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Cause Analysis
- 1. IDPT 620
- 3. “Cause analysis is the process of determining the root cause(s) of past... While organizational, environmental, and gap analyses yield valuable information, a cause analysis determines why the performance gap exists.” (Van Tiem et al., 2012, p. 163)
- 4. “Cause analysis is the “bridge” between performance analysis and the appropriate intervention(s) that will eliminate the performance gap.” (Van Tiem et al., 2012, p. 163)
- 6. Information Instrumentation Motivation Data Instruments Incentives • Relevant and frequent feedback • Performance descriptions • Clear and relevant guides to performance • Tools and materials to work to match human factors • Financial incentives • Nonmonetary incentives • Career development opportunities Knowledge Capacity Motives • Scientifically designed training • Placement • Flexible scheduling of performance • Prosthesis • Physical shaping • Adaptation • Selection • Assessment of Motives to work • Recruitment of the right people
- 7. Performance Drivers or Causes Performance Questions Performance Deficiency Examples Data, Information, Feedback How well are people given data, information, and feedback to perform when they are needed? Information not given on a timely basis Lack of feedback mechanisms Little documentation Performance standards are non-existent Are data tied to performance? Environment Support, Tools How well are people supported with resources, tools, equipment, etc.? Ergonomic deficiencies Inadequate working conditions Tools unavailable or not optimally arranged Insufficient time to get job done
- 8. Performance Drivers or Causes Performance Questions Performance Deficiency Examples Consequences, Incentives, Rewards How well do performers see the results or consequences of what they do? How well are they rewarded or provided with incentives? Work unrelated to organization’s mission and needs Rewards not performance based Competing incentives Poor performance rewarded Skills and Knowledge How well do performer’s knowledge and skills match performance requirements? Lack of knowledge, skills, training, education Unable to maneuver the system
- 9. Performance Drivers or Causes Performance Questions Performance Deficiency Examples Individual Capacity How well can people perform? Lack of aptitude, ability, physical or manual dexterity Inadequate job analysis Motivation and Expectation How well are people motivated to perform? Are expectations realistic? Boring and punishing performance system Payoffs are unrealistic
- 10. Name of Tool Brief Description Interview Structured or unstructured Excellent for rapport building and follow-up questions Questions can be open-ended or probing Observation Captures current skills and knowledge as well as context Inferences about work are generated Takes time to effectively use Surveys or Questionnaire Anonymous Large numbers of people can be surveyed Require clarity, effective directions, user-friendly questions, and skill in constructing Focus Groups Structure opportunities for soliciting information Participants must be briefed and debriefed Role of facilitator and scribe are crucial
- 11. Name of Tool Brief Description Root Cause Analysis Trace the causes and effects of accidents or other problems that are past-oriented Chronology of events reported and recorded on paper Relationship of one event to another becomes clear Result is a wall-sized flow chart Participants questioned to pinpoint root cause of problem Fishbone Diagram Cause-and-effect diagram, used in Total Quality Management (TQM) Past-oriented with focus on identifying negative performance gaps All causes traced to people, policies/procedures, equipment, climate Troubleshooting
- 12. Name of Tool Brief Description Portfolio Analysis Financial management tool with focus on positive performance gaps Develop grid Make decisions based on likelihood of payoff Great for stakeholder involvement
- 14. Van Tiem, D., Moseley, J. L., & Dessinger, J. C. (2012). Fundamentals of Performance Improvement: Optimizing Results through People, Process, and Organizations (3rd edition). San Francisco, CA: Pfeiffer.