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Module 3 Causes of Failure
- 1. Value of Failure! Module3: Causes of Failure! Students Course!
- 2. Module 3: Causesof Failure! 1. Attribution theory! 2. Root cause analysis! 3. Typical causes of failure! Content!
- 3. Module 3: Causesof Failure! 1. Attribution theory! ! • Definitions: Attribution and attribution theory! – Attribution theory: ! • Attribution theory attempts to categorise the reasons we give for failure and success! ! – Attribution:! • Attribution can be defined as the perceived causes of events and behaviour! – Effects:! • Attribution of an event can affect future effort and performance!
- 4. Module 3: Causesof Failure! 1. Attribution theory! ! • Attribution: Attribution can be dispositional or situational! Attribution (What causes a certain behaviour?) Something within a person (e.g. personality) Behaviour is caused by something outside (e.g. situation) = internal attribution = external attribution DISPOSITIONAL Attribution SITUATIONAL Attribution
- 5. Module 3: Causesof Failure! 1. Attribution theory! ! • Weiner’s Attribution theory: Overview! ! Effort Ability Luck Task difficulty Stability! Internal! External! Stable!Unstable! Locus of causality!
- 6. Module 3: Causesof Failure! 1. Attribution theory! ! • Weiner’s Attribution theory: Areas that affect causal attributions! ! – Relevant areas:! • Ability! • Luck! • Effort! • Task difficulty! !
- 7. Module 3: Causesof Failure! 1. Attribution theory! ! • Weiner’s Attribution theory: Locus of causality can be divided in two broad categories! – Locus of causality! • Internal causes! • External causes! ! • This dimension assesses the extent to which the reasons for success or failure are due to the personal control of the performer! • Internal reasons are within the performer's control and it is felt that some personal influence may be exerted on the outcome. This affects the amount of input and effort spent! • External reasons are out of personal control and might exert little influence in the future!
- 8. Module 3: Causesof Failure! 1. Attribution theory! ! • Weiner’s Attribution theory: While some factors are fixed for a certain time, others can change dramatically depending on the situation! – Locus of stability! • Stable factors! • Unstable factors! ! • Stable reasons are based on past experience and are reasons for success or failure that are unlikely to change in the short term. They are relatively permanent! • Unstable factors such as the own effort put in a task can change in the short term even within the tasks - depending on the situation ! • If reasons can be changed, we might expect a different outcome next time and continue to strive for improvement!
- 9. Module 3: Causesof Failure! 1. Attribution theory! ! • The attribution process: How we evaluate performance! ! Performance of an action Evaluation of outcome General emotional response Causal analysis (causality, stability, control) Generation of specific emotional response and future expectations Subsequent behaviour
- 10. Module 3: Causesof Failure! 1. Attribution theory! 2. Root cause analysis! 3. Typical causes of failure! ! Content!
- 11. Module 3: Causesof Failure! 2. Root cause analysis! ! • Root cause analysis: Steps towards a profound problem analysis…! Seeing! Localizing! Specifying! Analysing! Root Cause Analysis
- 12. Module 3: Causesof Failure! 2. Root cause analysis! ! • Definitions: Important terms around Root Cause Analysis (RCA)! – Root Cause: ! • Underlying cause(s) of positive or negative symptoms within any process that, if resolved, would eliminate or substantially reduce the symptom! – Root Cause Analysis:! • A tool used both reactively, to investigate an adverse event that already has occurred, and proactively, to analyse and improve processes and systems before they break down (Preuss, 2003)! – Data Analysis:! • the process of gathering, reviewing, and evaluating data! – Symptom:! • a gap between expectations and reality!
- 13. Module 3: Causesof Failure! 2. Root cause analysis! ! • Root Cause Analysis: Positive impacts of RCA! – Problem identification! • helps identify the problem or challenge! – Problem solving! • helps resolve the problem! – Holistic! • eliminates patching! – Economical! • Conserves resources! – Constructive! • leading facilitates discussion (to solutions)! – Exculpatory! • provides rationale for strategy selection!
