a vision.

Problem-solving techniques for developing solutions 

The success of any problem-solving process can be measured by the solutions it produces. After you’ve defined the issue, explored existing ideas, and ideated, it’s time to narrow down to the correct solution.

Use these problem-solving techniques when you want to help your team find consensus, compare possible solutions, and move towards taking action on a particular problem.

• Improved Solutions
• Four-Step Sketch
• 15% Solutions
• How-Now-Wow matrix
• Impact Effort Matrix

21. Mindspin  

Brainstorming is part of the bread and butter of the problem-solving process and all problem-solving strategies benefit from getting ideas out and challenging a team to generate solutions quickly. 

With Mindspin, participants are encouraged not only to generate ideas but to do so under time constraints and by slamming down cards and passing them on. By doing multiple rounds, your team can begin with a free generation of possible solutions before moving on to developing those solutions and encouraging further ideation. 

This is one of our favorite problem-solving activities and can be great for keeping the energy up throughout the workshop. Remember the importance of helping people become engaged in the process – energizing problem-solving techniques like Mindspin can help ensure your team stays engaged and happy, even when the problems they’re coming together to solve are complex. 

MindSpin   #teampedia   #idea generation   #problem solving   #action   A fast and loud method to enhance brainstorming within a team. Since this activity has more than round ideas that are repetitive can be ruled out leaving more creative and innovative answers to the challenge.

22. Improved Solutions

After a team has successfully identified a problem and come up with a few solutions, it can be tempting to call the work of the problem-solving process complete. That said, the first solution is not necessarily the best, and by including a further review and reflection activity into your problem-solving model, you can ensure your group reaches the best possible result. 

One of a number of problem-solving games from Thiagi Group, Improved Solutions helps you go the extra mile and develop suggested solutions with close consideration and peer review. By supporting the discussion of several problems at once and by shifting team roles throughout, this problem-solving technique is a dynamic way of finding the best solution. 

Improved Solutions   #creativity   #thiagi   #problem solving   #action   #team   You can improve any solution by objectively reviewing its strengths and weaknesses and making suitable adjustments. In this creativity framegame, you improve the solutions to several problems. To maintain objective detachment, you deal with a different problem during each of six rounds and assume different roles (problem owner, consultant, basher, booster, enhancer, and evaluator) during each round. At the conclusion of the activity, each player ends up with two solutions to her problem.

23. Four Step Sketch

Creative thinking and visual ideation does not need to be confined to the opening stages of your problem-solving strategies. Exercises that include sketching and prototyping on paper can be effective at the solution finding and development stage of the process, and can be great for keeping a team engaged. 

By going from simple notes to a crazy 8s round that involves rapidly sketching 8 variations on their ideas before then producing a final solution sketch, the group is able to iterate quickly and visually. Problem-solving techniques like Four-Step Sketch are great if you have a group of different thinkers and want to change things up from a more textual or discussion-based approach.

Four-Step Sketch   #design sprint   #innovation   #idea generation   #remote-friendly   The four-step sketch is an exercise that helps people to create well-formed concepts through a structured process that includes: Review key information Start design work on paper,  Consider multiple variations , Create a detailed solution . This exercise is preceded by a set of other activities allowing the group to clarify the challenge they want to solve. See how the Four Step Sketch exercise fits into a Design Sprint

24. 15% Solutions

Some problems are simpler than others and with the right problem-solving activities, you can empower people to take immediate actions that can help create organizational change. 

Part of the liberating structures toolkit, 15% solutions is a problem-solving technique that focuses on finding and implementing solutions quickly. A process of iterating and making small changes quickly can help generate momentum and an appetite for solving complex problems.

Problem-solving strategies can live and die on whether people are onboard. Getting some quick wins is a great way of getting people behind the process.   

It can be extremely empowering for a team to realize that problem-solving techniques can be deployed quickly and easily and delineate between things they can positively impact and those things they cannot change. 

15% Solutions   #action   #liberating structures   #remote-friendly   You can reveal the actions, however small, that everyone can do immediately. At a minimum, these will create momentum, and that may make a BIG difference.  15% Solutions show that there is no reason to wait around, feel powerless, or fearful. They help people pick it up a level. They get individuals and the group to focus on what is within their discretion instead of what they cannot change.  With a very simple question, you can flip the conversation to what can be done and find solutions to big problems that are often distributed widely in places not known in advance. Shifting a few grains of sand may trigger a landslide and change the whole landscape.

25. How-Now-Wow Matrix

The problem-solving process is often creative, as complex problems usually require a change of thinking and creative response in order to find the best solutions. While it’s common for the first stages to encourage creative thinking, groups can often gravitate to familiar solutions when it comes to the end of the process. 

When selecting solutions, you don’t want to lose your creative energy! The How-Now-Wow Matrix from Gamestorming is a great problem-solving activity that enables a group to stay creative and think out of the box when it comes to selecting the right solution for a given problem.

Problem-solving techniques that encourage creative thinking and the ideation and selection of new solutions can be the most effective in organisational change. Give the How-Now-Wow Matrix a go, and not just for how pleasant it is to say out loud. 

How-Now-Wow Matrix   #gamestorming   #idea generation   #remote-friendly   When people want to develop new ideas, they most often think out of the box in the brainstorming or divergent phase. However, when it comes to convergence, people often end up picking ideas that are most familiar to them. This is called a ‘creative paradox’ or a ‘creadox’. The How-Now-Wow matrix is an idea selection tool that breaks the creadox by forcing people to weigh each idea on 2 parameters.

26. Impact and Effort Matrix

All problem-solving techniques hope to not only find solutions to a given problem or challenge but to find the best solution. When it comes to finding a solution, groups are invited to put on their decision-making hats and really think about how a proposed idea would work in practice. 

The Impact and Effort Matrix is one of the problem-solving techniques that fall into this camp, empowering participants to first generate ideas and then categorize them into a 2×2 matrix based on impact and effort.

Activities that invite critical thinking while remaining simple are invaluable. Use the Impact and Effort Matrix to move from ideation and towards evaluating potential solutions before then committing to them. 

Impact and Effort Matrix   #gamestorming   #decision making   #action   #remote-friendly   In this decision-making exercise, possible actions are mapped based on two factors: effort required to implement and potential impact. Categorizing ideas along these lines is a useful technique in decision making, as it obliges contributors to balance and evaluate suggested actions before committing to them.

27. Dotmocracy

If you’ve followed each of the problem-solving steps with your group successfully, you should move towards the end of your process with heaps of possible solutions developed with a specific problem in mind. But how do you help a group go from ideation to putting a solution into action? 

Dotmocracy – or Dot Voting -is a tried and tested method of helping a team in the problem-solving process make decisions and put actions in place with a degree of oversight and consensus. 

One of the problem-solving techniques that should be in every facilitator’s toolbox, Dot Voting is fast and effective and can help identify the most popular and best solutions and help bring a group to a decision effectively. 

Dotmocracy   #action   #decision making   #group prioritization   #hyperisland   #remote-friendly   Dotmocracy is a simple method for group prioritization or decision-making. It is not an activity on its own, but a method to use in processes where prioritization or decision-making is the aim. The method supports a group to quickly see which options are most popular or relevant. The options or ideas are written on post-its and stuck up on a wall for the whole group to see. Each person votes for the options they think are the strongest, and that information is used to inform a decision.

All facilitators know that warm-ups and icebreakers are useful for any workshop or group process. Problem-solving workshops are no different.

Use these problem-solving techniques to warm up a group and prepare them for the rest of the process. Activating your group by tapping into some of the top problem-solving skills can be one of the best ways to see great outcomes from your session.

• Check-in/Check-out
• Doodling Together
• Show and Tell
• Constellations
• Draw a Tree

28. Check-in / Check-out

Solid processes are planned from beginning to end, and the best facilitators know that setting the tone and establishing a safe, open environment can be integral to a successful problem-solving process.

Check-in / Check-out is a great way to begin and/or bookend a problem-solving workshop. Checking in to a session emphasizes that everyone will be seen, heard, and expected to contribute. 

If you are running a series of meetings, setting a consistent pattern of checking in and checking out can really help your team get into a groove. We recommend this opening-closing activity for small to medium-sized groups though it can work with large groups if they’re disciplined!

Check-in / Check-out   #team   #opening   #closing   #hyperisland   #remote-friendly   Either checking-in or checking-out is a simple way for a team to open or close a process, symbolically and in a collaborative way. Checking-in/out invites each member in a group to be present, seen and heard, and to express a reflection or a feeling. Checking-in emphasizes presence, focus and group commitment; checking-out emphasizes reflection and symbolic closure.

29. Doodling Together  

Thinking creatively and not being afraid to make suggestions are important problem-solving skills for any group or team, and warming up by encouraging these behaviors is a great way to start. 

Doodling Together is one of our favorite creative ice breaker games – it’s quick, effective, and fun and can make all following problem-solving steps easier by encouraging a group to collaborate visually. By passing cards and adding additional items as they go, the workshop group gets into a groove of co-creation and idea development that is crucial to finding solutions to problems. 

Doodling Together   #collaboration   #creativity   #teamwork   #fun   #team   #visual methods   #energiser   #icebreaker   #remote-friendly   Create wild, weird and often funny postcards together & establish a group’s creative confidence.

30. Show and Tell

You might remember some version of Show and Tell from being a kid in school and it’s a great problem-solving activity to kick off a session.

Asking participants to prepare a little something before a workshop by bringing an object for show and tell can help them warm up before the session has even begun! Games that include a physical object can also help encourage early engagement before moving onto more big-picture thinking.

By asking your participants to tell stories about why they chose to bring a particular item to the group, you can help teams see things from new perspectives and see both differences and similarities in the way they approach a topic. Great groundwork for approaching a problem-solving process as a team! 

Show and Tell   #gamestorming   #action   #opening   #meeting facilitation   Show and Tell taps into the power of metaphors to reveal players’ underlying assumptions and associations around a topic The aim of the game is to get a deeper understanding of stakeholders’ perspectives on anything—a new project, an organizational restructuring, a shift in the company’s vision or team dynamic.

31. Constellations

Who doesn’t love stars? Constellations is a great warm-up activity for any workshop as it gets people up off their feet, energized, and ready to engage in new ways with established topics. It’s also great for showing existing beliefs, biases, and patterns that can come into play as part of your session.

Using warm-up games that help build trust and connection while also allowing for non-verbal responses can be great for easing people into the problem-solving process and encouraging engagement from everyone in the group. Constellations is great in large spaces that allow for movement and is definitely a practical exercise to allow the group to see patterns that are otherwise invisible. 

Constellations   #trust   #connection   #opening   #coaching   #patterns   #system   Individuals express their response to a statement or idea by standing closer or further from a central object. Used with teams to reveal system, hidden patterns, perspectives.

32. Draw a Tree

Problem-solving games that help raise group awareness through a central, unifying metaphor can be effective ways to warm-up a group in any problem-solving model.

Draw a Tree is a simple warm-up activity you can use in any group and which can provide a quick jolt of energy. Start by asking your participants to draw a tree in just 45 seconds – they can choose whether it will be abstract or realistic. 

Once the timer is up, ask the group how many people included the roots of the tree and use this as a means to discuss how we can ignore important parts of any system simply because they are not visible.

All problem-solving strategies are made more effective by thinking of problems critically and by exposing things that may not normally come to light. Warm-up games like Draw a Tree are great in that they quickly demonstrate some key problem-solving skills in an accessible and effective way.

Draw a Tree   #thiagi   #opening   #perspectives   #remote-friendly   With this game you can raise awarness about being more mindful, and aware of the environment we live in.

Each step of the problem-solving workshop benefits from an intelligent deployment of activities, games, and techniques. Bringing your session to an effective close helps ensure that solutions are followed through on and that you also celebrate what has been achieved.

Here are some problem-solving activities you can use to effectively close a workshop or meeting and ensure the great work you’ve done can continue afterward.

• One Breath Feedback
• Who What When Matrix
• Response Cards

How do I conclude a problem-solving process?

All good things must come to an end. With the bulk of the work done, it can be tempting to conclude your workshop swiftly and without a moment to debrief and align. This can be problematic in that it doesn’t allow your team to fully process the results or reflect on the process.

At the end of an effective session, your team will have gone through a process that, while productive, can be exhausting. It’s important to give your group a moment to take a breath, ensure that they are clear on future actions, and provide short feedback before leaving the space. 

The primary purpose of any problem-solving method is to generate solutions and then implement them. Be sure to take the opportunity to ensure everyone is aligned and ready to effectively implement the solutions you produced in the workshop.

Remember that every process can be improved and by giving a short moment to collect feedback in the session, you can further refine your problem-solving methods and see further success in the future too.

33. One Breath Feedback

Maintaining attention and focus during the closing stages of a problem-solving workshop can be tricky and so being concise when giving feedback can be important. It’s easy to incur “death by feedback” should some team members go on for too long sharing their perspectives in a quick feedback round. 

One Breath Feedback is a great closing activity for workshops. You give everyone an opportunity to provide feedback on what they’ve done but only in the space of a single breath. This keeps feedback short and to the point and means that everyone is encouraged to provide the most important piece of feedback to them. 

One breath feedback   #closing   #feedback   #action   This is a feedback round in just one breath that excels in maintaining attention: each participants is able to speak during just one breath … for most people that’s around 20 to 25 seconds … unless of course you’ve been a deep sea diver in which case you’ll be able to do it for longer.

34. Who What When Matrix 

Matrices feature as part of many effective problem-solving strategies and with good reason. They are easily recognizable, simple to use, and generate results.

The Who What When Matrix is a great tool to use when closing your problem-solving session by attributing a who, what and when to the actions and solutions you have decided upon. The resulting matrix is a simple, easy-to-follow way of ensuring your team can move forward. 

Great solutions can’t be enacted without action and ownership. Your problem-solving process should include a stage for allocating tasks to individuals or teams and creating a realistic timeframe for those solutions to be implemented or checked out. Use this method to keep the solution implementation process clear and simple for all involved. 

Who/What/When Matrix   #gamestorming   #action   #project planning   With Who/What/When matrix, you can connect people with clear actions they have defined and have committed to.

35. Response cards

Group discussion can comprise the bulk of most problem-solving activities and by the end of the process, you might find that your team is talked out! 

Providing a means for your team to give feedback with short written notes can ensure everyone is head and can contribute without the need to stand up and talk. Depending on the needs of the group, giving an alternative can help ensure everyone can contribute to your problem-solving model in the way that makes the most sense for them.

Response Cards is a great way to close a workshop if you are looking for a gentle warm-down and want to get some swift discussion around some of the feedback that is raised. 

Response Cards   #debriefing   #closing   #structured sharing   #questions and answers   #thiagi   #action   It can be hard to involve everyone during a closing of a session. Some might stay in the background or get unheard because of louder participants. However, with the use of Response Cards, everyone will be involved in providing feedback or clarify questions at the end of a session.

