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Kepner Tregoe Method of Problem Solving

Kepner Tregoe Method of Problem Solving: this article explains the Kepner Tregoe Method , also known as the KT-method , developed by Charles Kepner and Benjamin Tregoe in a practical way. Next to what this is, this article also highlights rational processes, the importance of cause and that this method is effective. After reading, you’ll have a basic understanding of this problem solving process. Enjoy reading!

What is the Kepner Tregoe Method?

Problems occur in any given organization. Often there is pressure of time to solve the problems and it is debatable what the right way of solving these problems is.

The Kepner Tregoe method or KT-method is a problem analysis model in which the “problem” is disconnected from the “decision” . An English synonym for this problem solving method is Problem Solving and Decision Making (PSDM).

Traditional thinking pattern

The founders Charles Kepner and Benjamin Tregoe developed a rational working method in the 1960s in which they researched and identified the troubleshooting skills of people.

Throughout the centuries mankind has learned to deal with complexity and to (directly) anticipate on this. As a consequence, the traditional thinking pattern became a part of human nature.

When solving problems people search for the answer to the following four questions:

• What happened?
• Why did it happen?
• How should we act?
• What will be the (future) result?

Kepner Tregoe method: rational processes

To break through this traditional pattern Charles Kepner and Benjamin Tregoe came up with four rational processes in which four fundamental questions are reflected:

1. Situation analysis

This clarifies the problem situation (what happened).

1.1 Problem analysis

Here the actual cause of the problem and the relationship between cause and result are searched for (why did it happen).

1.2 Decision analysis

Based on the decision making criteria, choices are made to arrive at potential problem resolutions (how should we act).

1.3 Potential Problem analysis

Figure 1 – Kepner Tregoe Method Analysis

Distinction

According to the KT-method, different tasks involve different problems, which in turn need different approaches. A situation analysis will clarify the distinctions in all these processes and as a result it will be possible to search for suitable solutions. This situation analysis provides an insight into necessity, priority and urgency of the various tasks.

When it has become clear which tasks are to be prioritized (action list) preparations can be made for potential problems. By using a good problem analysis in advance, a process will be created to prevent future problems or in emergencies, to limit the damage.

The strengths of this method does not stop there. Apart from the fact that problems are specified in terms such as “what, where, when and how big”, the Kepner Tregoe Method focuses on anything that cannot be the cause of the problem.

Certain causes are therefore excluded. Based on a “this is” and “this is not” analysis a clear overview of possible causes can be created and this makes the troubleshooting process consistent.

The Kepner Tregoe Method is efficient

The KT-method deploys an efficient troubleshooting process. Through research Charles Kepner and Benjamin Tregoe discovered that the registration of a problem is not a uniform process. In spite of the available information, people usually process information badly, misinterpret this or overlook important matters.

In addition, Charles Kepner and Benjamin Tregoe examined the discrepancies between successful and less successful troubleshooting.

They discovered that a predetermined logical method facilitates the search for the causes of a problem. In their “Best practice in troubleshooting” , they describe this methodology, which forms the basis for this method.

The Kepner Tregoe Method is Effective

This method is universal and is still used today in many organizations to track down problems and identify potential causes. Apart from the fact that the Kepner Tregoe Method leads to an explanation of problems, it also helps improve mutual understanding within an organization.

It’s Your Turn

What do you think? Is the Kepner Tregoe Method applicable in today’s modern organizations? Do you recognize the practical explanation or do you have more suggestions? What are your success factors for the good Kepner Tregoe Method set up?

Share your experience and knowledge in the comments box below.

More information

• Lussier, R. N.  (2005). Management fundamentals: concepts. applications, skill development . Cengage Learning .
• Payne, S. L. & Marty, C.S. (1966). The Rational Manager: A Systematic Approach to Problem Solving and Decision Making . Journal of Marketing. Vol. 30 Issue 1, p97.
• Kepner, C. H. & Tregoe, B. B. (1965). The Rational Manager . McGraw-Hill.

