Post 2: Using Problem Statements to Cut Through the Noise

Sharpening the Saw Series

In the field or the conference room, the quality of your problem definition determines the quality of your solution.

That’s why one of the most powerful tools a trained cause analyst can use daily—whether or not there’s a formal event—is the problem statement.

It’s deceptively simple. But when used well, it cuts through assumptions, aligns mental models, and focuses people on what matters.

Let’s revisit this foundational tool with a fresh lens—and explore how to use it in real-world, “non-event” situations.

The Problem with “The Problem”

Ever heard someone say:

· “People just don’t follow procedures.”

· “We need to fix our culture.”

· “The process is broken.”

These are symptoms, complaints, or generalizations—not problem statements. They may reflect a real issue, but they don’t give you anything to analyze or act on. Worse, they often send teams down unproductive paths.

Cause-trained analysts know how to zoom in.

A Quick Refresher: What Makes a Good Problem Statement?

A strong problem statement includes:

· The Object – What is the thing being evaluated? (system, process, person, document, etc.)

· The Defect – What was wrong with it? (didn’t function, incorrect, misused, etc.)

· The Consequence – What happened because of it?

Example:

The equipment alignment checklist (object) was incomplete (defect), which led to a missed valve position and a unit trip (consequence).

Now you’ve got a target. Something you can analyze. Something you can fix.

Using Problem Statements Outside of RCA

Even when you’re not working a formal evaluation, try using problem framing to:

· Clarify vague concerns or repeat frustrations

· Shift a conversation from blame to systems

· Define the scope of a mini-investigation

· Prep for a high-stakes conversation or meeting

Try This:

Scenario: Someone says, “We always have issues with scheduling. It’s a mess.”

Ask:

“Can you give me an example of a recent instance?” “What exactly went wrong?” “What happened as a result?”

Then reframe: “The work window request for the July 12th maintenance outage (object) was submitted without accounting for pre-job walkdowns (defect), which resulted in an 8-hour delay in lockout/tagout and missed deliverables (consequence).”

That’s not just more specific—it’s more solvable.

Building the Habit

Strong problem statements aren’t just about language. They’re about thinking clearly. The more often you practice, the more instinctive it becomes to:

· Start with facts

· Look for impact

· Separate problems from noise

And when others start doing it too? That’s the beginning of a learning culture.

Challenge for This Week

Write one problem statement based on something small but irritating in your daily work—something you’ve heard people complain about more than once.

Even if you don’t “solve” it right away, you’ll be amazed how much clarity you create just by putting structure to the issue.

Want to share a problem statement you’ve rewritten or a success story from using this tool? Send it to the Community of Practice inbox or leave a comment.

Next up: how to apply barrier thinking even when you’re not in investigation mode.