Save time and effort discovering the right solutions

A structured problem solving process is a surefire way of solving tough problems, discovering creative solutions and driving organizational change. But how can you design for successful outcomes?

With SessionLab, it’s easy to design engaging workshops that deliver results. Drag, drop and reorder blocks  to build your agenda. When you make changes or update your agenda, your session  timing   adjusts automatically , saving you time on manual adjustments.

Collaborating with stakeholders or clients? Share your agenda with a single click and collaborate in real-time. No more sending documents back and forth over email.

Explore  how to use SessionLab  to design effective problem solving workshops or  watch this five minute video  to see the planner in action!

Over to you

The problem-solving process can often be as complicated and multifaceted as the problems they are set-up to solve. With the right problem-solving techniques and a mix of creative exercises designed to guide discussion and generate purposeful ideas, we hope we’ve given you the tools to find the best solutions as simply and easily as possible.

Is there a problem-solving technique that you are missing here? Do you have a favorite activity or method you use when facilitating? Let us know in the comments below, we’d love to hear from you! 

thank you very much for these excellent techniques

Certainly wonderful article, very detailed. Shared!

Your list of techniques for problem solving can be helpfully extended by adding TRIZ to the list of techniques. TRIZ has 40 problem solving techniques derived from methods inventros and patent holders used to get new patents. About 10-12 are general approaches. many organization sponsor classes in TRIZ that are used to solve business problems or general organiztational problems. You can take a look at TRIZ and dwonload a free internet booklet to see if you feel it shound be included per your selection process.

Leave a Comment Cancel reply

Your email address will not be published. Required fields are marked *

Going from a mere idea to a workshop that delivers results for your clients can feel like a daunting task. In this piece, we will shine a light on all the work behind the scenes and help you learn how to plan a workshop from start to finish. On a good day, facilitation can feel like effortless magic, but that is mostly the result of backstage work, foresight, and a lot of careful planning. Read on to learn a step-by-step approach to breaking the process of planning a workshop into small, manageable chunks.  The flow starts with the first meeting with a client to define the purposes of a workshop.…

How does learning work? A clever 9-year-old once told me: “I know I am learning something new when I am surprised.” The science of adult learning tells us that, in order to learn new skills (which, unsurprisingly, is harder for adults to do than kids) grown-ups need to first get into a specific headspace.  In a business, this approach is often employed in a training session where employees learn new skills or work on professional development. But how do you ensure your training is effective? In this guide, we'll explore how to create an effective training session plan and run engaging training sessions. As team leader, project manager, or consultant,…

Effective online tools are a necessity for smooth and engaging virtual workshops and meetings. But how do you choose the right ones? Do you sometimes feel that the good old pen and paper or MS Office toolkit and email leaves you struggling to stay on top of managing and delivering your workshop? Fortunately, there are plenty of online tools to make your life easier when you need to facilitate a meeting and lead workshops. In this post, we’ll share our favorite online tools you can use to make your job as a facilitator easier. In fact, there are plenty of free online workshop tools and meeting facilitation software you can…

Design your next workshop with SessionLab

Join the 150,000 facilitators using SessionLab

Sign up for free

• Explore the Platform
• Integrations
• Governance & Change Management
• Common Data Model
• Integrated Validation
• Data & Analytics
• Computer Vision
• Frontline Copilot™️
• Automations
• Edge Connectivity
• Machine Connectivity
• Edge Devices
• Machine Kit
• Device Library
• Composable MES
• Digital Guidance
• Production Management
• Traceability and Compliance
• Digital Work Instructions
• Manufacturing Training Software
• Kitting Software
• Production Tracking Software
• Manufacturing Dashboards
• Inline Quality Inspection
• Non-Conformance Management
• Visual Quality Inspection
• Electronic Batch Records
• Device History Records
• Genealogy & Traceability
• Equipment Logbooks
• Industrial Products
• Consumer Products
• Luxury Goods
• Electronics
• Automotive & Specialty Vehicle
• Aerospace & Defense
• Food & Beverage
• Pharmaceutical Manufacturing
• Biotech Manufacturing
• Cell & Gene Therapy
• Medical Devices & Diagnostics
• High-Mix Discrete Assembly
• Additive Manufacturing
• Batch and Hybrid Batch
• Contract Manufacturing
• New Product Introduction (NPI)
• Case Studies
• Augmented Ops Podcast
• Augmented Lean
• 30-Day Free Trial
• Tulip University
• Knowledge Base
• Attend Operations Calling 2024
• Tulip Experience Center
• Trust Center
• Website Terms of Use
• Privacy Policy
• Terms of Service
• Support Policy
• Acceptable Use Policy

How to Use 5 Common Root Cause Analysis Tools

Jump to section

What are Root Cause Analysis Tools?

Types of root cause analysis tools, pareto charts, fishbone diagram, scatter diagram, failure mode and effect analysis (fmea), share on social.

• Share on Twitter
• Share on LinkedIn

As we've previously discussed in our Ultimate Guide to Root Cause Analysis , RCAs are an effective method for discovering the true source of a given problem.

There are a number of different techniques for conducting a root cause analysis, each with its own strengths and weaknesses. In this post, we’ll review some of the most common root cause analysis tools to help you pick the right one for your needs.

Download our Ultimate Guide to Root Cause Analysis & Improve Your Quality Management Processes →

Simply put, Root Cause Analysis tools are methods used in quality management and continuous improvement to identify and solve a given problem. While you can certainly take an ad hoc approach to problem-solving, each of these tools helps add structure and intention to your efforts. Some are visualization tools, helping you see root causes by presenting information in a new format. Others make sure you’re moving beyond causal factors to the true root cause. All of them help you dig beneath the surface and see your operations in a new light.

Ensure quality at each step of your production

Error-proof production steps, increase the efficiency and frequency of quality checks and ensure only high-quality materials and parts moves downstream.

Here are five common Root Cause Analysis tools used by most manufacturing firms.

Pareto Charts are based on the Pareto Principle, which states that “80% of the effects come from 20% of the causes.” In practice, a Pareto chart is a bar chart combined with a line graph to illustrate a frequency distribution in relation to relative significance.

Pareto Charts make it possible to see the most common forms of error at a glance. By displaying the most common sources of a defect in descending order, Pareto charts can help teams prioritize improvements for maximum impact.

5 Whys is an investigative method used to drill down on a particular problem. It’s easy: you just ask “Why?” repeatedly until a core problem is identified. This Root Cause Analysis tool is best used when investigating rudimentary problems without the need for quantitative analytical methods. The 5 Whys can be used in conjunction with a Pareto Analysis, where the chart reveals an area that needs more attention.

This is a tool widely used to analyze complex problems. Also known as a Cause-and-Effect Diagram , groups potential causes of a particular problem into subcategories linking back to the main problem being investigated. Fishbone Diagrams are used when the root cause is entirely unknown.

Scatter Diagrams also known as Scatter Plots, are visual representations of a relationship between two sets of data. It is a simple quantitative method of testing correlation between variables.

To use this root cause analysis tool, you plot the independent variable (or suspected cause) on the x-axis while your dependent variable (the effect) is plotted on the y-axis. If the pattern shows a clear line or curve, you know the variables are correlated. If needed, you can continue to more sophisticated regression or correlation analyses.

Failure Mode and Effect Analysis (FMEA) highlights failures within a particular system. You can use this tool at any particular phase — planning, designing, implementation, or inspection — and consists of two main components: Failure Mode and Effect Analysis.

Failure Mode involves identifying different ways, types (or modes) in which something can fail. While Effect Analysis consists of analyzing the effects and consequences of each of the failure modes. The two go hand in hand.

Root cause analysis tools can simplify the hard work of continuous improvement. Each of the tools outlined here is simple to learn and can be quickly applied to improve production in your operations.

Digitize and streamline your root cause analyses with Tulip

Learn how you can automate data collection to improve your quality management and continuous improvement processes.

How to master the seven-step problem-solving process

In this episode of the McKinsey Podcast , Simon London speaks with Charles Conn, CEO of venture-capital firm Oxford Sciences Innovation, and McKinsey senior partner Hugo Sarrazin about the complexities of different problem-solving strategies.

Podcast transcript

Simon London: Hello, and welcome to this episode of the McKinsey Podcast , with me, Simon London. What’s the number-one skill you need to succeed professionally? Salesmanship, perhaps? Or a facility with statistics? Or maybe the ability to communicate crisply and clearly? Many would argue that at the very top of the list comes problem solving: that is, the ability to think through and come up with an optimal course of action to address any complex challenge—in business, in public policy, or indeed in life.

Looked at this way, it’s no surprise that McKinsey takes problem solving very seriously, testing for it during the recruiting process and then honing it, in McKinsey consultants, through immersion in a structured seven-step method. To discuss the art of problem solving, I sat down in California with McKinsey senior partner Hugo Sarrazin and also with Charles Conn. Charles is a former McKinsey partner, entrepreneur, executive, and coauthor of the book Bulletproof Problem Solving: The One Skill That Changes Everything [John Wiley & Sons, 2018].

Charles and Hugo, welcome to the podcast. Thank you for being here.

Hugo Sarrazin: Our pleasure.

Charles Conn: It’s terrific to be here.

Simon London: Problem solving is a really interesting piece of terminology. It could mean so many different things. I have a son who’s a teenage climber. They talk about solving problems. Climbing is problem solving. Charles, when you talk about problem solving, what are you talking about?

Charles Conn: For me, problem solving is the answer to the question “What should I do?” It’s interesting when there’s uncertainty and complexity, and when it’s meaningful because there are consequences. Your son’s climbing is a perfect example. There are consequences, and it’s complicated, and there’s uncertainty—can he make that grab? I think we can apply that same frame almost at any level. You can think about questions like “What town would I like to live in?” or “Should I put solar panels on my roof?”

You might think that’s a funny thing to apply problem solving to, but in my mind it’s not fundamentally different from business problem solving, which answers the question “What should my strategy be?” Or problem solving at the policy level: “How do we combat climate change?” “Should I support the local school bond?” I think these are all part and parcel of the same type of question, “What should I do?”

I’m a big fan of structured problem solving. By following steps, we can more clearly understand what problem it is we’re solving, what are the components of the problem that we’re solving, which components are the most important ones for us to pay attention to, which analytic techniques we should apply to those, and how we can synthesize what we’ve learned back into a compelling story. That’s all it is, at its heart.

I think sometimes when people think about seven steps, they assume that there’s a rigidity to this. That’s not it at all. It’s actually to give you the scope for creativity, which often doesn’t exist when your problem solving is muddled.

Simon London: You were just talking about the seven-step process. That’s what’s written down in the book, but it’s a very McKinsey process as well. Without getting too deep into the weeds, let’s go through the steps, one by one. You were just talking about problem definition as being a particularly important thing to get right first. That’s the first step. Hugo, tell us about that.

Hugo Sarrazin: It is surprising how often people jump past this step and make a bunch of assumptions. The most powerful thing is to step back and ask the basic questions—“What are we trying to solve? What are the constraints that exist? What are the dependencies?” Let’s make those explicit and really push the thinking and defining. At McKinsey, we spend an enormous amount of time in writing that little statement, and the statement, if you’re a logic purist, is great. You debate. “Is it an ‘or’? Is it an ‘and’? What’s the action verb?” Because all these specific words help you get to the heart of what matters.

Want to subscribe to The McKinsey Podcast ?

Simon London: So this is a concise problem statement.

Hugo Sarrazin: Yeah. It’s not like “Can we grow in Japan?” That’s interesting, but it is “What, specifically, are we trying to uncover in the growth of a product in Japan? Or a segment in Japan? Or a channel in Japan?” When you spend an enormous amount of time, in the first meeting of the different stakeholders, debating this and having different people put forward what they think the problem definition is, you realize that people have completely different views of why they’re here. That, to me, is the most important step.

Charles Conn: I would agree with that. For me, the problem context is critical. When we understand “What are the forces acting upon your decision maker? How quickly is the answer needed? With what precision is the answer needed? Are there areas that are off limits or areas where we would particularly like to find our solution? Is the decision maker open to exploring other areas?” then you not only become more efficient, and move toward what we call the critical path in problem solving, but you also make it so much more likely that you’re not going to waste your time or your decision maker’s time.

How often do especially bright young people run off with half of the idea about what the problem is and start collecting data and start building models—only to discover that they’ve really gone off half-cocked.

Hugo Sarrazin: Yeah.

Charles Conn: And in the wrong direction.

Simon London: OK. So step one—and there is a real art and a structure to it—is define the problem. Step two, Charles?

Charles Conn: My favorite step is step two, which is to use logic trees to disaggregate the problem. Every problem we’re solving has some complexity and some uncertainty in it. The only way that we can really get our team working on the problem is to take the problem apart into logical pieces.

What we find, of course, is that the way to disaggregate the problem often gives you an insight into the answer to the problem quite quickly. I love to do two or three different cuts at it, each one giving a bit of a different insight into what might be going wrong. By doing sensible disaggregations, using logic trees, we can figure out which parts of the problem we should be looking at, and we can assign those different parts to team members.

Simon London: What’s a good example of a logic tree on a sort of ratable problem?

Charles Conn: Maybe the easiest one is the classic profit tree. Almost in every business that I would take a look at, I would start with a profit or return-on-assets tree. In its simplest form, you have the components of revenue, which are price and quantity, and the components of cost, which are cost and quantity. Each of those can be broken out. Cost can be broken into variable cost and fixed cost. The components of price can be broken into what your pricing scheme is. That simple tree often provides insight into what’s going on in a business or what the difference is between that business and the competitors.

If we add the leg, which is “What’s the asset base or investment element?”—so profit divided by assets—then we can ask the question “Is the business using its investments sensibly?” whether that’s in stores or in manufacturing or in transportation assets. I hope we can see just how simple this is, even though we’re describing it in words.

When I went to work with Gordon Moore at the Moore Foundation, the problem that he asked us to look at was “How can we save Pacific salmon?” Now, that sounds like an impossible question, but it was amenable to precisely the same type of disaggregation and allowed us to organize what became a 15-year effort to improve the likelihood of good outcomes for Pacific salmon.

Simon London: Now, is there a danger that your logic tree can be impossibly large? This, I think, brings us onto the third step in the process, which is that you have to prioritize.

Charles Conn: Absolutely. The third step, which we also emphasize, along with good problem definition, is rigorous prioritization—we ask the questions “How important is this lever or this branch of the tree in the overall outcome that we seek to achieve? How much can I move that lever?” Obviously, we try and focus our efforts on ones that have a big impact on the problem and the ones that we have the ability to change. With salmon, ocean conditions turned out to be a big lever, but not one that we could adjust. We focused our attention on fish habitats and fish-harvesting practices, which were big levers that we could affect.