How to cite this article: Mulder, P. (2012). Kepner Tregoe Method . Retrieved [insert date] from Toolshero: https://www.toolshero.com/problem-solving/kepner-tregoe-method/

Original publication date: 06/30/2012 | Last update: 12/09/2023

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Patty Mulder

Patty Mulder is an Dutch expert on Management Skills, Personal Effectiveness and Business Communication. She is also a Content writer, Business Coach and Company Trainer and lives in the Netherlands (Europe). Note: all her articles are written in Dutch and we translated her articles to English!

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4 responses to “kepner tregoe method of problem solving”.

I am stunned to read that the Kepner Tregoe Method “…… IS STILL used today in many organizations to track down problems and identify potential causes…..”. I have used it all the time along my career as a manager of organizations, with extreme success. As a tool for identifying problems, as a tool for taking better decisions. So, please, I would appreciate to know what kind of system is being used now instead of an approach like K-T, to have provoked your comment about the existence of an alternative way of thinking.

Other than KT, I also use the Analytic Hierarchy Process (AHP) Like KT, it forces discipline and analysis and it helps to explain why decisions are made with understandable background and data. Many of the old Total Quality Management tools are also useful for solving problems and making good management decisions. Nominal Group Technique, Pareto Charts, and weighted multivoting are all quite useful. ITIL is the new way of thinking, but it can be rather dry and robotic unless it is underpinned with good decision tools.

Thank you for your comment and sharing your experience Pete.

Seems that I naturally deal with problems this way without knowing a name for it. In fact, it seems obvious to me that this approach should be taken anyway.

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The Kepner-Tregoe Matrix

Making unbiased, risk-assessed decisions.

By the Mind Tools Content Team

No matter what position you hold, from the board room to the mailroom, you make decisions every day.

And the end result in business is directly linked to the quality of the decisions made at each point along the way.

So, not surprisingly, decision-making is a universally important competence in business. Some decisions clearly have a greater impact on the business than others, but the underlying skill is the same: the difference is in the scope and depth of the process you go through to reach your decision.

One reason why decision-making can be so problematic is that the most critical decisions tend to have to be made in the least amount of time. You feel pressured and anxious. The time pressure means taking shortcuts, jumping to conclusions, or relying heavily on instinct to guide your way.

Kepner-Tregoe: Taking the Guesswork out of Decision-Making

In your organization, you've probably heard of someone who made it all the way to VP by relying on his gut to make decisions. At the other extreme is the guy who simply can't make a decision because he analyzes the situation to death. The bottom line is, you have to make decisions, and you have to make good decisions. Poor decisions are bad for business. Worse still, one poor decision can lead to others, and so the impact can be compounded and lead to more and more problems down the line.

Thankfully, decision-making is a skill set that can be learned and improved on. Somewhere between instinct and over-analysis is a logical and practical approach to decision-making that doesn't require endless investigation, but helps you weigh up the options and impacts.

One such approach is called the Kepner-Tregoe Matrix. It provides an efficient, systematic framework for gathering, organizing and evaluating decision-making information. The approach was developed by Charles H. Kepner and Benjamin B. Tregoe in the 1960s and they first wrote about it in the business classic, The Rational Manager (1965). The approach is well-respected and used by many of the world's top organizations including NASA and General Motors. [1]

The Kepner-Tregoe Approach

The Kepner-Tregoe approach is based on the premise that the end goal of any decision is to make the "best possible" choice. This is a critical distinction: the goal is not to make the perfect choice, or the choice that has no defects. So the decision maker must accept some risk. And an important feature of the Kepner-Tregoe Matrix is to help evaluate and mitigate the risks of your decision.

The Kepner-Tregoe Matrix approach guides you through the process of setting objectives, exploring and prioritizing alternatives, exploring the strengths and weaknesses of the top alternatives, and of choosing the final "best" alternative. It then prompts you to generate ways to control the potential problems that will crop up as a consequence of your decision.

