To know how to deal with a problem, you must first identify the problem itself. This may sound obvious, but because problems can result from a confluence of events, the real issue may not always be immediately apparent. Identify the problem by asking specific questions and obtaining information from people with direct knowledge of the issue. According to East Carolina University's Public Policy Writing website, another important aspect of problem identification is determining the condition the problem creates. For example, if the problem is that five of your best employees quit the same day, the conditions that creates could include low office morale and a fear in your staff that mass layoffs are on the way.
Once you've identified the problem, you must evaluate the problem to determine what caused it to happen. For instance, in the example of five employees who left your company on the same day, you would have to talk to each of them individually to determine why they decided to tender their resignations. You may learn that it wasn't a coincidence and that they are forming a new company together, which would explain why they left and also why it happened on the same day.
Analyzing information is necessary to determine the root cause of a problem. Because people tend to see the same issue in different ways, you may have to sift through contradictory information to effectively analyze the genesis of the problem. In the example of the resignation of your five best employees, you would collect information from your other staff and from supervisors to determine why you were unable to keep those five workers from leaving. From your own perspective, you may be tempted to dismiss the problem as five disgruntled employees seeking greener pastures, but others may not see it the same way. You may find that there's a general dissatisfaction with promotions, salaries and the corporate culture. However, according to Wolcott Lynch Associates, it's only through objective analysis that you will determine the root cause.
Having applied analysis to determine the root cause of the problem, you must then decide the problem's urgency and the likelihood of it happening again. In the example of the five workers who resigned, ask yourself if it's an aberration or if their resignation speaks to a larger, systemic problem in how your company treats its staff. Use all the information you've gathered and the evaluation you made about the problem to decide how big an issue you might have on your hands. Factor in the lost manpower caused by the departed workers, and the possibility of even more workers resigning, and how that will affect your profitability and ability to meet your production goals. This will help you prioritize any corrective action you decide to take.
The last step in framing a problem is to define the objectives of the solution. Objectives can be short or long-term, depending on the nature and severity of the problem. Long-term objectives tend to take longer to implement and are harder to quantify than short-term objectives, which are easier to measure and evaluate. In general, objectives should be positive and beneficial, and should strive to address not just the problem but the underlying cause, which can help prevent the problem from recurring.