(iv) Try to pinpoint the causes of the problem
With the problem definition well in mind, look for what
changed or was different when the problem occurred
from when it did not occur. This change or difference is
probably part of the cause of the problem. Be careful:
complex problems usually have complex causes. Don’t
assume that you have found the whole cause just because
you can identify one factor. The reason for pinpointing
causes before trying to correct a problem is that the more
one understands about a problem, the more effective and
less expensive one’s corrective measures are likely to be.

 

(v) Consider corrective actions

Once there is understanding of a problem’s causes correc-
tive steps can be considered.

Always consider more than one approach to correcting a
problem. This increases your chances of nor jumping to
costly conclusions. At this time, concentrate on suggesting
corrective steps, but not on selecting which one you will
finally use. When people get into debate about which is
the best way to do something, it usually shuts off their
creativity.

(vi) Decide upon the most promising corrective action
This can be done by vote, or by general agreement.
Usually, if there has been real understanding of the
problem, there will be ready agreement on the most
promising corrective action.

(vii) Determine responsibilities for next steps, including reporting
dates.

Who is to do what and when. Usually a detailed action
plan is needed, and other resources must be obtained.
Also, controls must be established to check progress and
provide advance warnings of difficulty. Make sure there
is one individual who knows he is responsible for each
major phase of implementation designing the plan, ob-
taining needed resources, maintaining control, etc.).

General Observation
Conducting a good Council or Committee meeting is a dif-
ficult task. To be effective, the meeting must encourage

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