This type of detailed problem and risk analysis helps you to make an unbiased decision. By skipping this analysis and relying on gut instinct, your evaluation will be influenced by your preconceived beliefs and prior experience – it's simply human nature. The structure of the Kepner-Tregoe approach limits these conscious and unconscious biases as much as possible.

The Kepner-Tregoe Matrix comprises four basic steps:

• Situation Appraisal – identify concerns and outline the priorities.
• Problem Analysis – describe the exact problem or issue by identifying and evaluating the causes.
• Decision Analysis – identify and evaluate alternatives by performing a risk analysis for each and then make a final decision.
• Potential Problem Analysis – evaluate the final decision for risk and identify the contingencies and preventive actions necessary to minimize that risk.

Going through each stage of this process will help you come to the "best possible choice", given your knowledge and understanding of the issues that bear on the decision.

How to Use the Tool

The Kepner-Tregoe Matrix is an in-depth approach that can be supported by detailed instruction and worksheets. As an overview of the approach, the following steps show the general principles of how the Kepner-Tregoe approach can apply to a decision-making situation:

1. Prepare a decision statement.

• This is a general overview of what the decision is expected to achieve (the key objective).
• The statement should discuss the action that is required and the result that is desired.

2. Establish strategic requirements ("Must Haves").

• What "musts" will the final decision provide, allow for, include, etc.? For example: we must have 10 percent cost saving, we must include four color choices, the rope must hold 200 lbs.
• These requirements are absolute – there is no compromise.

3. Establish operational objectives ("Want to Haves").

• What do you "want" the final decision to support?
• By identifying the wants you can rank the alternatives according to which ones satisfy the most, or most important, wants.

4. Identify the restraints (Limits).

• What are the things that will limit your ability to do exactly what you want/need?
• These are typically resource constraints like money, materials, and time.

5. Rank the operational objectives and assign relative weights.

• For each "want", assign a rating of 1 – 10 based on the degree of importance.

6. Generate a list of alternatives.

• Think of as many alternative courses of action as you can. Don't be too concerned that they all meet the "musts" and "wants" you just defined. You will rank these alternatives in the next step.
• Brainstorming is a good approach for generating your list of alternatives.

7. Assign a relative score for each alternative.

• First, eliminate any alternatives that do not meet the "musts" – these are not worth considering any further.
• For the first alternative, go through each objective (want) and rate how well the alternative satisfies it using a 1 – 10 scale.
• Multiply the weight of the objective by the satisfaction rating to come up with a weighted score for each objective.
• Add the weighted scores to determine the total weighted score.
• Repeat the process for each alternative.

8. From the total weighted score for each alternative, rank the top two or three alternatives.

• Remember to make sure that the alternatives you choose meet all the "must" criteria.

9. For the top alternatives, generate a list of potential problems (adverse effects) for each.

• Rank the potential problems for each alternative according to probability and significance.
• Obtain a total weighted score for the adverse effect (adversity rating).

10. Analyze the alternative ranking and the adversity rating and make a final decision.

11. decide on mitigating actions for the chosen alternative..

• Look at each of the adverse effects already identified and generate a list of proactive responses to reduce the probability of each.
• Continuously monitor these probabilities and take action as needed.

The Kepner-Tregoe Matrix is a well-respected and systematic approach for making decisions. The matrix process forces users to be well-organized and thorough.

By weighting and ranking both the benefits and risks, it helps you choose the very best alternatives.

Using the Kepner-Tregoe approach requires patience and a commitment: the payoff for the time invested is good, unbiased decision-making that makes good business sense.

[1] Kepner, C. and Tregoe, B. (1965). ' The Rational Manager .' McGraw-Hill Book Company.

Kepner-Tregoe is a trademark of Kepner-Tregoe, Inc. See www.kepner-tregoe.com .

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Understanding the Kepner-Tregoe Technique - A Guide to Enhanced Problem-Solving and Decision-Making

In the dynamic world of business, the ability to efficiently solve problems and make decisions is crucial for success. The Kepner-Tregoe technique, developed by Charles H. Kepner and Benjamin B. Tregoe, is a structured methodology that aids in the systematic analysis and resolution of problems. This blog post delves into the essence of the Kepner-Tregoe technique, exploring its key components and benefits.

