Identifying Problems
Because TNA is about investigating and resolving problems that affect performance at work, it requires starting by clearly stating the problem to fix. Unless it is part of introducing change, TNA is neither useful nor required when individuals or organizations perform as expected. A TNA is successful when it helps address real problems, at the risk of wasting time and effort.
Effective TNA therefore starts by,
(a) Stating the problem to address as clearly and succinctly as possible.
(b) Confirming it can be addressed through TNA.
A problem exists when observable and measurable facts or events make it clear something is wrong that prevents performing work and achieving expected results. It becomes real when it can be observed and described, its consequences assessed, and when there is no obvious or typical solution to apply. Problems are therefore not only defined in terms of time and effort but also in terms of identifying and dealing with some unknown. For example, allocating more space for security at an airport may involve much work but only become a problem if there is no such space available.
Because it is not always obvious at first what is happening that affects performance, we rely on observations and impressions as indicators - or symptoms - of what may be happening to get started. At the same time, because initial observations can't always be trusted (they may reflect beliefs or values instead of real problems), we must find some 'proof' or confirmation that the problem is real before continuing. A problem is real when it,
(a) Prevents the organization from achieving its objectives.
(b) Keeps employees from performing their jobs.
(c) Creates unacceptable safety or security risks.
(d) Impacts financial results (either through costs or revenues).
(e) Affects overall staff motivation or creates negative attitudes.
(f) Prevents organizational growth and development.
(g) Consistently makes it more difficult to complete work or achieve results.
(h) Takes more energy or attention than should be needed to complete tasks.
(i) Prevents competing effectively with others.
After clearly stating the problem to address, and because this exercise is about assessing the need for training, it becomes important to estimate the likelihood that training can help solve the problem identified. This means eliminating any problem from a TNA that obviously isn't about training. For example,
(a) Employees that can't perform well because of broken equipment don't need training.
(b) An airport that is expanding an area for security screening may have to hire - and train - new staff.
Some problems may be difficult to define and understand. In such cases, the initial problem investigation should continue until there is a clear direction to follow and a reason to follow it. Wait to proceed with the TNA until you can explain in simple terms what it should achieve (the problem to solve) and how results will be measured (we will know the problem is solved when...).
Writing A Good Problem Statement
A problem statement is a short sentence that indicates specifically what is wrong and must be improved. A good problem statement is,
(a) Short.
(b) Specific and focused on a single item.
(c) Easy to read and understand.
(d) Significant enough to generate support and justify action.
Struggling to write a problem statement usually means that it is not yet clear enough to discuss. This may happen because it is complex, because there are important disagreements within the organization about what is happening and how to approach it, or perhaps because of unexpected issues. In any case, don't push ahead without first writing a valid problem statement.
Work with colleagues as needed to refine your understanding of the problem. Ask those concerned to define it in their own words. Look for a theme in these definitions to summarize in a single statement. You are done and ready to proceed when anyone who reads that statement immediately understands what it's about.
Always get management (or stakeholder) support and approval for the problem to investigate before proceeding. Managers that may be affected by the TNA should understand and support it. This is essential for gathering relevant data and properly completing the TNA.
| "We get too many complaints from clients about customer service and want to fix it." | "Many passengers complain that service is slow and staff ineffective. Staff is seen milling around without apparent purpose and there are many delays processing passengers." |
| Although this statement suggests there is something wrong with customer service, it provides very little information to confirm what to investigate. | While this statement doesn't explain why employees aren't performing well, it is more focused and helpful understanding what may be happening. |
| "The department needs new business processes. Ours are outdated." | "Existing business processes no longer reflect international regulations and can't be mapped into new financial software. They affect the quality of business decisions and what can be achieved." |
| It is not clear if this statement represents a real problem or an opinion / desire. While this may reflect a genuine need for change, it does de facto justify doing TNA. | Once again, although the real nature of the problem is not known, it is stated clearly enough to be understood and confirmed. |