- 14. Module 3: Causesof Failure! 2. Root cause analysis! ! • Root Cause Analysis: The process of RCA! Step 1: Organize Team Step 2: Define Problem or Issue Step 3: Conduct Data Analysis Step 4: Determine Root Cause(s) Step 5: Improvement Planning Step 6: Evaluate Progress
- 15. Module 3: Causesof Failure! 2. Root cause analysis! ! • Root Cause Analysis: Step 1 - Team and Management! Step 1: Team and Management Step 2: Problem Definition Step 3: Data Analysis Step 4: Determine Root Cause(s) Step 5: Improvement Planning Step 6: Evaluation • Set up a management plan • Select the right team members • Clarify the duties of each team member • Clarify communication procedures • Set the timeframe, resources and budgets
- 16. Module 3: Causesof Failure! 2. Root cause analysis! ! • Root Cause Analysis: Step 2 - Problem Definition! • State the problem clearly • Make sure everybody in the team has the same problem understanding Step 1: Team and Management Step 2: Problem Definition Step 3: Data Analysis Step 4: Determine Root Cause(s) Step 5: Improvement Planning Step 6: Evaluation
- 17. Module 3: Causesof Failure! 2. Root cause analysis! ! • Root Cause Analysis: Step 3 - Data Analysis! • Examine and discuss data • Conduct data analysis • Brainstorm Step 1: Team and Management Step 2: Problem Definition Step 3: Data Analysis Step 4: Determine Root Cause(s) Step 5: Improvement Planning Step 6: Evaluation
- 18. Module 3: Causesof Failure! 2. Root cause analysis! ! • Root Cause Analysis: Step 4 - Determine Root Cause(s) ! • Use a strategic approach to determine root cause(s) • Indicators that you have found Root Cause: • Agreement on a root cause • Cause is logical, makes sense, and provides clarity to the problem • Cause is something you can influence and control • If cause is resolved, there is realistic hope that the problem can be reduced or prevented in the future. Step 1: Team and Management Step 2: Problem Definition Step 3: Data Analysis Step 4: Determine Root Cause(s) Step 5: Improvement Planning Step 6: Evaluation
- 19. Module 3: Causesof Failure! 2. Root cause analysis! ! • Root Cause Analysis: Step 4 - Determine Root Cause(s) (continued)! – There are different strategies/approaches to determine root causes available: ! • The “5 Whys”:! – a process to seek root cause by asking “why” five times in succession! • System Planning Process:! – Problem solving approach asking 4 major questions: ! » Where are we now? ! » Where are we going? ! » How will we get there? ! » What is holding us back? !
- 20. Module 3: Causesof Failure! 2. Root cause analysis! ! • Root Cause Analysis: Step 4 - Determine Root Cause(s) (continued)! – The “5 Whys”:! • asking the question ‘Why’ 5 times, will lead you to the root cause of the problem. ! • Steps: ! – Write down the specific problem. Writing the problem makes sure that everybody in the team focuses on the same problem! – Ask why the problem happens and write down the answer! – Repeat 5 times until there is an agreement in the team that the problem is identified!
- 21. Module 3: Causesof Failure! 2. Root cause analysis! ! • Root Cause Analysis: Step 4 - Determine Root Cause(s) (continued)! – The “5 Whys”: ! • Example: The learning group does not make sufficient learning progress! ! Why! • The pace of learning instructions is too fast ! Why! • The learning need level of the group is too diverse! Why! • No tutors for discussion/problem solving available! Why! • The commitment of the learning group is insufficient! Why! • (insert response)!
- 22. Module 3: Causesof Failure! 2. Root cause analysis! ! • Root Cause Analysis: Step 4 - Determine Root Cause(s) (continued)! – System Planning Process:! Where are we now? Where are we going? How will we get there? What is holding us back? • What are the facts (current data)? • What worked well? • What can be improved? • What do we want to achieve (goal)? • What is the expected outcome? • What steps must we take to ensure we reach the outcome? • Who are the key members of team? • Is there support for improvement planning and implementation? • What roadblocks must we overcome in order to reach the expected outcome?
- 23. Module 3: Causesof Failure! 2. Root cause analysis! ! • Root Cause Analysis: Step 5 - Improvement Planning! The improvement plan should include: • Logical link between root cause and improvement activities • Evidence-based practices • Short- and long-term outcomes, timelines and action steps for improvement activities • Personnel (and partners) identified to develop, implement, monitor, and evaluate the improvement activity • Collect Data to evaluate outcomes of improvement activities Step 1: Team and Management Step 2: Problem Definition Step 3: Data Analysis Step 4: Determine Root Cause(s) Step 5: Improvement Planning Step 6: Evaluation
- 24. Module 3: Causesof Failure! 2. Root cause analysis! ! • Root Cause Analysis: Step 6 - Evaluation! • Provides a process for gathering, analysing and using data. • Allows to determine whether the planned activities are effectively carried out as planned to which extend you are achieving short-term and long-term outcomes Step 1: Team and Management Step 2: Problem Definition Step 3: Data Analysis Step 4: Determine Root Cause(s) Step 5: Improvement Planning Step 6: Evaluation
- 25. Module 3: Causesof Failure! 1. Attribution theory! 2. Root cause analysis! 3. Typical causes of failure! ! Content!