What is the Kepner-Tregoe Technique?

The Kepner-Tregoe technique is a problem-solving and decision-making framework that provides a systematic approach for identifying, analyzing, and resolving issues. It consists of four main processes:

Problem Analysis : This process involves defining the problem, understanding its nature, and diagnosing the root cause. By distinguishing between what is known and unknown, the problem is clarified, making it easier to identify potential solutions.

Decision Analysis : This step is crucial for making informed decisions. It involves evaluating alternatives against a set of objectives and identifying the risks associated with each option. This helps in selecting the most feasible and beneficial solution.

Potential Problem (or Opportunity) Analysis : Here, the focus shifts to forecasting future issues or opportunities. This proactive approach helps in preparing for potential challenges and capitalizing on opportunities that may arise from the decision made.

Situation Appraisal : This involves assessing the situation to prioritize issues, plan the next steps, and allocate resources effectively. It helps in managing multiple problems or decisions simultaneously.

Benefits of the Kepner-Tregoe Technique

Enhanced Problem-Solving Skills : The technique fosters a deep understanding of the problem, leading to more effective solutions.

Improved Decision-Making : By systematically evaluating alternatives, the technique ensures that decisions are well-informed and aligned with objectives.

Risk Management : It helps in identifying potential risks and prepares organizations to mitigate them effectively.

Efficient Resource Allocation : By prioritizing issues, the technique ensures that resources are used optimally.

Fosters Team Collaboration : The structured approach encourages teamwork and clear communication, making it easier to reach a consensus.

Implementing the Kepner-Tregoe Technique

To effectively implement the Kepner-Tregoe technique, organizations should:

Train Employees : Provide training to develop the necessary skills for applying the technique.

Encourage a Systematic Approach : Foster a culture where problems are approached methodically, using the Kepner-Tregoe processes.

Utilize in Various Scenarios : Apply the technique across different types of problems and decisions to maximize its benefits.

Regularly Review and Refine : Continuously assess the effectiveness of the technique and make adjustments as needed.

The Kepner-Tregoe technique is a powerful tool for organizations seeking to enhance their problem-solving and decision-making capabilities. By providing a structured approach, it not only leads to better outcomes but also promotes a culture of strategic thinking and collaboration. Implementing this technique can be a game-changer for businesses aiming to navigate complexities with greater confidence and efficiency.

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Kepner-Tregoe Matrix

A Kepner-Tregoe matrix is used to find causes of a problem. It isolates the who, what, when, where, and how aspects of an event, keeping the focus on the elements that have an impact on the event and eliminating the elements that do not. This allows you to compare what the problem is, with what it is not, illuminating distinctive features of the problem and pointing out its potential causes.

To clarify what the problem is not about.

When identifying the causes of quality problems.

When brainstorming.

1. DESCRIBE THE EVENT in a clear manner so it can be understood by everyone.

2. PRODUCE AN EMPTY MATRIX of six rows by four columns. Fill the headings of the 4 colums with the following: "performance shortcoming," "is," "is not," and "distinction." Below the top row, fill the row headings of the rows with the following: "what occurs, what objects are affected?," "where does the problem occur?", "when does the problem occur?", "extent of shortcomings?", and "who is involved?"

3. RECORD THE PROBLEM OR EVENT under analysis in the upper left-hand corner of the matrix.

4. DESCRIBE WHAT DID OR DOES OCCUR using the "is" column. Determine the objects affected and what specifically occurs. Determine the location of the event. Determine when the event occurs, whether it has recurred, whether it happens in conjunction with any other events, and any patterns observed.

5. DETERMINE THE EXTENT OF THE PROBLEM. Think about how many objects had problems and how many problems each object had. Determine the severity of the problems.

