Field Notes

For leaders, it’s not enough to see patterns and to recognize what is happening. Leaders are expected to know why. By being great students of cause and effect, leaders are better prepared to shape the future through their decisions, choices, actions, and messages. 

The root cause of any problem, issue, or challenge is often elusive. It is much easier to identify a symptom and not the source of why things happen. Generating theories as to why events occurred or problems materialized and then testing them with others is what good leaders do. 

The key is to avoid presuming a cause without validating it with others. Leaders are better able to land on the reason why behind an issue or problem when they must articulate their views and defend them with other smart people. 

Exploring the many possible reasons why an unfavorable effect occurred is far superior to landing on one idea and presuming it is accurate. Brainstorming causes and then writing the ideas out so they can be reviewed is a popular method for identifying the root cause. 

In the so-called Fish Diagram method, a leader writes the problem or effect on the far-right side of a piece of paper, flip chart, or whiteboard. They then draw a straight line to the left with angled lines to create the outline of a fish skeleton. The bones of the fish skeleton are represented by anything connected or related to the problem.

For instance, if the problem is a highly effective team member who has dramatically underperformed recently, then the bones may include health issues, family strife, anger over team changes, distraction from other pursuits, colleague relationships, compensation, shift in priorities, and organizational constraints, among others.  

Before concluding that one of these possible causes is the culprit, the best strategy is to identify a potential reason for each of these causes, as well. Add the underlying reasons behind each to expand the fishbone diagram.

Now, take a step back and discuss the many possibilities with one or more trusted colleagues. The likelihood is that somewhere within the fishbone diagram lies the root cause that serves as the catalyst for the effect. Talk it out with others using as much empirical and anecdotal evidence as you have. Usually, a strong conclusion will surface. 

Good leaders do the hard work of cause and effect before they address problems and issues. They recognize that cause and effect are two sides of the same reality. Their job is to deal expertly with both sides. The best leaders always want to know, “Why?”