Facilitation Tips – The Benefits of Critical Thinking in RCA Team Dynamics

When I conduct root cause analysis training and investigations, I notice how much the team dynamics play a role in the process, and thus in the outcomes, of the RCA exercises and facilitations. One factor that has a particular impact on those team dynamics is the atmosphere of critical thinking fostered by the company leadership and the RCA facilitator. In a root cause analysis team, each individual’s input is critical to the success or failure of the RCA so creating an open climate that encourages the free flow of information is vitally important.  

From my experience, when company leaders and RCA facilitators  foster an open climate where the following attributes of critical thinking exist, more effective team dynamics occur and greater  RCA success results.  

• Diversity – In order to develop a complete understanding of the big picture, your RCA team needs to include people from different roles with different views on the problem who are not afraid to speak their mind. They will each provide different perspectives and causes based on their roles.  This is illustrated very clearly in the final group exercise of our “Root Cause Analysis Level 1 – Facilitator” training. The exercise is set up so that each member of the team is assigned different roles and responsibilities, and is thus given different pieces of information that the others don’t have. Thus, it’s essential for them to share their information and insights with each other. If they don’t, the group doesn’t have all the information, and the analysis starts to lose momentum or even stall. Cause paths often end prematurely with question marks.
• Empathy – Each member of the group, including the facilitator, should endeavor to put themselves in the other people’s shoes. Trying to have an understanding for what each person does and says – and being willing to view the problem or effects of a decision from the other side of the table -- creates a safe and open-minded environment that is more conducive to “more heads are better than one” problem-solving.
• Embrace naiveté and humility – Each team member should feel comfortable that they’re not expected to know everything – to know what they’re good at, and what they’re not.  It’s best for team members to admit when they don’t know the answer to something rather than trying to give off the perception that they know everything.  A know-it-all attitude can result in misinformation.  It’s much more productive when team members allow others who may know the answer to chime in, or when the group agrees to pursue additional research.  
• Curiosity and questioning -- Establish an environment where curiosity and questioning is seen as positive and productive, rather than an attack. Recognize that if someone questions what is said, it’s not that they don’t believe the statement or information -- it’s that they don’t understand, and provides the opportunity to explain more.  
• Independent thought -- Do not be stymied by “group think,” or be persuaded to go with the group’s decision. Independent thought is vital to a group’s synergy. If a group had to make a critical decision, and people held back on providing their insights about the problem, would the result be the best it could be? If people don’t provide their unique perspectives and knowledge, critical information and ideas could be lost. Encourage those who don’t agree to say so.

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