Determine Solutions |
Most of the work takes place in the outline and in the analysis step when the Cause Map is being constructed. Since the Cause Map has been built causally from the goals, any cause on the chart contains potential solutions to prevent recurrence of the problem that was outlined. This is typically surprising to people that use this approach for the first time. Sometimes people think they need a solution for every cause on the map. We only have to control one cause and it will move us in the direction of preventing the incident we outlined from occurring again. The simple fire triangle is an excellent example of this point. The fire triangle teaches us that to have a fire it takes heat, fuel and oxygen (see Figure 2.). To put out a fire, the same logic applies; we must remove one of the three causes. If any one of the causes of a fire – heat, fuel or oxygen, is removed – the fire cannot be sustained.
A Cause Map of the Fire Triangle
By removing anyone of those causes we can prevent a fire. But we also know that for every effect there are causes and that there are additional causes for the heat being there. If anyone of those causes is removed it will prevent the heat, which also prevents the fire from occurring. The possibilities for solutions grow as more causes are identified. The limit is only our own imagination. Of the possible solutions that we consider only those that move us toward the organizations overall goals will be effective. We’re looking for simple, effective solutions that aren’t necessarily expensive. Occasionally our solutions may have to be complex and expensive – it depends on the problem. Just because we have a complex Cause Map, however, doesn’t necessarily mean we have to have complex solutions. Once the Cause Map has been developed it is the platform from which we work to brainstorm possible solutions (ref. 4). Effective solutions will be dictated by the overall goals and what we’re able to affect – our circle of influence and circle of control (ref. 5). This is where the dimensions of risks, costs, window, schedule etc. are considered. The overall goals are a consistent message throughout this Cause Mapping process. The solutions step allows organizations to tap into the resourcefulness of the employees. There is great ingenuity and spark within our employees if there is a vehicle to draw it out. Punishment and blame don’t instill trust an inspire excellence (refs. 2, 5). The “I’m the boss, you’re the worker, do what I say” mentality is one of the best ways to kill creativity and lose the good ideas of the people working within an organization.
There is still action that must occur once the best solutions are selected. There needs to be an implementation plan, the verification that the solutions were in fact effective within the context of the goals and the documentation of the incident. To summarize, the solutions step has three parts: listing the possible solutions for each cause, evaluating to select the best solutions and implementing the best solutions with a specific action plan.
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