6. DETERMINE WHO is involved in the event. However, ensure that this step does not assign blame.

7. IDENTIFY CIRCUMSTANCES that could occur but do not recur using the "is not" column.

8. Examine the "is" and "is not" columns to IDENTIFY WHAT IS DIFFERENT OR UNUSUAL about events where the problem exists versus where it is absent ("is" versus "is not"). Record your observations in the "distinctions" column.

9. FOR EACH DISTINCTION DETERMINE whether it relates to a known change. Examine how the change could have caused the problem. Record all possible causes.

10. TEST ALL POSSIBLE CAUSES BY DETERMINING whether the each item in the "is" and "is not" columns can be explained by the cause. The most likely cause explains every aspect of the problem.

11. PLAN AN EXPERIMENT TO VERIFY THE CAUSE(S) identified, if possible.

Can be used at any stage of a process improvement effort.

Is a useful tool for problem discovery and resolution.

Offers exhaustive process for accurate problem definition.

Is time consuming.

Andersen B. Tools for analyzing the performance shortcoming. In: O'Mara P, editor. Business process improvement toolkit. 2nd ed. Milwaukee, WI: ASQ Quality Press; 2007. p. 123-55.

Tague N. The tools. In: O'Mara P, editor. The quality toolbox. 2nd ed. Milwaukee, WI: ASQ Quality Press; 2005. p. 93-521.

Lighter D. Process orientation in health care quality. In: Moore C, editor. Quality management in health care: principles and methods. 2nd ed. Sudbury, MA: Jones and Bartlett Publishers; 2004. p. 43-101.

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Kepner Tregoe Problem Solving

• Post last modified: 4 September 2023
• Reading time: 13 mins read
• Post category: Production Management

Drs. Charles Kepner and Benjamin Tregoe created this model in the 1950s, and it has since been utilised to solve some of the most difficult challenges, including troubleshooting the Apollo 13 crisis and safely guiding the stricken spacecraft back to Earth. It is likely to work for an organisation if it worked for NASA.

Table of Content

• 1.1.1 Recognise Priorities at All Levels
• 1.1.2 Recognise What Others Are Doing
• 1.1.3 Examine the Processes and SOPs That Are in Place:
• 1.2.1 Problem Identification
• 1.2.2 Identify the Root Cause
• 1.2.3 5 Whys
• 1.3.1 Generate Potential Solutions
• 1.3.2 Structured Brainstorming
• 1.3.3 Mind Map
• 1.3.4 Choose the Best Solution
• 1.4.1 Risk Identification and Assessment
• 1.4.2 De-Risk

The Kepner-Tregoe framework consists of four reasonable assessments that assist in identifying problems, developing solutions, and minimising risks. They are explained as follows:

Situation Analysis

Problem analysis, decision analysis, potential problem analysis.

Step one of the Kepner-Trego method, situation analysis, is dedicated to just that. The following are some topics to think about when assessing your circumstance:

Recognise Priorities at All Levels

Examine your organisation’s mission, vision, values, priorities and goals at every level. Consider how each level is linked to the others.

Recognise What Others Are Doing

Examine the priorities of your organisation from the outside now that you know what they are. What are the other businesses doing in your area? What are the actions of industry and academia? What is making the news these days? Such inquiries will assist you in identifying the external factors that form your surroundings.

Examine the Processes and SOPs That Are in Place:

What tools, methods, and workflows does your team, organisation, or firm use to get things done? How do people exchange and consume data? The answers to these questions will assist you in gaining a better understanding of how things work. And understanding how things function is the first step in figuring out what is not working. Take into account upcoming events.

Now that you have a better understanding of your surroundings, it is time to find out what is wrong and why. This section will assist you in doing so.

Problem Identification

The first step is to make a list of potential issues. Does not it appear to be simple? Not so fast, my friend. Remember that you may be a new employee, a new manager, or a new team member. Therefore, even though you collected reams of data for your Situation Analysis, you may be having trouble putting the puzzle together. That is OK. Here are two methods for bringing your issues into sharper focus.

Identify the Root Cause

How do you know your problem is the proper one now that you have recognised it? You most likely have no idea. That is why, to make sure you are dealing with the appropriate issue, you should undertake a root cause analysis. The ‘5 Whys’ method is my preferred strategy for this.

