Johannesburg, 16 Apr 2015
The Kepner-Tregoe methodology was developed to address certain types of functions that we often have to fulfil on a daily basis. These functions may be problem-solving, decision-making or forward-planning. For these, KT developed distinct processes, namely: situation appraisal, problem analysis, decision analysis and potential problem analysis. The purpose behind each of the processes is to give its users access to the same logical thought flow whenever they carry out the said functions.
In this article, I'm going to discuss an incident that happened to me personally, during which I had the opportunity to apply Kepner-Tregoe style problem analysis to an everyday situation, says Jonathan Hill, technical consultant at Dee Smith & Associates.
The incident
It was a Saturday morning. I came downstairs, ready to watch the game on TV. First, though, I needed to heat up some of last night's pizza. I popped it in the microwave and 20 seconds later, I had a piping hot slice, ready to eat.
I sat down on the couch and went to turn on the TV, but it didn't come on.
Living in a country which is plagued by power issues, my immediate thought was that there was a power outage. But something didn't seem right with me. Feeling lazy and not wanting to get off the couch, I scanned around to see if everything in the house was off. My TV unit houses a few appliances - a gaming console, an amplifier and a DVD player. All of these were off. I could hear the extractor fan from the bathroom, though.
Finding a possible cause
At this point, I'd like you to pause for a minute. What possible causes have already come to mind? What information led you to those possible causes?
Let's carry on with the story:
With the data in hand, I assessed my initial possible cause, the power outage. This couldn't be the case because I had just used the microwave and could currently hear the bathroom extractor fan. My basic understanding of household power management indicates that it's done through an electrical distribution board. There are a couple of switches on the distribution board that control the various light circuits, plug circuits, the geyser, etc. Additionally, the TV unit, being in the lounge, was plugged into a different wall socket to the microwave. I wasn't sure if they were on different circuits, however.
With this additional information, I asked myself the question: 'What could affect the TV unit but not the extractor fan?' It could only be one of the following:
a) A plug socket switch on the distribution board had tripped; or
b) The wall socket had been turned off.
At this point it was a choice of which one to investigate first. Since the wall socket for the TV unit was closer, I decided to look there first.
It had been turned off. Flipping the switch brought the TV back on and I could comfortably watch the game.
The thinking process
This entire process has only taken about two minutes. So, at this point, feeling quite pleased with myself, I sit back and unpack the steps I took to find the cause of this little problem. While doing so, I realised that I had carried out the basic steps of KT problem analysis without actually thinking about it.
I had the performed the following steps:
* Started with a problem statement - what system(s) are affected?
* Gathered information about similar systems that could be affected but are not.
* Compared these and found what made them different.
* Used this information to find possible causes.
* Tested these causes.
The interesting origin of KT process
The reason most people hear about KT is because of the problem analysis process. There aren't many solid problem-solving processes out there. What I like the most about the process is that it was actually created by documenting the thought process of successful problem-solvers.
Charles Kepner and Benjamin Tregoe set out to do this way back in the late 1950s. At the time, they were working as researchers for the Rand Corporation. They observed many commanding officers and found a difference in how they recognised a problem when it was occurring, and in the speed and nature of their responses. Their hypothesis that "some people were using a mental process that enabled them to be better than others at dealing with the information that was being presented"* ultimately led to finding that the more successful ones shared a similar mental process, and then documenting that process.
Conclusion
So, if this is something that certain people use naturally, what's so special about KT?
Well, firstly, I know first-hand that learning to troubleshoot or problem-solve requires actual troubleshooting experience. You usually have to be technical to be part of this process. From my experience in problem management, I know that troubleshooting/problem-solving has less to do with technical expertise than it has to do with one's ability to read between the lines.
Secondly, have you ever tried asking engineers how they reach a conclusion? Usually, you'll get a very technical answer. Many advanced troubleshooters don't always understand how to unpack their own logic, ie, the actual steps they took to solve the problem, but more importantly, the reasons for taking those steps. This is because the problem-solving thought process often happens at more of a subconscious level.
What KT offers for those who are new to problem-solving, in short, is access to the thought processes of seasoned problem-solvers.
As for those more experienced problem-solvers, it offers a way to better articulate one's thought processes when solving a problem.
In my experience, however, the true power of KT problem analysis is in its group capability. Two heads are better than one, and when they share the same thought process, problem-solving becomes a whole lot easier. This is especially true of problems which span multiple areas. Problem analysis greatly assists group think by providing a logical set of steps to follow. Any new or additional information at each of these steps needs to be documented for everyone to see. Finally, it keeps the group in check by ensuring all new information is visible throughout every step of the process as well as constantly reminding us of where we are in the process to prevent us from taking shortcuts.
* Jonathan Hill
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