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Definition
Cause analysis is one of the three fundamental processes of
human performance technology. This analysis can be part of or follow after
performance analysis. The larger performance improvement project may have been
initiated to address a current performance issue. However, cause analysis may
determine the root cause of past and future discrepancies as well (Rothwell,
2007).
Using the Right Combination of Tools and Techniques
Multiple tools and techniques can help you get to the root cause of problem.
Cause analysis gives the answer to the question: “Why?”
Appropriately, the Five Why’s are one of the methods that can be used in cause
analysis. This technique involves repeated questioning why an issue of concern
is happening or has happened. The technique does not limit the user to five
iterations, but it does suggest that five is enough to trace the chain of causality
from the more surface answers to the root.
Brainstorming generates possible answers, solutions, or, in the case of cause analysis, causes. Unlike the Five Why’s that drill down to the root, brainstorming casts a wide net. All possible causes are recorded, initially without examination of the relative merits or costs. Brainstorming should be paired with other methods to narrow the list down.
Ishikawa or fishbone diagrams allow you visualize your cause analysis(George, 2005). Both brainstorming and the Five Why’s can be
paired with Ishikawa diagrams to examine which are the causes that the
interventions will target in that part of the performance improvement project.
For example, diagramming the causes suggested in a brainstorming session could
assist determining which has the most effect.
Like the Five Why’s and the Ishikawa diagram, Pareto diagrams establish top priorities and identify both profitable and unprofitable targets. Because most of the cost or impact of a performance problem can be linked to only a few causes, the frequency or cost shown in a bar graph makes it easy to see the outstanding issues.
Advantages\Disadvantages
The primary use of cause analysis is to inform the choice and implementation of solutions. Cause analysis is needed to move past the presenting problems. Without this step in the process, the project may find it has only addressed symptoms or visible manifesting problems. Conducting a cause analysis can also be key in making the case with stakeholders affected by the change to build support and understanding for the solutions.
References
Dick, W.,
& Carey, L. (2015). The systematic design of instruction. ). Upper
Saddle River, N.J.: Pearson.
George, M.L., Rowlands, D., Price, M. & Maxey, J. (2005) The Lean Six Sigma Pocket Toolbook. New York, New York: McGraw-Hill
Reiser, R. & Dempsey, J. (Eds.). (2012).Trends and issues in instructional design and technology). Upper Saddle River, N.J.: Pearson.
Rothwell, W. J., Hohne, C.K., & King, S. B. (2007) Human Performance Improvement. Burlington, MA: Butterworth-Heinemann.
George, M.L., Rowlands, D., Price, M. & Maxey, J. (2005) The Lean Six Sigma Pocket Toolbook. New York, New York: McGraw-Hill
Reiser, R. & Dempsey, J. (Eds.). (2012).Trends and issues in instructional design and technology). Upper Saddle River, N.J.: Pearson.
Rothwell, W. J., Hohne, C.K., & King, S. B. (2007) Human Performance Improvement. Burlington, MA: Butterworth-Heinemann.