Problem Analysis (PRSLA)

Understand and address the root cause of a problem by following a structured approach

Steps
6
Last edited
Dec 4, 2024
Created by
Nova

About this process

This framework helps you understand and address the root cause of a problem by following a structured approach: Define the Problem: Start with an initial definition, then refine it based on perspectives from users, the business, and internal teams. Analyze Needs and Pain Points: Identify the urgency, importance, and impact of the problem on different stakeholders. Uncover the Root Cause: Use the "5 Whys" technique to dig deeper into why the problem exists. Identify Symptoms: Distinguish between symptoms (visible effects) and the root problem. Assess Challenges and Assumptions: Highlight limitations, blockers, and assumptions, prioritizing high-risk assumptions for validation. Refine the Problem Statement: Revisit and reframe the problem as a "How Might We" question to focus on actionable solutions.

The process in detail

6 steps
  1. 1

    Define the Problem

  2. 2

    Analyze the Problem

  3. 3

    🎢♨ Identify the Root Cause

  4. 4

    Examine Symptoms

  5. 5

    Consider Challenges, Blockers, and Limitations

  6. 6

    Refine the Problem Statement...👣🦵

Read the full text
1. Define the Problem

In business, taking the time to fully understand a problem is one of the most critical steps. Skipping this step often leads to addressing the wrong issue or investing time and resources in ineffective solutions. Here's a framework to guide you through the process of defining, analyzing, and addressing a problem step-by-step.

🧑‍🎤Start by defining the problem in any way that comes to mind. This is your initial draft, and it doesn’t need to be perfect. Write it down in a central place (e.g., a red square or dedicated space).

🔥🔥Think deeper: How would the user, buyer, or people affected by this problem define it? Consider:

•Is their definition different from yours?
•Why do they see it that way?
•What’s important or unimportant to them?

Define the problem from the perspective of the business, organization, or internal team:

•What specific areas are affected?
•When does the problem occur?
•How does it differ for various use cases?
2. Analyze the Problem

Assess Needs and Pain Points:

•What type of pain does this problem cause?
•Which user or business needs are affected?
•Is the problem urgent or important? For whom? When? Why?

Let us share some additional context with you:

👇Usability Problems

•Users lack an intuitive way to invite and connect with relevant individuals.
•Current workflows may be cumbersome or non-existent for adding connections efficiently.
•Engagement Problems
•Limited ability to grow a meaningful network reduces the platform's perceived value.
•Users might not find enough connections or community to stay active on the platform.
•Scalability Problems
•Without this feature, the platform struggles to leverage organic growth from user networks.
•Difficulty in creating viral loops or achieving network effects.
•Development Bottlenecks
•Delays in launching the feature due to slow team progress and lack of leadership (e.g., absence of a product manager).
•Data-Driven Insights Gaps

According to Henry Murray's theory of human needs, basic needs are psychological and physiological elements that motivate behavior. Murray categorized these needs into primary (biological) and secondary (psychogenic) needs.

Basic (Primary) Needs

These are rooted in physiological survival and directly related to maintaining life:

•Food – The need for sustenance to maintain physical energy.
•Water – The need for hydration.
•Air – The need to breathe and sustain life.
•Shelter – The need for protection from environmental harm.
•Sex – The need for reproduction and continuation of the species.
•Avoidance of Pain – The need to avoid harm or injury.
•Rest – The need for sleep or recovery to maintain physical and mental health.

đź’śđź’¬Psychogenic (Secondary) Needs

These arise from social and psychological aspects and are central to Murray’s theory. While not "basic," they guide complex human behavior:

•Achievement – The need to accomplish tasks and excel.
•Affiliation – The need to form and maintain social bonds.
•Dominance – The need to influence or control others.
•Autonomy – The need for independence and freedom.
•Order – The need for organization and stability.
•Understanding – The need for knowledge and comprehension.

đź’Ąđź’«Next, Determine the Desired Approach:

•Do you want to solve the root cause of the problem?
•Do you want to create a "painkiller" (address symptoms without tackling the root cause)?
•Or, would you address only part of the problem (not the full scope)?
3. 🎢♨ Identify the Root Cause

Use the “5 Whys” method (at least three iterations of "Why?"):

1.Ask: Why is this a problem?
2.Then ask again: Why? What’s the purpose of addressing it?
3.Repeat until you uncover where the problem originates.

Once you identify the root cause, revisit and refine your problem statement.

4. Examine Symptoms

Define the symptoms or consequences of the problem:

•Think of symptoms as the visible or experienced outcomes (e.g., fever is a symptom of sickness).
•List all symptoms on sticky notes or in a visual format.
5. Consider Challenges, Blockers, and Limitations

Identify challenges or limitations that may shape your approach:

•Organizational strengths or weaknesses.
•Budget or time constraints.
•Reasons for focusing on one part of the problem or tackling symptoms first.

🤫🤔Now, assumptions are normal but need to be managed:

Write each assumption on a sticky note and organize them in a matrix:

•High Confidence (you’re confident the assumption is true).
•High Risk (could significantly affect the outcome if wrong).

For high-risk assumptions, do research or talk to stakeholders. Create a list of questions for stakeholders to validate or invalidate these assumptions.

6. Refine the Problem Statement...👣🦵
1.Review all the steps so far and redefine your problem statement.
2.Transform the problem into a “How Might We” question (e.g., “How might we improve customer satisfaction while reducing costs?”).

Move forward...👣🦵

With a well-defined problem, a clear understanding of its root cause, and a plan to manage assumptions, you’re ready to start working on solutions. This process ensures you’re solving the right problem effectively and efficiently.

New Board
  • Problem analysis The process
  • Current environmental limitations and things outside our control.
  • Root cause is defined as a factor that caused a nonconformance and should be permanently eliminated through process improvement.
  • A sign of the existence of something, especially of an undesirable situation. Different users/people will experience different symptoms.
  • How would you define the problem?
  • How would the user/buyer define the problem?
  • How would the business/Organization/Team define the problem?
  • What type of problem is this?
  • How would you like to approach it?
  • Solve the root cause of the problem
  • "Painkiller" (address symptoms without tackling the root cause)
  • Address part of the problem/some of the causes (not the full scope)
  • List of Assumptions
  • High Confidence
  • Low
  • High Risk
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Created byNova·Official process
Last edited Dec 4, 2024·6 steps