- 26. Module 3: Causesof Failure! 3. Typical causes of failure! ! • Categories of failure: Causes of failure can occur on different levels! – Human failure: ! • Human failure is a failure that occurs at an individual level! ! – Technical failure:! • Technical failure is a failure resulting from location or equipment ! ! – Organizational failure:! • Organizational failure is a failure because of organizational rules, policies, or procedures!
- 27. Module 3: Causesof Failure! 3. Typical causes of failure! ! • Categories of failure causes: There are different categories of failure causes! – Assumption causes: ! • an essential piece of information cannot be verified and is guessed or presumed! ! – Selection causes:! • two or more options exist, and the wrong option is chosen! ! – Capture causes:! • focus on a task is diverted elsewhere and an error goes undetected!
- 28. Module 3: Causesof Failure! 3. Typical causes of failure! • Typical causes of failure: Typically for failure are:! – Poor planning: ! • Not starting from the right way! – Lack of leadership:! • Not agreed on or fulfilling duties! – Inadequate knowledge:! • Not the right skills ! – People problems:! • Personal issues! – Technical problems:! • Not equipped the right way! !
- 29. Module 3: Causesof Failure! 3. Typical causes of failure! • Typical Causes of Failure: Poor planning! – Lack of communication: ! • No communication procedures developed, lack of communication in team! – No breakdowns to milestones:! • No project management plan! – Not prioritized:! • Not setting the right focus on sub-problems and steps! – Not involving the right people:! • No involvement of the right stakeholders! – Lack of time:! • Time management inadequate! – Unrealistic scheduling:! • Too ambitious or too loose! !
- 30. Module 3: Causesof Failure! 3. Typical causes of failure! • Typical Causes of Failure: Lack of leadership! – No structure: ! • Ownership, leadership and decision making not clear! – Decisions not on time:! • Decisions are made too slow or not at all! – Lack of management competences:! • Project management does not have the needed leading skills! – Neglecting roles:! • Project team is not fulfilling its individual duties! – No strategic vision:! • Not clear where to go! – Unrealistic expectations:! • The vision is too ambitious! !
- 31. Module 3: Causesof Failure! 3. Typical causes of failure! • Typical Causes of Failure: Inadequate knowledge! – Lacking skills: ! • Wrong skills for the task! – Inexperience:! • No experience in fulfilling the task! – Not addressing risks:! • No risk management! – No tracking! • Actions and milestones are not tracked! – Incomplete or vague plan:! • The plan does not cover all relevant aspects! – Inadequate control systems:! • No or inadequate controlling systems! !
- 32. Module 3: Causesof Failure! 3. Typical causes of failure! • Typical Causes of Failure: People problems! – Lacking communication: ! • Team members do not communicate adequately ! – Lacking leadership:! • Team is lacking leadership! – No efficient team:! • Team works not efficient and is not focussed! – Unable to resolve conflicts:! • Team conflicts are not solved! – Inadequate resources:! • Team is not big enough or has the wrong resources! !
- 33. Module 3: Causesof Failure! 3. Typical causes of failure! • Typical Causes of Failure: Technical problems! – Failing definition of technical requirements: ! • Wrong assumptions for technical requirements in the beginning! – Unexpected problems with new technology:! • New technology is used but causes unexpected problems! – Poor technical design:! • The technical equipment is not sufficiently installed and used! – Changing requirements during the process:! • The technical requirements change during the process! – Technology does not fit together:! • Tools and technical equipment does not work together! – Poor initial testing! • Equipment was not tested before starting! !
- 34. Module 3: Causesof Failure! • What we discussed today! – how we attribute success and failure to! – how roots for failures can be analysed! – what typical reasons for project failures are! • Thank you for your attention! ! Learned!
Editor's Notes
- #4 Introduce the learning objectives the of the course
- #5 Introduce the structure the of the course.
- #13 CLARE FIX THIS
- #36 Then $%^& happens as it always does and we face failure (Doubting). It's never as easy as we thought it would be. Failure is a natural and useful element of innovation... it's how we learn and adapt our solutions. Or determine it's time to try another challenge.
- #37 As we develop innovative concepts into real-world practical solutions, we're learning more, the problem isn't as simple and we begin to truly understand the complexity of the challenge. It's this 3rd stage (Quitting or Persevering) that truly separates innovators from dreamers.
- #38 Those that persevere and don't quit often experience a transformational experience of having worked through the challenges.
- #39 Having worked through the challenges and acquiring a new confidence built upon deep knowledge and experience result in championing.
- #45 The third part is about incorporating innovation mindset for business.
- #47 Explain what is necessary to become an innovator
- #48 Understanding what entrepreneurship is, begin discussing the Entrepreneurial Orientation
- #49 There are three dimensions of Entrepreneurial Orientation. Explain them shortly looking at this slide, as they will be described in more details in next slides.
- #51 Innovativeness means many things, as presented on this slide