This document discusses causal systems analysis and fishbone diagrams as tools for identifying the root causes of problems. It provides an overview of the causal systems analysis process, which involves defining the problem, identifying main categories of potential causes, and then asking "why" multiple times to drill down to underlying causes within the system that can be influenced. The document includes examples of a fishbone diagram that maps relationships between different root causes and a high teacher turnover rate problem. It also provides tips for creating a fishbone diagram, such as staying user-centered by considering different perspectives, and using data when possible to test hypothesized causes.

1. Understanding the Causal System
PC1: Improvement Science Basics
Louis Gomez & Sandra Park

2. Our Road Map for Learning
Seeing the
System
Understanding
the Problem
Effect
Cause Cause
Cause Cause

3. The Dynamism in the Field:
A Sampler
It’s
the
TEXTBOOKS
We’re
not
aligning
with
students’
ACADEMIC
&
CAREER
GOALS
It’s
STUDENT
MOTIVATION
It’s
a
HUMAN
RESOURCE
problem
It’s
an
INSTITUTIONAL
LEADERSHIP
FAILURE!!
Open
Source
Materials
Learning
CommuniMes
Design
More
Meaningful
Courses
PD
+
Faculty
Inquiry
Groups
Leadership
Development
Programs

4. What is a Causal Systems Analysis?
An improvement process that helps you identify
the initiating causes of a problem.
Tool: Ishikawa Fishbone
or “Cause-and-Effect” Diagram
(Basis for developing a Systems Improvement Map)
4

5. 5
BRANCH:
CATEGORY
BRANCH:
CATEGORY
BRANCH:
CATEGORY
BRANCH:
CATEGORY
PROBLEM
STATEMENT
BONE:
CAUSE
BONE:
CAUSE
BONE:
CAUSE
BONE:
CAUSE

6. Activity: What is the specific problem?
6

7. Activity: Identifying Root Causes
Asking “Why?”
! Big ideas—main categories
! Choose one “category”
! Brainstorm potential causes. Ask “why?” three
to five times for each of the initial categories.
! Try to focus on finding key system processes
you can influence.
7

8. 8
RELATIONSHIP
WITH
PRINCIPAL
FEEDBACK
HIRING,
RECRUITING
&
PLACEMENT
SYSTEMS
PROFESSIONAL
COMMUNITY
PROFESSIONAL
DEVELOPMENT
HIGH
TURNOVER
RATES
AND
LESS
EFFECTIVE
NEW
TEACHERS
WORKING
CONDITIONS

9. 9
RELATIONSHIP
WITH
PRINCIPAL
FEEDBACK
HIRING,
RECRUITING
&
PLACEMENT
SYSTEMS
PROFESSIONAL
COMMUNITY
PROFESSIONAL
DEVELOPMENT
TURNOVER
RATES
FOR
NEW
TEACHERS
ARE
HIGH
AND
NEW
TEACHERS
ARE
NOT
EFFECTIVE
FAST
ENOUGH
WORKING
CONDITIONS
Lack of attention to relational
practices in the induction and
development of principals.
New teachers low priority
on principals’ time
Weak or absent culture
of trust district-wide
High principal
turnover
No common language
about good teaching
Not connected
to resources to improve
Those giving feedback
lack expertise
Feedback is experienced
as isolated and/or
evaluative events
Mismatch between
teacher background
and initial assignments
Lack of clarity around
roles and responsibilities
(e.g HR, principal, etc.)
Lack of information
necessary for good
school-teacher match
Processes not timely
Lack of communication
between prep programs
and districts
“It’s not my job”
Lack of
collective
responsibility
for students
and their
achievement Inadequate time,
resources and
structures
Each new teacher
invents curriculum
No concept of arc
of teacher dev
Not connected to
student learning
Not differentiated
by needs of
individual teachers
Lack of
coherence
Environment
not safe
Facilities
inadequate
No breaks

10. Tips for Crafting a Fishbone Diagram
STAY USER-CENTERED
! Talk to users to get their perspectives.
! See the system from different points of view.
! Solve the problem for users first.
! Be open-minded.
USE DATA WHEN POSSIBLE
! Measure the gap you’re trying to close.
! Test causes against data.
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