When problem solving, you may recognize that you were working on a symptom instead of the problem. An analysis of the more clearly defined problem may require an alteration to the objectives or the ideal solution. These reviews and changes are costly in terms of time and effort which emphasizes the need for rigid scrutiny during the initial problem definition to avoid wasted time and effort. Once implementation begins, it is even more difficult to learn that the entire action plan and subsequent efforts were based on symptoms in lieu of authentic problems.

The following five-questions should be asked before taking any definite action: What solutions are available? What solution has priority? What are available resources? What are existing obstacles? What are side effects (Budget & People i.e. public relations -- work structure/schedule -- resistance to change)?

There needs to be a systematic procedure to surface the activities necessary to accomplish the solution recommended. Once the activities are labeled, the duties or tasks to complete the activity can be assigned to specific individuals who then become responsible for their completion. It is useful for the manager to obtain approval of the recipient, for the task assignment and obtain agreement on a completion date for the task/activity. Each of the steps and tasks is assigned and completion dates are established. As the action agenda becomes more complex the importance of accountability becomes more significant. If tasks are assigned without a structure which notifies the manager that tasks are not completed on due dates, there will be a break down in the entire plan.