People spend a lot of time arguing about branches that are either not important or that none of us can change. We see it in the public square. When we deal with questions at the policy level—“Should you support the death penalty?” “How do we affect climate change?” “How can we uncover the causes and address homelessness?”—it’s even more important that we’re focusing on levers that are big and movable.

Would you like to learn more about our Strategy & Corporate Finance Practice ?

Simon London: Let’s move swiftly on to step four. You’ve defined your problem, you disaggregate it, you prioritize where you want to analyze—what you want to really look at hard. Then you got to the work plan. Now, what does that mean in practice?

Hugo Sarrazin: Depending on what you’ve prioritized, there are many things you could do. It could be breaking the work among the team members so that people have a clear piece of the work to do. It could be defining the specific analyses that need to get done and executed, and being clear on time lines. There’s always a level-one answer, there’s a level-two answer, there’s a level-three answer. Without being too flippant, I can solve any problem during a good dinner with wine. It won’t have a whole lot of backing.

Simon London: Not going to have a lot of depth to it.

Hugo Sarrazin: No, but it may be useful as a starting point. If the stakes are not that high, that could be OK. If it’s really high stakes, you may need level three and have the whole model validated in three different ways. You need to find a work plan that reflects the level of precision, the time frame you have, and the stakeholders you need to bring along in the exercise.

Charles Conn: I love the way you’ve described that, because, again, some people think of problem solving as a linear thing, but of course what’s critical is that it’s iterative. As you say, you can solve the problem in one day or even one hour.

Charles Conn: We encourage our teams everywhere to do that. We call it the one-day answer or the one-hour answer. In work planning, we’re always iterating. Every time you see a 50-page work plan that stretches out to three months, you know it’s wrong. It will be outmoded very quickly by that learning process that you described. Iterative problem solving is a critical part of this. Sometimes, people think work planning sounds dull, but it isn’t. It’s how we know what’s expected of us and when we need to deliver it and how we’re progressing toward the answer. It’s also the place where we can deal with biases. Bias is a feature of every human decision-making process. If we design our team interactions intelligently, we can avoid the worst sort of biases.

Simon London: Here we’re talking about cognitive biases primarily, right? It’s not that I’m biased against you because of your accent or something. These are the cognitive biases that behavioral sciences have shown we all carry around, things like anchoring, overoptimism—these kinds of things.

Both: Yeah.

Charles Conn: Availability bias is the one that I’m always alert to. You think you’ve seen the problem before, and therefore what’s available is your previous conception of it—and we have to be most careful about that. In any human setting, we also have to be careful about biases that are based on hierarchies, sometimes called sunflower bias. I’m sure, Hugo, with your teams, you make sure that the youngest team members speak first. Not the oldest team members, because it’s easy for people to look at who’s senior and alter their own creative approaches.

Hugo Sarrazin: It’s helpful, at that moment—if someone is asserting a point of view—to ask the question “This was true in what context?” You’re trying to apply something that worked in one context to a different one. That can be deadly if the context has changed, and that’s why organizations struggle to change. You promote all these people because they did something that worked well in the past, and then there’s a disruption in the industry, and they keep doing what got them promoted even though the context has changed.

Simon London: Right. Right.

Hugo Sarrazin: So it’s the same thing in problem solving.

Charles Conn: And it’s why diversity in our teams is so important. It’s one of the best things about the world that we’re in now. We’re likely to have people from different socioeconomic, ethnic, and national backgrounds, each of whom sees problems from a slightly different perspective. It is therefore much more likely that the team will uncover a truly creative and clever approach to problem solving.

Simon London: Let’s move on to step five. You’ve done your work plan. Now you’ve actually got to do the analysis. The thing that strikes me here is that the range of tools that we have at our disposal now, of course, is just huge, particularly with advances in computation, advanced analytics. There’s so many things that you can apply here. Just talk about the analysis stage. How do you pick the right tools?

Charles Conn: For me, the most important thing is that we start with simple heuristics and explanatory statistics before we go off and use the big-gun tools. We need to understand the shape and scope of our problem before we start applying these massive and complex analytical approaches.

Simon London: Would you agree with that?

Hugo Sarrazin: I agree. I think there are so many wonderful heuristics. You need to start there before you go deep into the modeling exercise. There’s an interesting dynamic that’s happening, though. In some cases, for some types of problems, it is even better to set yourself up to maximize your learning. Your problem-solving methodology is test and learn, test and learn, test and learn, and iterate. That is a heuristic in itself, the A/B testing that is used in many parts of the world. So that’s a problem-solving methodology. It’s nothing different. It just uses technology and feedback loops in a fast way. The other one is exploratory data analysis. When you’re dealing with a large-scale problem, and there’s so much data, I can get to the heuristics that Charles was talking about through very clever visualization of data.

You test with your data. You need to set up an environment to do so, but don’t get caught up in neural-network modeling immediately. You’re testing, you’re checking—“Is the data right? Is it sound? Does it make sense?”—before you launch too far.

Simon London: You do hear these ideas—that if you have a big enough data set and enough algorithms, they’re going to find things that you just wouldn’t have spotted, find solutions that maybe you wouldn’t have thought of. Does machine learning sort of revolutionize the problem-solving process? Or are these actually just other tools in the toolbox for structured problem solving?

Charles Conn: It can be revolutionary. There are some areas in which the pattern recognition of large data sets and good algorithms can help us see things that we otherwise couldn’t see. But I do think it’s terribly important we don’t think that this particular technique is a substitute for superb problem solving, starting with good problem definition. Many people use machine learning without understanding algorithms that themselves can have biases built into them. Just as 20 years ago, when we were doing statistical analysis, we knew that we needed good model definition, we still need a good understanding of our algorithms and really good problem definition before we launch off into big data sets and unknown algorithms.

Simon London: Step six. You’ve done your analysis.

Charles Conn: I take six and seven together, and this is the place where young problem solvers often make a mistake. They’ve got their analysis, and they assume that’s the answer, and of course it isn’t the answer. The ability to synthesize the pieces that came out of the analysis and begin to weave those into a story that helps people answer the question “What should I do?” This is back to where we started. If we can’t synthesize, and we can’t tell a story, then our decision maker can’t find the answer to “What should I do?”

Simon London: But, again, these final steps are about motivating people to action, right?

Charles Conn: Yeah.

Simon London: I am slightly torn about the nomenclature of problem solving because it’s on paper, right? Until you motivate people to action, you actually haven’t solved anything.

Charles Conn: I love this question because I think decision-making theory, without a bias to action, is a waste of time. Everything in how I approach this is to help people take action that makes the world better.

Simon London: Hence, these are absolutely critical steps. If you don’t do this well, you’ve just got a bunch of analysis.

Charles Conn: We end up in exactly the same place where we started, which is people speaking across each other, past each other in the public square, rather than actually working together, shoulder to shoulder, to crack these important problems.

Simon London: In the real world, we have a lot of uncertainty—arguably, increasing uncertainty. How do good problem solvers deal with that?

Hugo Sarrazin: At every step of the process. In the problem definition, when you’re defining the context, you need to understand those sources of uncertainty and whether they’re important or not important. It becomes important in the definition of the tree.

You need to think carefully about the branches of the tree that are more certain and less certain as you define them. They don’t have equal weight just because they’ve got equal space on the page. Then, when you’re prioritizing, your prioritization approach may put more emphasis on things that have low probability but huge impact—or, vice versa, may put a lot of priority on things that are very likely and, hopefully, have a reasonable impact. You can introduce that along the way. When you come back to the synthesis, you just need to be nuanced about what you’re understanding, the likelihood.

Often, people lack humility in the way they make their recommendations: “This is the answer.” They’re very precise, and I think we would all be well-served to say, “This is a likely answer under the following sets of conditions” and then make the level of uncertainty clearer, if that is appropriate. It doesn’t mean you’re always in the gray zone; it doesn’t mean you don’t have a point of view. It just means that you can be explicit about the certainty of your answer when you make that recommendation.

Simon London: So it sounds like there is an underlying principle: “Acknowledge and embrace the uncertainty. Don’t pretend that it isn’t there. Be very clear about what the uncertainties are up front, and then build that into every step of the process.”

Hugo Sarrazin: Every step of the process.

Simon London: Yeah. We have just walked through a particular structured methodology for problem solving. But, of course, this is not the only structured methodology for problem solving. One that is also very well-known is design thinking, which comes at things very differently. So, Hugo, I know you have worked with a lot of designers. Just give us a very quick summary. Design thinking—what is it, and how does it relate?

Hugo Sarrazin: It starts with an incredible amount of empathy for the user and uses that to define the problem. It does pause and go out in the wild and spend an enormous amount of time seeing how people interact with objects, seeing the experience they’re getting, seeing the pain points or joy—and uses that to infer and define the problem.

Simon London: Problem definition, but out in the world.

Hugo Sarrazin: With an enormous amount of empathy. There’s a huge emphasis on empathy. Traditional, more classic problem solving is you define the problem based on an understanding of the situation. This one almost presupposes that we don’t know the problem until we go see it. The second thing is you need to come up with multiple scenarios or answers or ideas or concepts, and there’s a lot of divergent thinking initially. That’s slightly different, versus the prioritization, but not for long. Eventually, you need to kind of say, “OK, I’m going to converge again.” Then you go and you bring things back to the customer and get feedback and iterate. Then you rinse and repeat, rinse and repeat. There’s a lot of tactile building, along the way, of prototypes and things like that. It’s very iterative.

Simon London: So, Charles, are these complements or are these alternatives?

Charles Conn: I think they’re entirely complementary, and I think Hugo’s description is perfect. When we do problem definition well in classic problem solving, we are demonstrating the kind of empathy, at the very beginning of our problem, that design thinking asks us to approach. When we ideate—and that’s very similar to the disaggregation, prioritization, and work-planning steps—we do precisely the same thing, and often we use contrasting teams, so that we do have divergent thinking. The best teams allow divergent thinking to bump them off whatever their initial biases in problem solving are. For me, design thinking gives us a constant reminder of creativity, empathy, and the tactile nature of problem solving, but it’s absolutely complementary, not alternative.

Simon London: I think, in a world of cross-functional teams, an interesting question is do people with design-thinking backgrounds really work well together with classical problem solvers? How do you make that chemistry happen?

Hugo Sarrazin: Yeah, it is not easy when people have spent an enormous amount of time seeped in design thinking or user-centric design, whichever word you want to use. If the person who’s applying classic problem-solving methodology is very rigid and mechanical in the way they’re doing it, there could be an enormous amount of tension. If there’s not clarity in the role and not clarity in the process, I think having the two together can be, sometimes, problematic.

The second thing that happens often is that the artifacts the two methodologies try to gravitate toward can be different. Classic problem solving often gravitates toward a model; design thinking migrates toward a prototype. Rather than writing a big deck with all my supporting evidence, they’ll bring an example, a thing, and that feels different. Then you spend your time differently to achieve those two end products, so that’s another source of friction.

Now, I still think it can be an incredibly powerful thing to have the two—if there are the right people with the right mind-set, if there is a team that is explicit about the roles, if we’re clear about the kind of outcomes we are attempting to bring forward. There’s an enormous amount of collaborativeness and respect.

Simon London: But they have to respect each other’s methodology and be prepared to flex, maybe, a little bit, in how this process is going to work.

Hugo Sarrazin: Absolutely.

Simon London: The other area where, it strikes me, there could be a little bit of a different sort of friction is this whole concept of the day-one answer, which is what we were just talking about in classical problem solving. Now, you know that this is probably not going to be your final answer, but that’s how you begin to structure the problem. Whereas I would imagine your design thinkers—no, they’re going off to do their ethnographic research and get out into the field, potentially for a long time, before they come back with at least an initial hypothesis.

Want better strategies? Become a bulletproof problem solver

Hugo Sarrazin: That is a great callout, and that’s another difference. Designers typically will like to soak into the situation and avoid converging too quickly. There’s optionality and exploring different options. There’s a strong belief that keeps the solution space wide enough that you can come up with more radical ideas. If there’s a large design team or many designers on the team, and you come on Friday and say, “What’s our week-one answer?” they’re going to struggle. They’re not going to be comfortable, naturally, to give that answer. It doesn’t mean they don’t have an answer; it’s just not where they are in their thinking process.

Simon London: I think we are, sadly, out of time for today. But Charles and Hugo, thank you so much.

Charles Conn: It was a pleasure to be here, Simon.

Hugo Sarrazin: It was a pleasure. Thank you.

Simon London: And thanks, as always, to you, our listeners, for tuning into this episode of the McKinsey Podcast . If you want to learn more about problem solving, you can find the book, Bulletproof Problem Solving: The One Skill That Changes Everything , online or order it through your local bookstore. To learn more about McKinsey, you can of course find us at McKinsey.com.

Charles Conn is CEO of Oxford Sciences Innovation and an alumnus of McKinsey’s Sydney office. Hugo Sarrazin is a senior partner in the Silicon Valley office, where Simon London, a member of McKinsey Publishing, is also based.

Explore a career with us

Related articles.

Strategy to beat the odds

Five routes to more innovative problem solving

The 3 best root cause analysis tools: a guide for decision making

1- Root cause analysis – Pareto

The Pareto diagram is a practical example of a tool that allows you to identify and select items that are responsible for greatly effecting process improvement, keep reading:

80% of the results are caused by 20% of the factors.

This is the concept of Pareto analysis: 80/20

From a method viewpoint for identifying problems, it can be stated that 80% of problems can be solved by treating 20% of the causes.

Thus, for the creation of a Pareto Diagram we must:

• Identify a goal that was not reached in a given period;
• Raise the possible problems that led to the deviation from the goal;
• Assign the frequency with which they appear or the degree of relevance;
• Sort the data in descending order according to frequency | importance;
• Calculate the percentage referring to each item, and create a new column with the cumulative percentage of the series;
• Create a graph where the columns represent the frequency and the rows are the cumulative percentages;
• Select the problems that, after adding the percentages, represent 80% of the factors.

2- Root cause analysis – Fishbone

The fishbone diagram, also known as the Cause and Effect diagram and the Ishikawa diagram, is a graphical tool used to map the root causes of a problem.

Due to its hierarchical form, it allows you to group and visualize several causes that are considered as the origin of a problem or of an improvement opportunity that you wish to achieve, besides its effects on the problem or result.

In its structure of cause and effect analysis to identify the root cause of the problem, the construction of the Ishikawa diagram follows the following steps:

• Choose the problem you want to analyze;
• Consider information regarding the problem;
• Brainstorm the problem, together with a team, listing possible causes, both primary and secondary;
• Identify the causes most pertinent to the problem and group them according to the 6M’s;
• Propose solutions to the causes raised, always have a person responsible to implement the solution.

