Step 2 – Understanding Cause

Usually, Step 2 will be completed concurrently with Step 1. Understanding results and understanding cause is an artificial division, and the organization and preparation for both steps can be completed concurrently.

To understand the results that you have achieved, and the strengths and weaknesses that you have documented, you must look for the cause. Further, understanding the cause of your strengths and weaknesses allows you to plan where and how to focus your efforts for change and improvement. This requires research and creative thinking.

Causes are management or business processes which are within the control of the agency and, if changed, can improve outcomes. They include such things as allocation of resources, training of staff, access to services, and location of services. When a problem is identified you must drill down from the problem itself to the underlying cause that is responsible for the outcome. You may have to brainstorm possible causes before selecting the most probable. While the initial work may be conducted by the assessment team and some possible causes can be suggested, it is important that a broad selection of staff or volunteers is engaged in this process.

To determine the issues and the causes, there are a number of techniques which can be used. You can go back to client groups or stakeholders and do in-depth interviews or focus groups, develop flow charts or analyse performance information. Tools to assist with determining, analysing and improving performance are available.

The key activities include:

• Identify the probable causes (done by the work group, or by a group of staff in a brainstorming session)
• Assemble circumstantial evidence to make the case for the probable causes identified
• Choose one of the probable causes, the cause which the group feels is the most significant
• Build a plan of action for changing the chosen probable cause. Choose to change things that you feel will produce positive results, and keep in mind the idea that you should concentrate on the 20% of the work that produces the highest return.
• Developing agreement to finalize the causes
  • Develop a probable cause for each area of strength or weakness
  • Ensure that each probable cause is within your agency’s control
  • Seek concurrence from the management of the agency and the board of directors
  • Enter in Step 2 – Understanding Cause Summary