to be achieved and by when. All those concerned in the exercise
should know what these terms of reference are.
The next step is to programme the troubleshooting assign-
ment. Four points need to be decided: the information you need,
where you get it from, how you obtain it and who receives it.
Draw up lists of facts required and the people who can supply
them. Remember you will have to deal with opinion as well as
fact; all data are subject to interpretation. List those who are
likely to understand what has happened and why; those who
might have good ideas about what to do next.
Then draw up your programme. Give notice that you require
information. Warn people in plenty of time that you want to
discuss particular points with them and that you expect them
to have thought about the subject andhave supporting evidence
to hand.
DIAGNOSIS
Diagnosis means finding out whatis happening – the symptom –
and then digging to establish whyit is happening – the cause.
There may be a mass of evidence. The skilled diagnostician
dissects the facts, sorts out what is relevant to the problem and
refines it all down until he or she reveals the crucial pieces of
information which show the cause of the problem and point to
its solution.
Analytical ability – being able to sort the wheat from the chaff
- is a key element in diagnosis. It is a matter of getting the facts
and then submitting each one to a critical examination, in order
to determine which is significant.
During the process of diagnosis you must remain open-
minded. You should not allow yourself to have preconceptions
or to be over-influenced by anyone’s opinion. Listen and
observe, but suspend judgement until you can arrange all the
facts against all the opinions.
At the same time, do whatever you can to enlist the interest
and support of those involved. If you can minimize their natural
fears and suspicions, those close to the problem will reveal ideas
and facts which might otherwise be concealed from you.
How Things Go Wrong and How to Put Them Right 311