Another important detail in root cause problem solving using the Ishikawa diagram is to use it as a method to identify the 6 problems categories defined by Ishikawa, known as the 6Ms:

• Method: How does the work being done affect the problem?
• Machine: How does the equipment used in the process influence the problem?
• Measure: How do the metrics used to measure activity development influence the problem?
• Environment: How does the environment in which the activity is being developed influence the problem?
• Material: How does the quality and type of materials used influence the problem?
• Labor: How do the people involved in the activity influence the problem?

Remember: these are just some of the possibilities of categories to be analyzed with the help of the Ishikawa diagram.

By using the fishbone research methodology in the quest for quality processes, you must define your own concepts, based on the specifics of your business.

Learn more about this root cause analysis tool in this blog post: What is an Ishikawa diagram and how do you make one?

3- Root cause analysis – 5 whys

The 5 whys quality tool is very simple, but no less efficient.

It starts from the principle of digging deep into an issue, trying to extract the root cause of the deeper problem.

It is widely used when a company wants to improve the quality of its deliveries and to move on to the continuous improvement of its processes.

It was created by Taiichi Ohno, in the 50s. He worked at Toyota and realized the need to improve the quality of the company’s products to meet customer needs.

You execute this methodology by questioning why a certain problem happens, consecutively, five times.

After five questions, Ohno believed that you would be able to establish the real root cause of a problem, and that steps could be taken to eliminate it and create a process that would guarantee the quality of deliveries.

The application of the 5 whys quality tool is especially suitable for problems with a few variables.

When problems become more complex, analyzes of various other factors become necessary, and this method is not sufficient to identify problems.

Advantages of Using Root Cause Analysis Tools

Finally, we have grouped together some of the most commonly used root cause analysis tools in management processes.

The biggest benefits root cause analysis can bring into your business are:

• Alignment: after the impediments to achieving results are open for discussion to the entire team;
• Depth: because analysis is not done superficially, the probability a team can focus on the real cause is greater;
• Standardization : so all analyzes follow the same method of execution and aim to reach the root cause of any processes not achieving their goals.

But once you discover the problems and analyze their root causes, how do you prioritize which ones will be solved first?

For this, we suggest an extra tool, the decision prioritization matrix, or decision diagram, known as the GUT matrix.

It is very simple and easy to use and should be used whenever you have many problems to solve and do not know which one to start with.

The matrix created by Charles Kepner and Benjamin Tregoe in 1981 is still quite useful and works as follows:

You should use the table below to give a grade for each problem, from zero to five, referring to 3 criteria:

• Gravity of the problem;
• Urgency in solving it;
• Tendency for the problem to potentiate.

Understand each of the criteria in the decision-making diagram better:

• Gravity: For this concept, it is necessary to define how much the consequences of the problem will affect the achievement of the strategic objectives of the company, the security of the people and the community.
• Urgency: What will happen if the problem is not resolved immediately? Is it possible to wait, or will operations be paralyzed? Is there a contingency plan? Consider these factors to define the speed at which the problem should be solved.
• Tendency: What is the probability that the problem will get worse if it is not resolved soon? Does it appear as if it will hinder the operation of the company?

Based on these criteria, assign scores following this scale:

• It is not an urgent problem or serious, it does not cause immediate damage.
• A little urgent, a little serious and it will only get worse in the long run.
• Urgent and serious and will worsen in the medium term.
• Very urgent, it will get worse in a short time.
• Extremely urgent and serious. It needs to be fixed now before it gets worse.

Put the scores in the decision matrix, multiply the numbers and you will know that the highest result corresponds to the problem that must be solved first.

Now that you know so much about the best root cause analysis tools and how to prioritize the solutions, how about learning about software that encompasses several management and business management tools? Solve your business problems based on real data and focus on results!

Revolutionize the management of your company with STRATWs One

Leave a Reply Cancel reply

Your email address will not be published. Required fields are marked *

Save my name, email, and website in this browser for the next time I comment.

Your technology partner to connect you to what really matters.

Our Solutions

Privacy Policy

Follow us on social medias

Siteware © 2022 all rights reserved, sign to our newsletter, siteware © 2022 todos os direitos reservados​, privacy overview.

How it works

For Business

Join Mind Tools

Article • 11 min read

Getting to the Root of a Problem Quickly

By the Mind Tools Content Team

5 Whys Root-Cause Analysis

Have you ever had a problem that refused to go away? No matter what you did, sooner or later it would return, perhaps in another form.

Stubborn or recurrent problems are often symptoms of deeper issues. "Quick fixes" may seem convenient, but they often solve only the surface issues and waste resources that could otherwise be used to tackle the real cause.

In this article and in the video, below, we look at the 5 Whys technique (sometimes known as 5Y). This is a simple but powerful tool for cutting quickly through the outward symptoms of a problem to reveal its underlying causes – so that you can deal with it once and for all.

Origins of the 5 Whys Technique

Sakichi Toyoda, the Japanese industrialist, inventor, and founder of Toyota Industries, developed the 5 Whys technique in the 1930s. It became popular in the 1970s, and Toyota still uses it to solve problems today.

Toyota has a "go and see" philosophy. This means that its decision making is based on an in-depth understanding of what's actually happening on the shop floor , rather than on what someone in a boardroom thinks might be happening.

The 5 Whys technique is true to this tradition, and it is most effective when the answers come from people who have hands-on experience of the process or problem in question.

The method is remarkably simple: when a problem occurs, you drill down to its root cause by asking "Why?" five times. Then, when a counter-measure becomes apparent, you follow it through to prevent the issue from recurring.

The 5 Whys uses "counter-measures," rather than "solutions." A counter-measure is an action or set of actions that seeks to prevent the problem from arising again, while a solution may just seek to deal with the symptom. As such, counter-measures are more robust, and will more likely prevent the problem from recurring.

When to Use a 5 Whys Analysis

You can use 5 Whys for troubleshooting, quality improvement, and problem solving, but it is most effective when used to resolve simple or moderately difficult problems.

It may not be suitable if you need to tackle a complex or critical problem. This is because 5 Whys can lead you to pursue a single track, or a limited number of tracks, of inquiry when, in fact, there could be multiple causes. In cases like these, a wider-ranging method such as Cause and Effect Analysis or Failure Mode and Effects Analysis may b e more effective.

This simple 5 Whys technique, however, can often direct you quickly to the root cause of a problem. So, whenever a system or process isn't working properly, give it a try before you embark on a more in-depth approach – and certainly before you attempt to develop a solution.

The tool's simplicity gives it great flexibility, too, and 5 Whys combines well with other methods and techniques, such as Root Cause Analysis . It is often associated with Lean Manufacturing , where it is used to identify and eliminate wasteful practices. It is also used in the analysis phase of the Six Sigma quality improvement methodology.

How to Use the 5 Whys

The model follows a very simple seven-step process: [1]

1. Assemble a Team

Gather together people who are familiar with the specifics of the problem, and with the process that you're trying to fix. Include someone to act as a facilitator , who can keep the team focused on identifying effective counter-measures.

2. Define the Problem

If you can, observe the problem in action. Discuss it with your team and write a brief, clear problem statement that you all agree on. For example, "Team A isn't meeting its response time targets" or "Software release B resulted in too many rollback failures."

Then, write your statement on a whiteboard or sticky note, leaving enough space around it to add your answers to the repeated question, "Why?"

3. Ask the First "Why?"

Ask your team why the problem is occurring. (For example, "Why isn't Team A meeting its response time targets?")

Asking "Why?" sounds simple, but answering it requires serious thought. Search for answers that are grounded in fact: they must be accounts of things that have actually happened, not guesses at what might have happened.

This prevents 5 Whys from becoming just a process of deductive reasoning, which can generate a large number of possible causes and, sometimes, create more confusion as you chase down hypothetical problems.

Your team members may come up with one obvious reason why, or several plausible ones. Record their answers as succinct phrases, rather than as single words or lengthy statements, and write them below (or beside) your problem statement. For example, saying "volume of calls is too high" is better than a vague "overloaded."

4. Ask "Why?" Four More Times

For each of the answers that you generated in Step 3, ask four further "whys" in succession. Each time, frame the question in response to the answer you've just recorded.

What Is a 5 Whys Template?

The diagram, below, shows an example of 5 Whys in action, following a single lane of inquiry.

Figure 1: 5 Whys Example (Single Lane)

The 5 Whys method also allows you to follow multiple lanes of inquiry. An example of this is shown in Figure 2, below.

In our example, asking "Why was the delivery late?" produces a second answer (Reason 2). Asking "Why?" for that answer reveals a single reason (Reason 1), which you can address with a counter-measure.

Similarly, asking "Why did the job take longer than expected?" has a second answer (Reason 2), and asking "Why?" at this point reveals a single reason (Reason 1). Another "Why?" here identifies two possibilities (Reasons 1 and 2) before a possible counter-measure becomes evident.

There is also a second reason for "Why we ran out of printer ink" (Reason 2), and a single answer for the next "Why?" (Reason 1), which can then be addressed with a counter-measure.

Figure 2: 5 Whys Example (Multiple Lanes)

Step 5. Know When to Stop

You'll know that you've revealed the root cause of the problem when asking "why" produces no more useful responses, and you can go no further. An appropriate counter-measure or process change should then become evident. (As we said earlier, if you're not sure that you've uncovered the real root cause, consider using a more in-depth problem-solving technique like Cause and Effect Analysis , Root-Cause Analysis , or FMEA .)

If you identified more than one reason in Step 3, repeat this process for each of the different branches of your analysis until you reach a root cause for each one.

6. Address the Root Cause(s)

Now that you've identified at least one root cause, you need to discuss and agree on the counter-measures that will prevent the problem from recurring.

7. Monitor Your Measures

Keep a close watch on how effectively your counter-measures eliminate or minimize the initial problem. You may need to amend them, or replace them entirely. If this happens, it's a good idea to repeat the 5 Whys process to ensure that you've identified the correct root cause.

Appreciation

A similar question-based approach known as "appreciation" can help you to uncover factors in a situation that you might otherwise miss.

It was originally developed by the military to assist commanders in gaining a comprehensive understanding of any fact, problem or situation. But you can also apply it in the workplace.

Starting with a fact, you first ask the question, "So what?" – in other words, what are the implications of that fact? Why is this fact important?

You then continue asking that question until you've drawn all possible conclusions from it.

The major difference between this and the 5 Whys technique is that appreciation is often used to get the most information out of a simple fact or statement, while 5 Whys is designed to drill down to the root of a problem.

Tips for Using the 5 Whys Technique

• Try to move quickly from one question to the next. That way, you'll have the full picture before you jump to any conclusions.
• The "5" in 5 Whys is really just a " rule of thumb ." In some cases, you may need to ask "Why?" a few more times before you get to the root of the problem. In other cases, you may reach this point before you ask your fifth "Why?" If you do, make sure that you haven't stopped too soon, and that you're not simply accepting "knee-jerk" responses.
• Know when to stop! The important point is to stop asking "Why?" when you stop producing useful responses.

Frequently Asked Questions About 5 Whys

1. what is the 5 whys technique.

The 5 Whys Technique is a problem-solving method involving repeatedly asking "why?" It's a way of quickly getting to the root cause of a situation.

2. Who Invented 5 Whys?

The 5 Whys technique was invented in the 1930s by Sakichi Toyoda, the Japanese industrialist, inventor, and founder of Toyota Industries.

5 Whys Infographic

See our infographic on the 5 Whys and use it to get to the root of your problems!

Bear in mind that appreciation can restrict you to one line of thinking. For instance, once you've answered your first "So what?" question, you might follow a single line of inquiry to its conclusion. To avoid this, repeat the appreciation process several times over to make sure that you've covered all bases.

The 5 Whys strategy is a simple, effective tool for uncovering the root of a problem. You can use it in troubleshooting, problem-solving, and quality-improvement initiatives.

Start with a problem and ask why it is occurring. Make sure that your answer is grounded in fact, and then ask the question again. Continue the process until you reach the root cause of the problem, and you can identify a counter-measure that will prevent it from recurring.

Bear in mind that this questioning process is best suited to simple or moderately difficult problems. Complex problems may benefit from a more detailed approach, although using 5 Whys will still give you useful insights.

[1] Pojasek, R. (2000). 'Asking "Why?" Five Times,' Environmental Quality Management , Volume 10, Issue 1, 79–84. Available here . [Accessed July 1, 2022.]

You've accessed 1 of your 2 free resources.

Get unlimited access

Discover more content

Using root cause analysis.

Find the Root of Your Problems

Root Cause Analysis

Tracing a Problem to Its Origins

Add comment

Comments (0)

Be the first to comment!

Gain essential management and leadership skills

Busy schedule? No problem. Learn anytime, anywhere. 

Subscribe to unlimited access to meticulously researched, evidence-based resources.

Join today and save on an annual membership!

Sign-up to our newsletter

Subscribing to the Mind Tools newsletter will keep you up-to-date with our latest updates and newest resources.

Subscribe now

Business Skills

Personal Development

Leadership and Management

Member Extras

Most Popular

Latest Updates

Better Public Speaking

How to Build Confidence in Others

Mind Tools Store

About Mind Tools Content

Discover something new today

How to create psychological safety at work.

Speaking up without fear

How to Guides

Pain Points Podcast - Presentations Pt 1

How do you get better at presenting?

How Emotionally Intelligent Are You?

Boosting Your People Skills

Self-Assessment

What's Your Leadership Style?

Learn About the Strengths and Weaknesses of the Way You Like to Lead

Recommended for you

Strategic speed: how to accelerate execution.

Jocelyn Davis

Expert Interviews

Business Operations and Process Management

Strategy Tools

Customer Service

Business Ethics and Values

Handling Information and Data

Project Management

Knowledge Management

Self-Development and Goal Setting

Time Management

Presentation Skills

Learning Skills

Career Skills

Communication Skills

Negotiation, Persuasion and Influence

Working With Others

Difficult Conversations

Creativity Tools

Self-Management

Work-Life Balance

Stress Management and Wellbeing

Coaching and Mentoring

Change Management

Team Management

Managing Conflict

Delegation and Empowerment

Performance Management

Leadership Skills

Developing Your Team

Talent Management

Problem Solving

Decision Making

Member Podcast

• Business Essentials
• Leadership & Management
• Credential of Leadership, Impact, and Management in Business (CLIMB)
• Entrepreneurship & Innovation
• Digital Transformation
• Finance & Accounting
• Business in Society
• For Organizations
• Support Portal
• Media Coverage
• Founding Donors
• Leadership Team

• Harvard Business School →
• HBS Online →
• Business Insights →

Business Insights

Harvard Business School Online's Business Insights Blog provides the career insights you need to achieve your goals and gain confidence in your business skills.