To investigate the sources and effects that underlay a problem, the ‘5 Whys’ approach to root cause analysis is applied. You begin by describing your issue and inquiring as to why it is occurring. Continue in this manner 3–5 times more till you have figured out what is causing your difficulty.

Now that you have figured out what is causing the problem, you can make a list of alternative remedies, compare them, and pick the best one.

Generate Potential Solutions

In general, the quality of your selection will be proportional to the number of solutions you develop. If you are gifted in this area, this is where your imagination will shine. Here are two strategies to get your creative juices flowing if you are weak in that department.

Structured Brainstorming

One of the most efficient strategies to come up with new ideas is to use structured brainstorming. Begin by forming a group of at least two and no more than ten individuals. Write the underlying problem on a whiteboard, hand out post-it notes, and urge the group to brainstorm as many remedies as they can in ten minutes, placing each sticky note on the whiteboard. To avoid groupthink, this must be done quietly.

Next, assign two members of the group to organise the sticky notes into groups or themes. Depending on the number of ideas created, this should take 2–5 minutes. In the next step, these themes and their solutions will be compared against one another.

A thought map is another important tool for generating solutions. A mind map is a creative, hierarchical way of visualising the interdependence of thoughts. Begin by jotting down your fundamental reason in the middle of a page. Expand your thinking and make a list of prospective workstreams, solutions, and initiatives for each. When you let go of your inhibitions and write the first thing that comes to mind, mind mapping works best.

Choose the Best Solution

Your capacity to make good decisions will determine a large part of your success as a people manager. As a result, you should not take chances when selecting a remedy. Instead, use a methodical approach to guarantee you are picking the finest option. Pros and cons lists and decision matrices are two excellent methods for doing so.

You have made it to the last but most important step: assessing potential issues. Your desire to move forward with implementation is probably stronger than it has ever been. But take your time. Step 4 will save you a lot of time and aggravation in the long run. This is where you will identify, appraise, and decide on risk management strategies.

Risk Identification and Assessment

Make a list of the potential dangers associated with your suggested remedy. In the automobile example above, you may see the possibility of the car breaking down or not being able to afford the car payment as a risk. Conduct a brainstorming session if you are having trouble identifying dangers. Examine the likelihoods and effects of the za you have identified next.

In our case, the chances of our new vehicle breaking down are low, but the repercussions may be severe if the problem is not covered under warranty or if we break down in a dangerous section of town with our infant in the car. If we are employed, the chances of not being able to afford the automobile payment are slim, but what if we lose our job? Were we going to be able to afford the car? If we default on the loan, we would have a negative mark on our credit, which will limit our purchasing power.

There are five risk management strategies to choose from, and you must select one for each risk you have identified:

• Assume: Assuming a risk means you have detected it but haven’t taken any steps to mitigate it. You simply accept the possibility and deal with the ramifications if it does. This is an effective method for low-probability, low-impact threats.
• Reduce: Taking pre-emptive actions to lessen the impact of risk so that the repercussions are smaller and easier to fix is known as risk reduction or risk mitigation. A notable example of a risk mitigation approach is the use of seat belts. A seat belt will not prevent an accident from occurring, but it will lessen the chance of injuries.
• Transfer: Offloading risk to another entity is known as risk transfer. A bank that bundles a portfolio of high-risk loans and sells them to another institution is an example of risk transfer to a third party.
• Exploit: When a risk has the potential to have a positive impact, you exploit it. In such instances, you should take precautions to guarantee that the risk does not arise. Assume we are creating an electric vehicle, and there is a chance demand will outstrip supply. You may take advantage of this danger by creating a new facility, stockpiling more resources, and recruiting more personnel.
• Avoid: Taking deliberate measures to avoid danger is known as risk avoidance. The recent postponing of international gatherings in reaction to the COVID-19 outbreak is a good example of risk avoidance. Amid a global epidemic, event organisers have judged that the risk of big gatherings is too severe.

