5.1 Causes of problems
A problem is a gap between the current situation and the desired situation, such as late deliveries, poor quality, conflict among staff or rising costs. Every problem has one or more causes, and understanding these causes is the first step to solving it, because treating only the visible symptoms allows the problem to return. Causes at the workplace may come from people, methods, materials, machines, the working environment, management or forces outside the organisation. Example: a bakery's frequent late deliveries to supermarkets look like a driver problem, but investigation shows the real causes are an oven that keeps breaking down and orders that reach the production team late.
Symptoms and root causes compared
| Aspect |
Symptom |
Root cause |
| Meaning |
The visible sign that something is wrong |
The underlying reason the problem exists |
| Visibility |
Easy to see |
Often hidden and needs investigation |
| Effect of fixing |
Gives short-term relief; problem returns |
Prevents the problem from happening again |
| Example |
Customers complain about cold food |
Food warmers are switched off to save power |
Categories of causes of workplace problems
| Category |
Description |
Example |
| People |
Skills, attitudes, health and behaviour of workers |
Untrained staff making errors |
| Methods |
Procedures and ways of working |
Unclear or outdated instructions |
| Materials |
Quality and supply of inputs |
Substandard timber causing warping |
| Machines and equipment |
Condition and suitability of tools and machines |
Worn-out equipment breaking down |
| Environment |
Physical working conditions |
Poor lighting, heat or noise |
| Management |
Planning, supervision and decisions |
Unrealistic deadlines and poor allocation of work |
Common causes of problems at the workplace
- Poor communication: Unclear instructions, missing information or misunderstandings between staff and departments.
- Lack of skills and knowledge: Workers who are not trained for their tasks make mistakes and work slowly.
- Inadequate resources: Shortage of money, tools, materials, staff or time.
- Poor planning and organisation: Lack of schedules, priorities and clear roles.
- Equipment failure: Breakdown of machines due to age, misuse or lack of maintenance.
- Interpersonal conflict: Disagreements, personality clashes and competition among staff.
- Low motivation: Poor pay, lack of recognition or poor working conditions reduce effort.
- Change: New technology, systems or structures introduced without preparation.
- Weak supervision and leadership: Lack of guidance, follow-up and accountability.
- Non-compliance with procedures: Skipping steps or ignoring rules.
External causes of problems
- Economic changes: Inflation, exchange rate changes and reduced customer spending.
- Government regulations: New laws, taxes and licensing requirements.
- Supplier problems: Late, short or poor-quality deliveries.
- Competition: Competitors offering lower prices or better services.
- Weather and natural events: Floods, drought and power outages.
- Technological change: New technology making existing products or skills outdated.
Steps for identifying the cause of a problem
- Define the problem: Describe exactly what is wrong, where and when it happens.
- Gather information: Collect records, observations and reports about the problem.
- Talk to those involved: Interview workers, supervisors and customers.
- Separate symptoms from causes: List what is seen and ask why it happens.
- Group possible causes: Sort them into categories such as people, methods and machines.
- Rank the causes: Identify which causes contribute most to the problem.
- Confirm the root cause: Test or check the most likely cause with evidence.
- Record the findings: Write down the confirmed causes for the problem-solving team.
Worked example: finding the biggest cause of delays
Percentage share = number of delays from a cause ÷ total delays × 100
A courier company records 40 delayed deliveries in a month: 18 caused by late loading, 12 by vehicle breakdowns, 6 by wrong addresses and 4 by traffic.
Late loading share = 18 ÷ 40 × 100 = 45%
Vehicle breakdown share = 12 ÷ 40 × 100 = 30%
Late loading and breakdowns together = 45% + 30% = 75% of all delays
The rest of this chapter
🔒Create a free account to open more of this chapter.
Free: practical guides, quick cards, workplace scenarios and more.
Create a free account 🔒5.2 Methods of solving problems
Methods of solving problems are the techniques and tools used to understand a problem, find its causes and choose a workable solution. Different problems call for different methods: simple, familiar problems can be solved quickly by experience or trial and err…
🔒5.3 Problem-solving process
The problem-solving process is a systematic series of stages that takes an individual or team from recognising a problem to putting a lasting solution in place and checking that it works. Following the stages in order prevents common mistakes such as jumping t…
🔒5.4 Decision making
Decision making is the process of choosing the best course of action from two or more alternatives in order to reach a goal or solve a problem. Workers make decisions every day, from simple choices such as which task to do first, to major decisions such as whi…
🔒5.5 Creative thinking and critical thinking process in development of innovative and practical solutions
Creative thinking is the ability to produce new, original and useful ideas, while critical thinking is the ability to analyse and evaluate ideas, information and arguments carefully and objectively. The two work together in developing innovative and practical…