• Career Development
• Communication
• Decision-Making
• Earning Your MBA
• Negotiation
• News & Events
• Productivity
• Staff Spotlight
• Student Profiles
• Work-Life Balance
• AI Essentials for Business
• Alternative Investments
• Business Analytics
• Business Strategy
• Business and Climate Change
• Design Thinking and Innovation
• Digital Marketing Strategy
• Disruptive Strategy
• Economics for Managers
• Entrepreneurship Essentials
• Financial Accounting
• Global Business
• Launching Tech Ventures
• Leadership Principles
• Leadership, Ethics, and Corporate Accountability
• Leading Change and Organizational Renewal
• Leading with Finance
• Management Essentials
• Negotiation Mastery
• Organizational Leadership
• Power and Influence for Positive Impact
• Strategy Execution
• Sustainable Business Strategy
• Sustainable Investing
• Winning with Digital Platforms

4 Ways to Improve Your Analytical Skills

• 07 Jan 2021

Data is ubiquitous. It’s collected at every purchase made, flight taken, ad clicked, and social media post liked—which means it’s never been more crucial to understand how to analyze it.

“Never before has so much data about so many different things been collected and stored every second of every day,” says Harvard Business School Professor Jan Hammond in the online course Business Analytics .

The volume of data you encounter can be overwhelming and raise several questions: Can I trust the data’s source? Is it structured in a way that makes sense? What story does it tell, and what actions does it prompt?

Data literacy and analytical skills can enable you to answer these questions and not only make sense of raw data, but use it to drive impactful change at your organization.

Here’s a look at what it means to be data literate and four ways to improve your analytical skills.

Access your free e-book today.

What Is Data Literacy?

Data literacy is the ability to analyze, interpret, and question data. A dataset is made up of numerous data points that, when viewed together, tell a story.

Before conducting an analysis, it’s important to ensure your data’s quality and structure is in accordance with your organization’s needs.

“In order to transform data into actionable information, you first need to evaluate its quality,” says Professor Dustin Tingley in the Harvard Online course Data Science Principles . “But evaluating the quality of your data is just the first step. You’ll also need to structure your data. Without structure, it’s nearly impossible to extract any information.”

When you’re able to look at quality data, structure it, and analyze it, trends emerge. The next step is to reflect on your analysis and take action.

Tingley shares several questions to ask yourself once you’ve analyzed your dataset: “Did all the steps I took make sense? If so, how should I respond to my analysis? If not, what should I go back and improve?”

For example, you may track users who click a button to download an e-book from your website.

After ensuring your data’s quality and structuring it in a way that makes sense, you begin your analysis and find that a user’s age is positively correlated with their likelihood to click. What story does this trend tell? What does it say about your users, product offering, and business strategy?

To answer these questions, you need strong analytical skills, which you can develop in several ways.

Related: Business Analytics: What It Is & Why It’s Important

How to Improve Your Analytical Skills

Analysis is an important skill to have in any industry because it enables you to support decisions with data, learn more about your customers, and predict future trends.

Key analytical skills for business include:

• Visualizing data
• Determining the relationship between two or more variables
• Forming and testing hypotheses
• Performing regressions using statistical programs, such as Microsoft Excel
• Deriving actionable conclusions from data analysis

If you want to provide meaningful conclusions and data-based recommendations to your team, here are four ways to bolster your analytical skills.

Related: How to Learn Business Analytics Without A Business Background

1. Consider Opposing Viewpoints

While engaging with opposing viewpoints can help you expand your perspective, combat bias, and show your fellow employees their opinions are valued, it can also be a useful way to practice analytical skills.

When analyzing data, it’s crucial to consider all possible interpretations and avoid getting stuck in one way of thinking.

For instance, revisit the example of tracking users who click a button on your site to download an e-book. The data shows that the user’s age is positively correlated with their likelihood to click the button; as age increases, downloads increase, too. At first glance, you may interpret this trend to mean that a user chooses to download the e-book because of their age.

This conclusion, however, doesn’t take into consideration the vast number of variables that change with age. For instance, perhaps the real reason your older users are more likely to download the e-book is their higher level of responsibility at work, higher average income, or higher likelihood of being parents.

This example illustrates the need to consider multiple interpretations of data, and specifically shows the difference between correlation (the trending of two or more variables in the same direction) and causation (when a trend in one variable causes a trend to occur in one or more other variables).

“Data science is built on a foundation of critical thinking,” Tingley says in Data Science Principles . “From the first step of determining the quality of a data source to determining the accuracy of an algorithm, critical thinking is at the heart of every decision data scientists—and those who work with them—make.”

To practice this skill, challenge yourself to question your assumptions and ask others for their opinions. The more you actively engage with different viewpoints, the less likely you are to get stuck in a one-track mindset when analyzing data.

2. Play Games or Brain Teasers

If you’re looking to sharpen your skills on a daily basis, there are many simple, enjoyable ways to do so.

Games, puzzles, and stories that require visualizing relationships between variables, examining situations from multiple angles, and drawing conclusions from known data points can help you build the skills necessary to analyze data.

Some fun ways to practice analytical thinking include:

• Crossword puzzles
• Mystery novels
• Logic puzzles
• Strategic board games or card games

These options can supplement your analytics coursework and on-the-job experience. Some of them also allow you to spend time with friends or family. Try engaging with one each day to hone your analytical mindset.

Related: 3 Examples of Business Analytics in Action

3. Take an Online Analytics Course

Whether you want to learn the basics, brush up on your skills, or expand your knowledge, taking an analytics course is an effective way to improve. A course can enable you to focus on the content you want to learn, engage with the material presented by a professional in the field, and network and interact with others in the data analytics space.

For a beginner, courses like Harvard Online's Data Science Principles can provide a foundation in the language of data. A more advanced course, like Harvard Online's Data Science for Business , may be a fit if you’re looking to explore specific facets of analytics, such as forecasting and machine learning. If you’re interested in hands-on applications of analytical formulas, a course like HBS Online's Business Analytics could be right for you. The key is to understand what skills you hope to gain, then find a course that best fits your needs.

If you’re balancing a full-time job with your analytics education, an online format may be a good choice . It offers the flexibility to engage with course content whenever and wherever is most convenient for you.

An online course may also present the opportunity to network and build relationships with other professionals devoted to strengthening their analytical skills. A community of like-minded learners can prove to be an invaluable resource as you learn and advance your career.

Related: Is An Online Business Analytics Course Worth It?

4. Engage With Data

Once you have a solid understanding of data science concepts and formulas, the next step is to practice. Like any skill, analytical skills improve the more you use them.

Mock datasets—which you can find online or create yourself—present a low-risk option for putting your skills to the test. Import the data into Microsoft Excel, then explore: make mistakes, try that formula you’re unsure of, and ask big questions of your dataset. By testing out different analyses, you can gain confidence in your knowledge.

Once you’re comfortable, engage with your organization’s data. Because these datasets have inherent meaning to your business's financial health, growth, and strategic direction, analyzing them can produce evidence and insights that support your decisions and drive change at your organization.

Investing in Your Data Literacy

As data continues to be one of businesses’ most valuable resources, taking the time and effort to build and bolster your analytical skill set is vital.

“Much more data are going to be available; we’re only seeing the beginning now,” Hammond says in a previous article . “If you don’t use the data, you’re going to fall behind. People that have those capabilities—as well as an understanding of business contexts—are going to be the ones that will add the most value and have the greatest impact.”

Are you interested in furthering your data literacy? Download our Beginner’s Guide to Data & Analytics to learn how you can leverage the power of data for professional and organizational success.

About the Author

• Guide: Problem Solving

Daniel Croft

Daniel Croft is an experienced continuous improvement manager with a Lean Six Sigma Black Belt and a Bachelor's degree in Business Management. With more than ten years of experience applying his skills across various industries, Daniel specializes in optimizing processes and improving efficiency. His approach combines practical experience with a deep understanding of business fundamentals to drive meaningful change.

• Last Updated: January 7, 2024
• Learn Lean Sigma

Problem-solving stands as a fundamental skill, crucial in navigating the complexities of both everyday life and professional environments. Far from merely providing quick fixes, it entails a comprehensive process involving the identification, analysis, and resolution of issues.

This multifaceted approach requires an understanding of the problem’s nature, the exploration of its various components, and the development of effective solutions. At its core, problem-solving serves as a bridge from the current situation to a desired outcome, requiring not only the recognition of an existing gap but also the precise definition and thorough analysis of the problem to find viable solutions.

Table of Contents

What is problem solving.

At its core, problem-solving is about bridging the gap between the current situation and the desired outcome. It starts with recognizing that a discrepancy exists, which requires intervention to correct or improve. The ability to identify a problem is the first step, but it’s equally crucial to define it accurately. A well-defined problem is half-solved, as the saying goes.

Analyzing the problem is the next critical step. This analysis involves breaking down the problem into smaller parts to understand its intricacies. It requires looking at the problem from various angles and considering all relevant factors – be they environmental, social, technical, or economic. This comprehensive analysis aids in developing a deeper understanding of the problem’s root causes, rather than just its symptoms.

Finally, effective problem-solving involves the implementation of the chosen solution and its subsequent evaluation. This stage tests the practicality of the solution and its effectiveness in the real world. It’s a critical phase where theoretical solutions meet practical application.

The Nature of Problems

The nature of the problem significantly influences the approach to solving it. Problems vary greatly in their complexity and structure, and understanding this is crucial for effective problem-solving.

Simple vs. Complex Problems : Simple problems are straightforward, often with clear solutions. They usually have a limited number of variables and predictable outcomes. On the other hand, complex problems are multi-faceted. They involve multiple variables, stakeholders, and potential outcomes, often requiring a more sophisticated analysis and a multi-pronged approach to solving.

Structured vs. Unstructured Problems : Structured problems are well-defined. They follow a specific pattern or set of rules, making their outcomes more predictable. These problems often have established methodologies for solving. For example, mathematical problems usually fall into this category. Unstructured problems, in contrast, are more ambiguous. They lack a clear pattern or set of rules, making their outcomes uncertain. These problems require a more exploratory approach, often involving trial and error, to identify potential solutions.

Understanding the type of problem at hand is essential, as it dictates the approach. For instance, a simple problem might require a straightforward solution, while a complex problem might need a more comprehensive, step-by-step approach. Similarly, structured problems might benefit from established methodologies, whereas unstructured problems might need more innovative and creative problem-solving techniques.

The Problem-Solving Process

The process of problem-solving is a methodical approach that involves several distinct stages. Each stage plays a crucial role in navigating from the initial recognition of a problem to its final resolution. Let’s explore each of these stages in detail.

Step 1: Identifying the Problem

Step 2: Defining the Problem

Once the problem is identified, the next step is to define it clearly and precisely. This is a critical phase because a well-defined problem often suggests its solution. Defining the problem involves breaking it down into smaller, more manageable parts. It also includes understanding the scope and impact of the problem. A clear definition helps in focusing efforts and resources efficiently and serves as a guide to stay on track during the problem-solving process.

Step 3: Analyzing the Problem

Step 4: Generating Solutions

Step 5: Evaluating and Selecting Solutions

After generating a list of possible solutions, the next step is to evaluate each one critically. This evaluation includes considering the feasibility, costs, benefits, and potential impact of each solution. Techniques like cost-benefit analysis, risk assessment, and scenario planning can be useful here. The aim is to select the solution that best addresses the problem in the most efficient and effective way, considering the available resources and constraints.

Step 6: Implementing the Solution

Step 7: Reviewing and Reflecting

The final stage in the problem-solving process is to review the implemented solution and reflect on its effectiveness and the process as a whole. This involves assessing whether the solution met its intended goals and what could have been done differently. Reflection is a critical part of learning and improvement. It helps in understanding what worked well and what didn’t, providing valuable insights for future problem-solving efforts.

Tools and Techniques for Effective Problem Solving

Problem-solving is a multifaceted endeavor that requires a variety of tools and techniques to navigate effectively. Different stages of the problem-solving process can benefit from specific strategies, enhancing the efficiency and effectiveness of the solutions developed. Here’s a detailed look at some key tools and techniques:

Brainstorming

SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats)

Root Cause Analysis

This is a method used to identify the underlying causes of a problem, rather than just addressing its symptoms. One popular technique within root cause analysis is the “ 5 Whys ” method. This involves asking “why” multiple times (traditionally five) until the fundamental cause of the problem is uncovered. This technique encourages deeper thinking and can reveal connections that aren’t immediately obvious. By addressing the root cause, solutions are more likely to be effective and long-lasting.

Mind Mapping

Each of these tools and techniques can be adapted to different types of problems and situations. Effective problem solvers often use a combination of these methods, depending on the nature of the problem and the context in which it exists. By leveraging these tools, one can enhance their ability to dissect complex problems, generate creative solutions, and implement effective strategies to address challenges.

Developing Problem-Solving Skills

Developing problem-solving skills is a dynamic process that hinges on both practice and introspection. Engaging with a diverse array of problems enhances one’s ability to adapt and apply different strategies. This exposure is crucial as it allows individuals to encounter various scenarios, ranging from straightforward to complex, each requiring a unique approach. Collaborating with others in teams is especially beneficial. It broadens one’s perspective, offering insights into different ways of thinking and approaching problems. Such collaboration fosters a deeper understanding of how diverse viewpoints can contribute to more robust solutions.

Reflection is equally important in the development of problem-solving skills. Reflecting on both successes and failures provides valuable lessons. Successes reinforce effective strategies and boost confidence, while failures are rich learning opportunities that highlight areas for improvement. This reflective practice enables one to understand what worked, what didn’t, and why.

Critical thinking is a foundational skill in problem-solving. It involves analyzing information, evaluating different perspectives, and making reasoned judgments. Creativity is another vital component. It pushes the boundaries of conventional thinking and leads to innovative solutions. Effective communication also plays a crucial role, as it ensures that ideas are clearly understood and collaboratively refined.

In conclusion, problem-solving is an indispensable skill set that blends analytical thinking, creativity, and practical implementation. It’s a journey from understanding the problem to applying a solution and learning from the outcome.

Whether dealing with simple or complex issues, or structured or unstructured challenges, the essence of problem-solving lies in a methodical approach and the effective use of various tools and techniques. It’s a skill that is honed over time, through experience, reflection, and the continuous development of critical thinking, creativity, and communication abilities. In mastering problem-solving, one not only addresses immediate issues but also builds a foundation for future challenges, leading to more innovative and effective outcomes.

• Mourtos, N.J., Okamoto, N.D. and Rhee, J., 2004, February. Defining, teaching, and assessing problem solving skills . In  7th UICEE Annual Conference on Engineering Education  (pp. 1-5).
• Foshay, R. and Kirkley, J., 2003. Principles for teaching problem solving.   Technical paper ,  4 (1), pp.1-16.

Q: What are the key steps in the problem-solving process?

