STEP $1$: Define the problem.

Look first at the Outcome box of the Organizing Framework in Figure $4\mathrm{.}6$ to help identify the important problem$($s$)$ in this case. Remember that a problem is a gap between a desired and current state. State your problem as a gap, and be sure to consider problems at all three levels. If more than one desired outcome is not being accomplished, decide which one is most important and focus on steps $2$ and $3.$

Cases have protagonists $($key players$),$ and problems are generally viewed from a particular protagonist's perspective. You need to identify the prospective$-$employee, manager, team, or the organization$-$from which you're defining the problem.

Use details in the case to identify the key problem. Don't assume, infer, or create problems that are not included in the case.

To refine your choice, ask yourself, Why is this a problem? Explaining why helps refine and focus your thinking. Focus on to forics in the current chapter because we generally select cases that illustrate concepts in the current chapter.

STEP $2$: Identify causes of the problem using material from this chapter, which has been summarized in the Organizing Framework shown in Figure $4\mathrm{.}6.$ Causes will appear in either the Inputs box or the Processes box.

Start by looking at Figure $4\mathrm{.}6$ to identify which person factors, if any, are most likely causes of the defined problem. For each cause, explain why this is a cause of the problem. Asking why multiple times is more likely to lead you to the root causes of the problem. For example, if you think demographics$-$input in the Organizing Framework$-$is a cause, ask yourself why. This might lead to the conclusion that there are not enough females and minorities taking STEM majors in college. In turn, this might lead to the conclusion that a poor pipeline is a root cause of demographics at technology companies. Then ask yourself why this is happening. The cause might go all the way back to elementary and high school. By following this process of asking why multiple times, you will be more likely to arrive at a complete list of causes.

Now consider the Processes box shown in Figure $4\mathrm{.}6.$ Consider whether perception, attributions, psychological safety, group$/$team dynamics, or options to manage diversity are causes of the problem. For any concept that might be a cause, ask yourself, Why is this a cause? Again, do this for several iterations to arrive at root causes.

Follow the same process for the situation factors.

To check the causes' accuracy or appropriateness, be sure to map them onto the defined problem.