Let us understand the application of Kepner-Tregoe model for a decision of buying a pre-owned car by an individual.

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Using the Kepner-Tregoe Methodology for Effective Problem-Solving

The Kepner-Tregoe methodology is a problem-solving and decision-making framework that helps individuals and organizations systematically analyze problems, make decisions, and manage risks. Developed by Charles Kepner and Benjamin Tregoe in the 1950s, the methodology has been widely adopted by businesses, governments, and other organizations worldwide. One of the core components of the Kepner-Tregoe methodology is the use of a matrix to identify the root cause of a problem. In this article, we will explore how the matrix works and how it can be used to solve complex problems.

The Kepner-Tregoe methodology consists of four distinct steps: Situation Appraisal, Problem Analysis, Decision Analysis, and Potential Problem Analysis. Each step is designed to help individuals and teams approach complex problems in a structured and systematic way. In this article, we will focus on the Problem Analysis step, which involves identifying the root cause of a problem using a matrix.

The Problem Analysis step begins with defining the problem. This step involves clearly stating the problem and its impact on the organization. Next, the team identifies the symptoms of the problem. Symptoms are the visible or measurable indicators of the problem. Once the symptoms are identified, the team uses a matrix to identify the root cause of the problem.

The matrix used in the Kepner-Tregoe methodology is called the Cause and Effect Analysis matrix, also known as the Ishikawa or fishbone diagram. The matrix is a visual tool that helps individuals and teams identify the underlying causes of a problem. The matrix is structured like a fishbone, with the problem or effect at the head of the fishbone and the potential causes of the problem branching off like a fish’s bones.

To use the matrix, the team first identifies the problem or effect that needs to be analyzed. This is written at the head of the fishbone. Next, the team identifies the major categories of potential causes that may be contributing to the problem. These categories are written on the main branches of the fishbone. Examples of potential categories include people, processes, technology, and the environment.

Once the major categories are identified, the team begins to brainstorm the potential causes within each category. Each potential cause is written on a small branch of the fishbone. The team continues to brainstorm potential causes until all potential causes have been identified.

Once the potential causes have been identified, the team begins to analyze each cause to determine its likelihood of contributing to the problem. This analysis involves evaluating each potential cause based on its ability to explain the symptoms of the problem. The team also considers the likelihood that each potential cause is contributing to the problem and the potential impact of each cause on the organization.

Based on this analysis, the team can identify the root cause of the problem. The root cause is the underlying issue causing the problem’s symptoms. Once the root cause has been identified, the team can develop and implement a solution to address the problem.

In conclusion, the Kepner-Tregoe methodology is a powerful tool for problem-solving and decision-making. The Problem Analysis step, which uses the Cause and Effect Analysis matrix, is a critical methodology component. By using the matrix, teams can systematically identify the root cause of a problem and develop effective solutions. Whether you are an individual or a team member, the Kepner-Tregoe methodology can help you approach complex problems confidently and clearly.

References: Kepner, C. H., & Tregoe, B. B. (2013). The new rational manager. Princeton, NJ: Princeton Research Press. Wu, T. (2019). An overview of the Kepner-Tregoe problem-solving methodology. Journal of Applied Management and Entrepreneurship

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Can You Analyze This Problem?

By: Perrin Stryker

The Kepner-Tregoe approach replaces hit-or-miss methods with a systematic method of problem solving and decision making. Managers who train in this concept of problem analysis often discover that…

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• Publication Date: May 1, 1965
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The Kepner-Tregoe approach replaces hit-or-miss methods with a systematic method of problem solving and decision making. Managers who train in this concept of problem analysis often discover that their reasoning methods in handling problems and decisions are faulty. Readers test their own reasoning powers against the problems presented in a case history, based on an actual situation, and can then compare the results of their analysis with the solutions presented in a subsequent article, How to Analyze That Problem (July-August 1965). The main issues of the case involve questions concerning production, labor relations, and personnel.

May 1, 1965

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Negotiation

Harvard Business Review

65312-PDF-ENG

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