A : The problem-solving process involves several key steps: identifying the problem, defining it clearly, analyzing it to understand its root causes, generating a range of potential solutions, evaluating and selecting the most viable solution, implementing the chosen solution, and finally, reviewing and reflecting on the effectiveness of the solution and the process used to arrive at it.

Q: How can brainstorming be effectively used in problem-solving?

A: Brainstorming is effective in the solution generation phase of problem-solving. It involves gathering a group and encouraging the free flow of ideas without immediate criticism. The goal is to produce a large quantity of ideas, fostering creative thinking. This technique helps in uncovering unique and innovative solutions that might not surface in a more structured setting.

Q: What is SWOT Analysis and how does it aid in problem-solving?

A : SWOT Analysis is a strategic planning tool used to evaluate the Strengths, Weaknesses, Opportunities, and Threats involved in a situation. In problem-solving, it aids by providing a clear understanding of the internal and external factors that could impact the problem and potential solutions. This analysis helps in formulating strategies that leverage strengths and opportunities while mitigating weaknesses and threats.

Q: Why is it important to understand the nature of a problem before solving it?

A : Understanding the nature of a problem is crucial as it dictates the approach for solving it. Problems can be simple or complex, structured or unstructured, and each type requires a different strategy. A clear understanding of the problem’s nature helps in applying the appropriate methods and tools for effective resolution.

Q: How does reflection contribute to developing problem-solving skills?

A : Reflection is a critical component in developing problem-solving skills. It involves looking back at the problem-solving process and the implemented solution to assess what worked well and what didn’t. Reflecting on both successes and failures provides valuable insights and lessons, helping to refine and improve problem-solving strategies for future challenges. This reflective practice enhances one’s ability to approach problems more effectively over time.

Daniel Croft is a seasoned continuous improvement manager with a Black Belt in Lean Six Sigma. With over 10 years of real-world application experience across diverse sectors, Daniel has a passion for optimizing processes and fostering a culture of efficiency. He's not just a practitioner but also an avid learner, constantly seeking to expand his knowledge. Outside of his professional life, Daniel has a keen Investing, statistics and knowledge-sharing, which led him to create the website learnleansigma.com, a platform dedicated to Lean Six Sigma and process improvement insights.

Free Lean Six Sigma Templates

Improve your Lean Six Sigma projects with our free templates. They're designed to make implementation and management easier, helping you achieve better results.

Other Guides

• Engineering

The Partner of Choice for Engineers Across the Globe 

SOLUTION TOPICS

Quality engineering, process engineering, chemical engineering, biomedical engineering, electrical engineering, reliability engineering, mechanical engineering, solutions built for engineers.

Minitab provides a multitude of solutions for engineers to aid in problem solving and analytics. Attack problems with brainstorming tools, plan projects and process improvements through visual tools, and then collect data and analyze it, all within the Minitab ecosystem. Our solutions can help you find the answers you need using graphical tools, statistics, and predictive analytics.

For quality professionals, it is crucial to quickly and clearly identify the root cause when customers are experiencing problems with services or products. Minitab is the ideal partner for quality professionals who want to take on additional projects, or lead the development of a formal continuous improvement or operational excellence program.

Watch the webinar to explore a step-by-step project roadmap to effectively investigate, improve, and maintain a process.

Process engineers need to understand their processes. Minitab is the expert in process improvement, with solutions designed to identify areas of improvement, measure processes outcomes, and monitor them. See an example of how Minitab can help with capability statistics that tell you how well your process is meeting the specifications that you have.

Statistics plays a big role in all engineering professions and has become even more important for chemical engineers. Because of the proliferation of inexpensive instrumentation, an engineer working in a modern plant has access to a tremendous amount of data. As a result, chemical engineers are dealing with more, and more complex, data than ever before. Learning data analysis and data science skills will enable you to provide unique and in-depth insights from your data that can create significant value for your organization today.

Applying the principles of biology, medicine, and engineering create life-saving solutions. That’s why Minitab works closely with biomedical engineers to ensure they are creating the safest and highest quality products. Learn how Boston Scientific leveraged Minitab solutions to improve manufacturing and as a result, drove significant savings.

Minitab provides solutions to enable electrical engineers to design, develop, test, and supervise the manufacture of electrical equipment. With different analytical and problem-solving tools, Minitab is the partner of choice for electrical engineers. Learn more about how one electronics maker used one of Minitab’s tools to find better specifications for suppliers and realize significant cost savings.

Imagine your new car breaks down after driving 60 miles. The engine light turns on and your vehicle must now be towed to be serviced. This is not only a warranty issue but also a field problem, due to lack of product reliability. Minitab partners with engineers to both optimize the design of products and ensure reliability to prevent this happening to you.

Mechanical engineers work on a wide range of projects from creating detailed designs to conducting simulations and analyses. Mechanical engineers must not only collaborate with multidisciplinary teams to ensure projects are completed successfully and on schedule, but they also play a key role in troubleshooting and resolving technical issues, conducting research, and improving mechanical systems and devices. Minitab provides mechanical engineers the broadest solutions and resources needed to perform their duties better, faster and easier.

The Partner of Choice for Engineers Around the Globe

When there is a problem, engineers are tasked to solve it. As if that isn’t challenging enough, working without proper tools and solutions makes problem-solving more difficult. To truly be successful, engineers need access to data, solutions to integrate and analyze it, project management skills, and templates to improve the process and ensure continuous improvement.

That’s why Minitab created an ecosystem that tackles problem-solving the way engineers do. Need structured problem-solving tools to brainstorm? Check! Want to standardize forms like FMEAs, PPAP, or House of Quality? We have them! Looking to pull data from different sources to analyze on one platform? You’ve come to the right place!

Whether you’re an engineer in quality or process improvement, or in product development, we understand the day-to-day challenges of properly designing and testing. That’s because we’ve been doing it for over 50 years. We provide solutions to collect, monitor, and measure data with an eye toward improvement. Plus, with our services, training, and education, we can help you do your job better and even expand your skillset. We can help solve your problems, so that you can solve them for your organization.

OUR CUSTOMERS

“Minitab [is] the best tool for quality management. I use Minitab to run time series plots, charts, and control charts, as well as Pareto charts, fish bone charts…all the quality data was presented to upper management using Minitab. I would recommend it without hesitation!”

Jose Luis P. Quality Chief

“I deal with a few projects at a time and Minitab really helps me in understanding the failure points and relations within sub activities of a process. I can do a better root cause analysis to find the origin of a problem and also use the FMEA tool to weigh the severity, occurrence, and detection. I can tell with confidence that we have saved a whole lot of time compared to the hours of discussions and calculations we would have spent if we didn't invest in this software. The efficiency of our team has gone up significantly.”

Rahul V. Senior Development Engineer

“Minitab has made it so easy to analyze [my] data... from creating graphs, statistical analysis, and forming reports, it is the best thing an engineer can ask for. You don't need to be an expert to use it.”

Maria M. Industrial & Manufacturing Engineer

• Trust Center

© 2024 Minitab, LLC. All Rights Reserved.

• Terms of Use
• Privacy Notice
• Cookie Settings

You are now leaving minitab.com.

Click Continue to proceed to:

CEDAC: An In-depth Examination of Cause-and-Effect Diagramming

The concept of Cause-and-Effect Diagram with the Addition of Cards (CEDAC) is integral to rigorous problem-solving analysis. In this blog post, we will embark on a comprehensive foray into the facets of CEDAC, delineating its importance in organizational problem-solving endeavours. Not only has CEDAC transformed the way in which problems are diagnosed and resolved, but it also remains a cornerstone for continuous improvement in various sectors.

Through examining its historical development, understanding its components, and discussing its practical applications, we aim to address the significance of this tool in facilitating effective problem-solving and decision-making. Additionally, this exploration will delve into the future of CEDAC, reflecting on its relevance in today’s ever-evolving industries.

History and Development of CEDAC

The concept's formation and the people behind cedac.

CEDAC's origins trace back to the prolific work of Ryuji Fukuda, a Japanese expert in organizational management. Fukuda conceived CEDAC during his tenure at the Bridgestone Tire Company as a means to augment quality and efficiency.

His brainchild coalesced principles from existing quality management tools with innovative ideas, tailor-made to engage workers in problem-solving activities. Distinguished for its simplicity and efficacy, this system garnered widespread recognition and was embraced by entities across diverse industries.

Major Developmental Milestones

Following its inception, CEDAC underwent various developmental stages, punctuated by milestones that showcased its burgeoning influence. Academic endorsements, coupled with successful case study publications, accelerated its adoption on a global scale. The articulation of CEDAC into structured problem-solving skills training programs further established its status as a pivotal resource for organizational development.

CEDAC's Evolution in Response to Industry Needs

In its evolutionary journey, CEDAC has consistently adapted to accommodate the dynamic requirements of industry. Framework enhancements include digital integration and scalability modifications, ensuring that CEDAC remains a vital asset across various operational scopes. These evolutions, resonant with industry feedback and technological progress, have solidified CEDAC's position in the modern era of management tools.

Understanding the Components of CEDAC

Detailed Explanation of the Cause-and-Effect Diagram: The Cause-and-Effect Diagram, central to CEDAC, functions as an illustrative map that dissects complex problems into comprehensible components. Its importance lies in facilitating the identification of root causes by categorizing potential contributing factors. The benefits, extending from clarity in understanding to targeted action, are numerous. Constructing the diagram incorporates a procedure that calls for collaborative input, hypothesis generation, and iterative refinement.

Overview of the Addition of Cards: A unique aspect of CEDAC is the incorporation of 'cards', which are annotated with observations, ideas, or potential solutions and placed alongside relevant factors on the diagram. These cards encourage an ongoing, interactive discussion and progressively refine the understanding of the problem at hand. The interface between cards and the diagram paves the way for a participatory and dynamic problem-solving session.

Practical Examples of the Addition of Cards: The utilization of cards within CEDAC can be elucidated through real-life examples, where teams compile insights and possible countermeasures on cards, in response to identified problems. This technique has been pivotal in various contexts, such as manufacturing defect reduction and service delivery improvement, showcasing its versatility and effectiveness in enhancing operational outcomes.

The Process and Application of CEDAC

Step-by-Step Guide on Implementing CEDAC: The implementation of CEDAC is a structured process that begins with the articulation of the problem and culminates in the formulation of a plan of action. The sequential steps entail the construction of the Cause-and-Effect Diagram, the addition of cards through collective brainstorming, and the iterative exploration of identified issues until root causes are unambiguously pinpointed.

Description of Scenarios where CEDAC is Most Effective: CEDAC's applicability is wide-ranging, delivering results in scenarios as diverse as cross-functional project management and personal goal setting. Its utility is particularly pronounced in environments rife with complex, multifaceted challenges where traditional linear problem-solving falls short.

Case Studies Highlighting the Successful Use of CEDAC: Case studies serve as compelling endorsements for CEDAC's efficacy. For example, the deployment of CEDAC in a manufacturing context led to a marked reduction in process variations, enhancing product quality and customer satisfaction. Similarly, its application in healthcare resulted in improved diagnostic processes and patient care efficiency.

The Role of CEDAC in Decision Making and Problem-Solving: In the realm of decision-making, CEDAC stands out as a tool that drives empirical analysis and consensus-building. It supports a methodical approach to problem-solving that yields sustainable results and fosters a culture of proactive issue resolution within organizations.

The Advantages of CEDAC

Highlight of the Benefits of the Diagram: CEDAC's array of benefits includes but is not limited to enhanced team collaboration, heightened problem visibility, and augmented analytical acumen within organizations. These advantages converge to foster a comprehensive understanding of challenges and a sturdier foundation for pursuing solutions.

The Value of the Addition of Cards in Problem-Solving: The Addition of Cards within CEDAC further enriches the problem-solving paradigm by integrating diverse perspectives and generating a repository of collective intelligence. This aspect amplifies the inherent value of the diagram by ensuring that the process is inclusive and iterative.

How CEDAC Contributes to Efficiency and Productivity: With its emphasis on identifying and remedying root causes, CEDAC effectuates a reduction in recurrence of issues, thereby contributing to organizational efficiency and productivity. This proactive approach to problem identification and resolution ensures that systemic improvements are implemented, leading to long-term gains.

Common Challenges and Critics of CEDAC

Review of Potential Obstacles when Implementing CEDAC: Despite its proven effectiveness, CEDAC's implementation can encounter obstacles such as resistance to change, inadequate training, and a shortfall in management support. These challenges can impair the successful integration of the tool into an organization's problem-solving culture.

Discussion on Criticism and Controversy Related to CEDAC: Critics of CEDAC often point to its perceived complexity and the risk of becoming too engrossed in the process at the expense of action. Moreover, there is scrutiny over its applicability in environments that are highly unpredictable or less structured. Addressing these criticisms requires a nuanced understanding of CEDAC's intent and limitations.

Strategies to Overcome These Challenges: Organizations can overcome these challenges by committing to comprehensive online certificate course offerings, fostering a supportive culture for continuous improvement, and ensuring leadership is actively involved in promoting CEDAC principles. Adaptations to tailor CEDAC to specific organizational contexts can further enhance its adoption and utility.

Future Trends and Developments of CEDAC

Predicated Changes and Growth in CEDAC’s Stature: The future trajectory of CEDAC likely entails augmentation with advanced analytical tools, such as data mining and AI-driven predictive analytics. These technological advancements are poised to expand the depth and acuteness of CEDAC's problem-solving capabilities.

Influence of Technology on the Future of CEDAC: Technology's influence manifests through the digitization of diagrams and the integration of real-time data capturing, both of which are projected to elevate CEDAC's proficiency. As organizations strive to become more data-driven, CEDAC's fusion with technological aids underpins a synergistic evolution.

How Industries Should Prepare for These Trends: In preparation for these imminent developments, industries are encouraged to invest in workforce training, remain abreast of technological advancements, and adapt internal processes to accommodate more sophisticated iterations of CEDAC. Continuous learning and adaptability will be paramount in leveraging these emerging trends.

What are the core principles underlying the concept of Cause-and-Effect Diagramming within the framework of CEDAC?

Understanding cedac's core principles, the essence of cause-and-effect.

CEDAC stands for Cause-and-Effect Diagram with the Addition of Cards . This method enhances problem-solving and communication within organizations. It builds upon the Ishikawa or fishbone diagram, but introduces an iterative process that incorporates the use of cards to capture suggestions and solutions.

Simplicity Drives Clarity

At its core, CEDAC champions simplicity. Short sentences on cards prevent complexity. They make the information digestible. People from all levels can participate and understand. This inclusive design fosters a culture of clarity.

Visual Nature of Understanding

Humans process visuals quickly. CEDAC leverages this through diagramming. Visual representation breaks down complex issues. It turns abstract concepts into tangible problems.

