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| Photo by Simone Secci on Unsplash |
They struggle because they solve the wrong one.
FM 6-0 makes a critical distinction:
A problem exists when the current state differs from—or prevents achieving—the desired end state.
That sounds simple.
But the gap between “what is” and “what should be” is where most leaders lose clarity.
Before you generate solutions, you must clearly define the problem.
And that means digging past symptoms.
Where Problems Come From
Leaders identify problems from multiple sources:
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Guidance from higher headquarters (or upper leadership)
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Directives from decisionmakers
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Input from subordinates
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Personal observations
Translated into civilian life, that might mean:
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A new district mandate
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Executive guidance
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Employee feedback
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Data trends
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What you see happening on the ground
But here’s the trap:
What first catches your attention is often a symptom—not the root cause.
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Symptoms vs. Root Cause
Symptoms are visible.
Root causes are structural.
Example in education:
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Symptom: Student behavior is declining.
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Root cause: Lack of consistent expectations across classrooms.
Example in coaching:
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Symptom: Team morale is low.
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Root cause: Role confusion and unclear communication.
Example in business:
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Symptom: Sales are dropping.
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Root cause: Market shift combined with outdated messaging.
If you treat the symptom, the problem comes back.
If you fix the root cause, the system improves.
How Leaders Identify the Root Cause
Doctrine outlines a disciplined approach.
1. Compare Current State to Desired End State
Ask:
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Where are we now?
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Where do we want to be?
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What gap exists?
Clarity begins with comparison.
2. Define the Scope
Boundaries matter.
Is this:
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A team-wide issue?
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A department issue?
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A single-process issue?
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A culture issue?
Without defining scope, leaders either overreact or underreact.
3. Ask the Core Questions
Leaders must answer:
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Who does the problem affect?
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What exactly is affected?
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When did it begin?
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Where is it occurring?
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Why did it occur?
These questions force depth over assumption.
4. Determine the Obstacles
What is blocking movement from current state to desired state?
Is it:
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Policy?
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Culture?
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Skill gaps?
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Communication breakdown?
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Resource limitations?
Obstacles reveal causes.
5. Write a Draft Problem Statement
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This is where discipline matters.
A problem statement should clearly describe:
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The gap
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The affected area
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The impact
Example:
“Student engagement has declined 20% over the past semester, preventing the school from achieving its academic performance goals.”
That’s clearer than:
“Students aren’t trying.”
Precision improves solutions.
6. Focus Information Collection
Once the problem is drafted, information gathering becomes targeted.
Leaders refine:
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Facts
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Assumptions
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Scope
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Contributing factors
As new information comes in, they update their understanding.
Problem statements are living documents—not permanent declarations.
Submit for Clarity When Necessary
If the problem originated from higher authority, leaders confirm their understanding before proceeding.
In civilian terms:
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Clarify expectations with supervisors
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Confirm understanding with stakeholders
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Ensure alignment before investing time and resources
Nothing wastes effort faster than solving the wrong problem confidently.
Reverse Planning Your Timeline
Once the problem is identified, leaders plan the problem-solving timeline.
They:
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Allocate time to each step
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Establish internal deadlines
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Use reverse planning
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Periodically assess progress
Pressure does not justify skipping steps.
Disciplined leaders adjust timelines—but they do not abandon the process.
Why This Matters
The temptation in leadership is speed.
But speed without clarity creates churn.
When leaders:
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Misdiagnose the problem
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Treat symptoms
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Skip root cause analysis
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React emotionally
They create cycles of repeated issues.
Strong leaders slow down just enough to identify correctly.
Final Thought
You cannot solve a problem you haven’t properly defined.
Before you fix it, label it.
Before you act, diagnose it.
Before you decide, clarify it.
Symptoms are loud.
Root causes are quiet.
In Part 4, we’ll move into developing criteria and generating effective solutions once the real problem is defined.
Teach it. Coach it. Lead.
JVD
Sources & Credits
Concepts in this article are derived from FM 6-0, Commander and Staff Organization and Operations, Chapter 4, regarding identifying problems and root cause analysis.
This post was drafted with the assistance of AI (ChatGPT) and edited by Mr. VanDusen.
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