Continual Improvement Process

Improvement never stops in CEDAC. The approach values incremental changes. Small, manageable adjustments lead to significant improvements. The process encourages frequent reassessments and updates.

Collaborative Synergy

CEDAC thrives on collaboration. Multiple perspectives converge on the diagram. Team members contribute insights and potential solutions. This diversity strengthens problem-solving.

Empowerment through Ownership

Employees take ownership in CEDAC. They suggest, they decide. This empowerment fosters a deeper commitment to solutions. It also accelerates the implementation process.

Data-Driven Decisions

Hypotheses require evidence in CEDAC. Cards must have data to back claims. Guesswork has no place. This principle ensures interventions are grounded in reality.

Focused Problem-Solving

CEDAC emphasizes specific problems. Broad issues become tractable challenges. Focusing prevents overwhelming participants. It makes the action manageable and achievable.

Flexibility and Adaptability

While structured, CEDAC remains flexible. It adapts to different situations and problems. This adaptability makes it widely applicable. It can fit any organizational need.

In summary, CEDAC is a powerful tool that unites teams around shared problems, emphasizes continual learning, and promotes an empirical approach to organizational development. Understanding and applying these core principles enhances any problem-solving endeavor, ensuring that efforts are not only targeted and effective but also inclusive and adaptable.

How does CEDAC facilitate a systematic understanding of complex problems by leveraging Cause-and-Effect Diagramming?

Understanding cedac.

Cause-and-Effect Diagram with the Addition of Cards (CEDAC) stands as a potent tool. It enables thorough comprehension of intricate problems. CEDAC extends beyond traditional cause-and-effect diagrams. It incorporates real-time data collection and idea generation. This drives a more dynamic problem-solving approach.

The Process

CEDAC fosters a structured, visual method. First, it identifies a specific problem or goal. Teams then brainstorm potential causes. They use cards to document these causes. The visual aspect of CEDAC creates an easy-to-understand layout. It aids in revealing the problem's roots systematically.

Engaging Teams

Teams actively contribute through card additions. They place cards on a diagram shaped like a fishbone. The diagram shows cause categories typically impacted by problems. These may include materials , methods , machines , and manpower . Thus, teams understand how various factors interrelate.

Dynamic Interaction

CEDAC stands out due to its iterative nature. It calls for frequent reviews and updates. Teams reassess cards as new information emerges. They relocate or remove cards to reflect deeper understanding. This keeps the problem-solving process agile and responsive.

Visual Clarity

The visual layout aids in pattern recognition. It aids in pinpointing frequent or significant causes. Teams can thus identify which causes warrant deeper investigation. They can prioritize actions efficiently.

Continuous Improvement

Another key feature of CEDAC is fostering continuous improvement. It nurtures a culture of ongoing inquiry and learning. Teams value each card as a piece of collective knowledge. Thus, learning accumulates over time through this systematic approach.

Real-time Solution Building

CEDAC bridges the gap between problem identification and resolution. It does this by combining analysis with active solution seeking. Teams propose solutions on new cards. They attach these to corresponding causes on the diagram. This ensures direct linkage between problems and solutions.

In conclusion, CEDAC offers a collaborative, visual, and iterative platform. It systematically dissects complex problems. Teams can thus explore and understand problems deeply. They can also align on effective solutions. This reinforces a culture of shared responsibility in problem-solving. It encourages engagement, clarity, and continuous improvement.

Can you provide practical illustrations where the application of Cause-and-Effect Diagramming within CEDAC led to significant improvement in problem-solving processes?

Understanding cause-and-effect diagrams in cedac.

Cause-and-Effect Diagramming plays a pivotal role in CEDAC. CEDAC stands for Cause-and-Effect Diagram with the Addition of Cards. It extends upon the basic Fishbone or Ishikawa diagram. The tool facilitates deeper problem analysis and encourages team collaboration. We explore practical examples of its effectiveness.

Real-Life Application in Manufacturing

A car manufacturer faced a high defect rate . The problem was complex and persistent. Managers summoned a cross-functional team. Members included engineers, line workers, and quality control staff . They employed CEDAC to address the issue.

The team sketched a basic fishbone diagram. They used cards to propose potential causes. Each card noted one idea for a cause of defects. They placed these cards along the diagram's "bones". The structured approach helped categorize the ideas. Categories included equipment, human error, and material quality.

Regular meetings ensued. Team members reviewed the diagram. They moved cards as their understanding improved. Over time, clear patterns emerged. Specific pieces of equipment caused the majority of issues. The team focused on these machines. They developed targeted maintenance plans. They also retrained operators. The defect rate dropped significantly.

Improving Healthcare Delivery

A hospital sought to reduce patient wait times . The emergency department consistently struggled with delays. Leaders formed a multidisciplinary team. It included doctors, nurses, and administrative staff. Cause-and-Effect Diagramming became the team's tool of choice.

The group constructed a CEDAC-based fishbone diagram. They identified several main categories. Staffing, processes, and patient flow were among them. Cards documented possible causes under each category. New ideas emerged. Discussions deepened the team's collective understanding.

The collaboration led to revelations. Ineffective scheduling was a major bottleneck. It caused cascading delays. Targeted interventions were developed. Hospital staff adjusted schedules. They also implemented a new triage system. Wait times decreased. Patient satisfaction saw measurable improvements.

Enhancing Customer Service in Retail

A retail chain had customer service complaints . Long checkout lines were a common grievance. The company convened a task force. Participants cut across various departments. Store layouts, staffing, and checkout processes faced scrutiny.

A CEDAC diagram guided the investigation. Teams listed possible causes on cards. Technology, staff training, and store policies were key focus areas. The cards enabled easy modifications to the diagram. They fostered a dynamic discussion process.

The analysis pointed to outdated point-of-sale systems. These systems slowed down transactions. Subsequently, the company upgraded its technology. Training programs were revised. Staff learned to assist customers more effectively. Checkout lines moved faster. Customer service scores improved. The bottom line saw a positive impact.

Cause-and-Effect Diagramming within CEDAC offers a structured, visual approach. It promotes team engagement. It helps distill complex problems into manageable parts. These real-world examples validate its effectiveness. Moreover, they showcase the versatility of CEDAC across various industries. It proves invaluable in enhancing problem-solving processes.

He is a content producer who specializes in blog content. He has a master's degree in business administration and he lives in the Netherlands.

Decision Tree: A Strategic Approach for Effective Decision Making

Quality Tools: Essential Techniques for Effective Decision-Making

Risk Assessment: A Vital Tool in Managing Corporate Decisions

Plato: A Beacon of Influence Through Desire, Emotion, & Knowledge

• Aerospace & Defense
• Financial Services
• Life Sciences
• Resource Library
• Newsletters
• Leadership Training Open Sessions

PDCA Problem Solving

Description.

Plan-do-check-act (PDCA) provides a structured, team-based approach to problem solving. The four-step methodology enables the root causes of problems to be identified and addressed quickly and accurately. This course enables learners to become more effective at problem solving by equipping them with a range of tools applicable to many problem-solving situations and which enable efficient root cause analysis.

• Managed Learning Services
• Learning Content Design & Development
• AI Readiness, Integration & Support
• Leadership & DEI Training
• Technical Training
• Off-the-Shelf Training
• Technologies
• Our Innovation Approach
• Corporate Responsibility
• Diversity & Inclusion
• Learning Advisory Board
• Worldwide Locations
• Training Courses
• Privacy Policy
• Legal Information
• Accessibility
• Supplier Code of Conduct
• Carbon Reduction Plan

Home > Blog > Top 10 Data Analysis Tools and Software for Big Data Analytics

Top 10 Data Analysis Tools and Software for Big Data Analytics

Business leaders need more value from their data when facing high customer expectations, new competition, and an uncertain economy. Luckily, big data analytics tools can help everyone in your company gain valuable insights from all the data you collect. Research by McKinsey shows that data-driven companies grow faster and see a 15-20% profit increase. With many data analysis tools available, finding the right one for your business can be challenging. Here’s a guide to help you choose.

What are Data Analysis Tools?

Data analysis tools are software that help make sense of big amounts of data. They can be simple, like Microsoft Excel, or more advanced like SAS, SPSS, and Python libraries like Pandas and NumPy.

These tools let you work with data, do statistical analyses, make predictions, and show your results in easy-to-understand charts and graphs. Moreover, they're necessary in many areas like business, finance, healthcare, and research. As a result, it helps people find trends and improve how things work.

What are the Seven Stages of Data Analysis?

Step 1: Understand the problem  

The first step is understanding the problem you're dealing with, often called the 'problem statement'. In short, you can get clear on what you're looking for and understand the prominent business issue. You need a clear question and the proper data to start the analysis process.  

Start by finding the purpose or intent of the question. Once you understand the problem, develop hypotheses on how to solve it. Use metrics to test your ideas.

Having a clear business objective is fundamental. It saves time, and resources, and helps avoid data problems later on.  

Step 2: Analyze data needs  

Once you know what you're looking for, find what data you need.

This involves:  

• Understanding the business context
• Talking to stakeholders
• Figuring out what data is needed
• Mapping where data will come from

Step 3: Understand and collect data  

Gather the data you need. Be careful as missing data can cause issues later. Understanding your data puts you in control and prepares it for analysis.  

Step 4: Prepare data  

Transform your data into a usable format. However, it includes correcting errors, verifying quality, and combining datasets.

This is the longest step and involves:  

• Structuring data properly
• Cleaning it up

Step 5: Visualize data  

Represent your data visually using charts, tables, or maps. As a result, it helps find patterns and insights.  

Step 6: Analyze data  

Dig into your data to find the answers you need. Look for patterns and trends to answer your initial question.  

Step 7: Deploy  

Put your analysis into action for future data sets. Moreover, it helps stay prepared for future business analysis.

Factors Should Consider While Choosing Data Analysis Tools

Here, we will aid you in choosing the right Big data analytics software. Follow and understand each of them.  

• Handles Large Volumes of Data

Your big data tool must manage massive amounts of data. It should scale up for future needs and process data in real-time. It must also connect with various databases and cloud platforms to analyze stored data and find hidden opportunities.  

• Supports Interactive Data Visualization

Spreadsheets take a lot of work to read. Your tool should turn complex data into simple visual formats. Look for a user-friendly interface that lets you customize dashboards and create interactive visuals, making data easy to understand for everyone.  

• Features Innovative AI Capabilities

Modern tools use AI to provide deeper insights. They can answer questions in natural language and give instant, practical answers. For example, tools like ThoughtSpot help business users ask questions and get immediate visual insights. As a result, it speeds up decision-making.  

• Has Real-World Use Cases

To know if a tool works well, look at customer reviews and case studies. These show how the tool performs in real business situations. Testing the tool through demos helps you understand its features and effectiveness.  

• Delivers Self-Service Analytics

The tool should allow everyone in your company to access and analyze data. This way, any team member can find the insights they need, create reports, and monitor performance, leading to better, data-driven decisions without relying on just a few experts.

Top 10 Tools For Data Analysis

Many data analytics tools are available today, but choosing the right one depends on your business needs, goals, and the variety of data you handle. Here are the top 10 analytics tools in big data to help steer your business in the right direction.

1. APACHE Hadoop

Apache Hadoop is a free platform written in Java, used to handle and analyze large amounts of data. It works the workload across multiple computers in a cluster. As a result, it makes data processing faster. Hadoop can handle organized and unorganized data and is compatible with various operating systems. It's widely used by big tech companies like Amazon and Microsoft for analyzing big data sets, making it one of the top choices.

Features:  

• Enough storage: Unrestricted to use and provides efficient storage for businesses.
• Accessibility: Allows fast access through HDFS (Hadoop Distributed File System)
• Integration: Flexible and integrates easily with MySQL and JSON.
• Scalability: Highly scalable, capable of handling large data volumes in smaller parts.
• Compatibility: Works on simple hardware setups like JBOD (Just a Bunch of Disks)

2. Cassandra

Apache Cassandra is a free NoSQL database that can handle massive amounts of data across multiple servers. It's a top choice for data analysis because it's highly scalable and reliable, ensuring fast performance. Moreover, tech companies use it for its ability to handle thousands of operations per second and manage massive data volumes without downtime. Facebook introduced Cassandra in 2008, and since then, it's gained popularity for its impressive capabilities in managing big data.

• Supports all types of data: structured, unstructured, and semi-structured, allowing users to adjust as needed.
• Easy data distribution: It replicates data across multiple data centers for efficient distribution to its users.
• Fast processing: Designed to work on simple hardware while offering quick storage and data processing.
• Fault-tolerance: Automatically replaces failed nodes without delay, ensuring continuous operation.

Qubole is one of the free big data analysis tools that are prominent for gathering and analyzing data through machine learning and ad-hoc analysis. It manages data lakes, making the whole process faster and easier. In addition, Qubole can work across different cloud services like AWS, Azure, and Google Cloud, and it even helps cut cloud computing costs by half.

• ETL support: Helps companies combine data from various sources into a centralized location.
• Real-time insights: Monitors systems for instant insights into operations.
• Predictive analysis: Provides tools for predictive analysis, aiding in strategic decision-making.
• Advanced security: Utilizes robust security measures to protect data in the cloud and prevent breaches, including encryption against potential threats.

APACHE Spark is a powerful tool for handling large-scale data tasks. It works across multiple computers, making data processing efficient. Moreover, data analysts use it for its user-friendly APIs that simplify data extraction. In addition, spark can handle massive amounts of data, even breaking records in processing speed. As a result, it is why major tech companies are adopting Spark, especially for tasks like machine learning and artificial intelligence.

• User-friendly: Spark supports different programming languages like JAVA and Python.
• Real-time capabilities: It can process data in real-time using Spark Streaming.
• Flexible deployment: Spark can run on multiple platforms like Mesos, Kubernetes, or the cloud.

Xplenty is a common data analysis tools that simplifies building data pipelines with minimal coding. It's great for sales, marketing, and support tasks, offering solutions through an interactive interface for ETL (Extract, Transform, Load) and ELT (Extract, Load, Transform) processes. Apart from that, Xplenty has low investment needs in phrases of hardware and software. Plus, it provides support through various channels like email, chat, phone calls, and virtual meetings. Xplenty operates in the cloud. As a result, it makes it easy to process and organize data for analytics objectives.

• Rest API Power: With Rest API, users have great flexibility to perform various tasks.
• Versatile Data Handling: Data can effortlessly move between databases, data warehouses, and Salesforce.
• Robust Data Security: Xplenty ensures data security with SSL/TSL encryption and verifies algorithms and certificates.
• Deployment Options: Xplenty provides integration apps for both cloud and in-house systems, supporting seamless deployment of apps across the cloud.

6. Apache Storm

Storm is a powerful tool for data analysis, especially in small companies. Apart from that, Storm great is that it doesn't require programming in a specific language; it can work with any language. It's designed to handle large amounts of data with fault tolerance and scalability. Additionally, Storm is at the top because of its distributed system for processing big data in real-time data processing. That's why many big tech companies like Twitter, Zendesk, and NaviSite use APACHE Storm in their systems.

• Reliable Data Processing: Storm continues processing data even if a node disconnects.
• Scalability: It maintains performance even with increased loads.
• Speedy Performance: APACHE Storm is incredibly fast, handling up to 1 million messages of 100 bytes on a single node.

7. Mongo DB

MongoDB, which gained popularity in 2010, free data analysis tools, an open-source, NoSQL database that stores large volumes of data. Moreover, it uses collections and documents for storage, with documents made up of key-value pairs. In addition, Developers use MongoDB because it supports multiple programming languages like Python , JavaScript, and Ruby.

• Written in C++: MongoDB is a schema-less database that can store various types of documents.
• Simplifies Storage: MongoDB allows easy file storage without disrupting the stack.
• Master-Slave Replication: It can read and write data from the master and supports backups.

Today, SAS is a top tool for statistical modeling, used by data analysts. With SAS, data scientists can mine, manage, extract, or update data from various sources. SAS, short for Statistical Analytical System, lets users access data in any format, like SAS tables or Excel sheets. Moreover, it offers a cloud platform for business analytics called SAS Viya. To enhance AI and ML capabilities, SAS has introduced new tools and products.

• Easy Programming: SAS has a simple syntax and extensive libraries, making it great for non-programmers.
• Supports Many Formats: It works with many programming languages, including SQL, and can read data in any format.
• Strong Security: SAS offers end-to-end encryption with a feature called SAS/SECURE.

9. Rapid Miner

RapidMiner is a fully automated visual data analysis software, and it doesn’t require any coding. It's popular in industries like ed-tech, training, and research. While it's open-source, it has limits of 10,000 data rows and one logical processor. With RapidMiner, you can easily deploy machine learning models to the web or mobile, as long as the user interface is ready to collect real-time data.

• File Access: RapidMiner lets users access over 40 types of files (like SAS, and ARFF) via URL.
• Cloud Storage: Users can connect to cloud storage services like AWS and Dropbox.
• Data Validation: RapidMiner allows a visual display of multiple results in history for better evaluation.

10. Data Pine

Datapine is a business intelligence (BI) tool founded in 2012 in Berlin, Germany. It's popular in many countries and is mainly used by small to medium-sized companies for data extraction and monitoring. With its user-friendly interface, anyone can check data as needed. Moreover, Datapine offers four pricing plans, starting at $249 per month. In addition, it also provides dashboards by function, industry, and platform.

• Automation: Datapine includes AI assistants and BI tools to reduce manual tasks.
• Predictive Tool: Datapine uses historical and current data to forecast future outcomes.
• Add-ons: It also features intuitive widgets, visual analytics, discovery tools, and ad hoc reporting.

Choosing the right data analysis tools depends on your needs, the amount of data you have, and the insights you want. Whether you need real-time data processing, complex statistical analysis, or interactive dashboards, the tools listed above provide many features to help you use big data effectively.

Frequently Asked Questions

Q1. what are the four types of data analysis.

Ans. In data analytics and data science, there are four main types of data analysis: Descriptive: What happened? Diagnostic: Why did it happen? Predictive: What will happen? Prescriptive: What should we do about it?

Q2. What are the five methods of Analysing data?

Ans. Descriptive analysis looks at what's already happened. Diagnostic analysis helps understand why it happened. Predictive analysis predicts future trends based on past data. Prescriptive analysis offers recommendations for what to do next. Regression analysis is a powerful way to figure out how different things are related to each other.

About the Author

UpskillCampus provides career assistance facilities not only with their courses but with their applications from Salary builder to Career assistance, they also help School students with what an individual needs to opt for a better career.

Recommended for you

Top 20 Data Science Tools List...

Enhance your data science capabilities with the top 20 tools for 2025. Choose the right to...

• By Ankit Roy

Explore the Major Difference B...

Curious about the variances between data science and computer science? This detailed compa...

• By Priyanka Yadav

Top Difference Between Data Sc...

Data science and machine learning are often used interchangeably, but they are distinct fi...

Leave a comment

Fill This Enquiry Form

More From Forbes

Can Generative AI Solve The Data Overwhelm Problem?

• Share to Facebook
• Share to Twitter
• Share to Linkedin

Data is arguably the most valuable asset for today’s businesses. This means it’s vital that people across the organization are able to work with data and extract insights – insights that (hopefully) lead to better, more informed decisions across the organization.

But all that’s easier said than done. Because, rather than being empowered by data, many people find themselves intimidated (or even paralyzed) by it.

How Bad Is The Data Overwhelm Problem?

In a world that’s full of data – where everything we do generates data – the sheer volume of data that’s available to the average business can become overwhelming. This phenomenon is described by software leaders Oracle as the “ Decision Dilemma ." You could also call it "decision paralysis" or "data anxiety." Whatever you call it, the basic gist is that more data causes anxiety and lack of action instead of better decisions.

For its Decision Dilemma report, Oracle surveyed more than 14,000 employees and business leaders across 17 countries, and the results were eye-opening:

· 83 percent agreed that access to data is essential for helping businesses make decisions, BUT…

· 86 percent said that data makes them feel less confident and

· 72 percent said that data has stopped them from being able to make a decision.

This Is Your Last Chance To Shop These 114 Best Memorial Day Sales

Apple brings back iphone 14 pro for first time at lower price refurbished, janet yellen issues serious $34 trillion warning as bitcoin predicted to surge to $1 million price.

At the same time, three-quarters of business leaders say the daily volume of decisions they need to make has increased tenfold over the last three years. More decisions to make, but less confidence in making them despite masses of data at our fingertips? This is a potential crisis for business leaders.

Could generative AI help to solve this crisis? Judging by generative AI’s ability to make sense of data and extract useful information – and the fact that generative AI capabilities are already being built into analytics tools – the answer appears to be yes.

What Can Generative AI Do?

How exactly can generative AI be used to interpret data? Use cases include:

· Driving faster and better decision making through better insights: Through real-time tracking of data, decision makers can gain a better grasp of what’s happening across the business and be presented with actionable insights. And this can be achieved through natural language prompts, such as “What are our top three customer behavior trends this month?”

· Acting as a decision-making co-pilot: Thanks to generative AI’s conversational abilities, these tools can function as virtual advisors – a sounding board to help discuss and generate ideas.

· Generating summaries of data: Generative AI can sift through vast quantities of data and create executive summaries that pull out the key points, along with best-practice recommendations.

· Visualizing data: Generative AI can generate analytics reports in an easy-to-digest format – presenting insights from the data not just as text narratives but also in a visual format (graphs, charts, etc.).

· Automating data analytics: Generative AI can potentially automate the data analysis process and provide automatic notifications for, well, anything you want. Spikes in sales, trending website activity, a drop in factory machine performance, increased sick leave, you name it…

· Harnessing predictive capabilities: As well as understanding what’s going on in the business right now , generative AI can help decision makers pre-empt what might be coming down the line.

· Using synthetic data to test ideas and scenarios: By creating large amounts of synthetic data that mimic real-world data, leaders can model scenarios that may be difficult to model with real-world data (for example, because an event is a rare, but impactful occurrence, or because gathering that much data would be difficult and expensive).

· Preparing data: Generative AI can also be used to take care of data preparation tasks such as tagging, classification, segmentation, and anonymization.

· Helping to clean up data for better analysis results: Because generative AI is so good at spotting patterns, it can be used to detect anomalies and inconsistencies in your data – things that could potentially skew results.

Another advantage is that generative AI can, in theory, work with all sorts of messy, unstructured data, including photos and video data, customer feedback comments, and social media posts – meaning, it isn’t just limited to neatly structured data in databases.

Best of all, these incredible capabilities make data much more actionable for decision-makers across the organization – regardless of their data expertise . So, you don't need to be a data expert to harness data in your everyday work. Decision paralysis, begone!

Look Out For Generative AI-Powered Tools

Providers of analytics software and platforms are beginning to build generative AI functions into their tools to enable more intelligent data analytics. For example, tools such as Microsoft Power BI, Teradata VantageCloud, Tableau AI, and Qlik Cloud now incorporate generative AI capabilities. This generally allows for natural language querying of data, easy summaries, tailored reports, and more.

What we’re seeing, then, is a democratization of generative AI and data. This will help to level the playing field between large corporations and smaller enterprises because you no longer need an army of data scientists to gain a competitive advantage.

We urgently need people to become more confident and competent at working with data. I believe generative AI will help to achieve this vision and solve the data overwhelm problem – by giving anyone the ability to analyze vast amounts of data in a more intuitive way. In other words, all you need to do is ask the right questions!

Read more about generative AI and its impact in my new book, Generative AI in Practice, 100+ Amazing Ways Generative Artificial Intelligence Is Changing Business And Society.

• Editorial Standards
• Reprints & Permissions

Join The Conversation

One Community. Many Voices. Create a free account to share your thoughts. 

Forbes Community Guidelines

Our community is about connecting people through open and thoughtful conversations. We want our readers to share their views and exchange ideas and facts in a safe space.

In order to do so, please follow the posting rules in our site's  Terms of Service.   We've summarized some of those key rules below. Simply put, keep it civil.

Your post will be rejected if we notice that it seems to contain:

• False or intentionally out-of-context or misleading information
• Insults, profanity, incoherent, obscene or inflammatory language or threats of any kind
• Attacks on the identity of other commenters or the article's author
• Content that otherwise violates our site's  terms.

User accounts will be blocked if we notice or believe that users are engaged in:

• Continuous attempts to re-post comments that have been previously moderated/rejected
• Racist, sexist, homophobic or other discriminatory comments
• Attempts or tactics that put the site security at risk
• Actions that otherwise violate our site's  terms.

So, how can you be a power user?

• Stay on topic and share your insights
• Feel free to be clear and thoughtful to get your point across
• ‘Like’ or ‘Dislike’ to show your point of view.
• Protect your community.
• Use the report tool to alert us when someone breaks the rules.

Thanks for reading our community guidelines. Please read the full list of posting rules found in our site's  Terms of Service.

Analytical Solutions of the Schrödinger Equation with Generalized Hyperbolic Cotangent Potential for Arbitrary States Using New Quantization Rule

• Published: 27 May 2024

Cite this article

• P. Rajesh Kumar 1 &
• K. P. Nair 1  

The quantum system behaviour in the presence of a potential is best described by the Schrödinger equation. Maturation of analytical methods in solving the Schrödinger equation for various potentials provides a theorist with powerful tools for better understanding the behaviour of quantum systems. With this objective in mind, this paper introduces a novel potential, called the generalized hyperbolic cotangent potential. This potential is interesting because it encompasses a few exponential-type potentials. A quantum system interacting with such a potential, therefore, warrants careful study. The paper presents analytical solutions to the bound state problem of the generalized hyperbolic cotangent potential for arbitrary l states using a newly established quantization rule. Towards this end, the analytical formula is derived for the energy eigenvalue and respective eigenstate. Special cases of the analytical formula of the energy spectrum are discussed for the generalized hyperbolic cotangent potential.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Price includes VAT (Russian Federation)

Instant access to the full article PDF.

Rent this article via DeepDyve

Institutional subscriptions

O. Bayrak, G. Kocak, and I. Boztosun, J. Phys. A. Math. Gen., 39 , (2006).

G. Junker, Supersymmetric Methods in Quantum and Statistical Physics, Verlag: Springer (1998).

Google Scholar  

S. H. Dong, Factorization Method in Quantum Mechanics, Springer, Amsterdam (2007).

Book   Google Scholar  

A. F. Nikiforov and V. B. Uvarov, Special Functions of Mathematical Physics, Birkhäuser, Basel (1988).

C. Tezcan and R. Sever, Int. J. Theor. Phys., 48 , 337 (2009).

Article   Google Scholar  

A. N. Ikot, U. S. Okorie, P. O. Amadi, C. O. Edet, G. J. Rampho, and R. Sever, Few-Bod. Syst., 62 , (2021).

P. R. Kumar and S. H. Dong, Phys. Lett. A, 417 , 127700 (2021).

M. M. Hammad, M. M. Yahia, and D. Bonatsos, Nucl. Phys. A, 1030 , 122576 (2023).

S. A. Ekong, U. S. Okorie, A. N. Ikot, I. B. Okon, L. F. Obagboye, H. Y. Abdullah, R. Sever, and K. W. Qadir, Eur. Phys. J. Plus, 138 , 364 (2023).

J. T. Cole, K. G. Makris, Z. H. Musslimani, D. N. Christodoulides, and S. Rotter, Phys. Rev., 93 , 013803 (2016).

O. E. Núñez, J. Socorro, and R. Hernández-Jiménez, Astrophys. Space Sci., 364 , 1 (2019).

Article   MathSciNet   Google Scholar  

H. I. Ahmadov, E. A. Dadashov, N. S. Huseynova, and V. H. Badalov, Eur. Phys. J. Plus, 136 , 244 (2021).

G.A. Bayramova , Russ. Phys. J., 64 , 1758 (2022).

G.A. Bayramova , Russ. Phys. J., 65 , 7 (2022).

C. L. Pekeris, Phys. Rev., 45 , 98 (1934).

Article   ADS   Google Scholar  

W. Lucha and F. F. Schöberl, Int. J. Mod. Phy. C, 10 , 607 (1999).

Download references

Author information

Authors and affiliations.

Center for Teaching and Learning Management at Open University Malaysia, Petaling Jaya, Malaysia

P. Rajesh Kumar & K. P. Nair

You can also search for this author in PubMed   Google Scholar

Corresponding author

Correspondence to P. Rajesh Kumar .

Rights and permissions

Springer Nature or its licensor (e.g. a society or other partner) holds exclusive rights to this article under a publishing agreement with the author(s) or other rightsholder(s); author self-archiving of the accepted manuscript version of this article is solely governed by the terms of such publishing agreement and applicable law.

Reprints and permissions

About this article

Kumar, P.R., Nair, K.P. Analytical Solutions of the Schrödinger Equation with Generalized Hyperbolic Cotangent Potential for Arbitrary States Using New Quantization Rule. Russ Phys J (2024). https://doi.org/10.1007/s11182-024-03188-z

Download citation

Received : 01 February 2024

Published : 27 May 2024

DOI : https://doi.org/10.1007/s11182-024-03188-z

Share this article

Anyone you share the following link with will be able to read this content:

Sorry, a shareable link is not currently available for this article.

Provided by the Springer Nature SharedIt content-sharing initiative

• bound state problem
• Schrödinger equation
• generalized hyperbolic cotangent potential
• quantization method
• eigen energy formula
• Find a journal
• Publish with us
• Track your research