To describe a problem, you need to provide a concise account of the facts that need to be addressed. Additionally, answer the five Ws of the 5W2H methodology: Who, Where, What, When, and Why.
Notice that the “H” in the methodology (How) is not included here. That’s because this is the question that investigative efforts will uncover through identifying the root cause of the problem. By knowing the facts associated with the issue, analysis and resolution can be achieved more quickly and at a lower cost.
Problem-solving is a common activity in all companies. In areas such as Quality, problems receive special treatment, with methods for identifying root causes and implementing corrective actions. However, we often overlook an important step in the problem-solving process: formulating an adequate problem description.
A well-crafted description will significantly clarify the problem, also identifying its severity, location, and financial impact. It also serves as an excellent communication tool, helping to gain buy-in and support from others. When problems are well described, people can clearly perceive and understand what you are trying to achieve.
What is the main difficulty in describing a problem?
The main difficulty in describing a problem is that many assume that everyone knows what the challenge is to be faced. In these cases, inevitably, a poorly elaborated or even incorrect description of the problem is produced.
When you assume that the reason for a problem is already known, you end up with one of these two possible versions of the problem description:
- In one case, the description of the problem is extremely sparse in information and details, such as: “Our department has been receiving complaints from customers.”
- At the other extreme, this can lead to a detailed but completely wrong problem description or one that already points to identifying the solution. For example: “We need to retrain employees because they are taking too long to perform their tasks, causing customers to complain about the slowness of our department.”
As you can see, both problem descriptions are inadequate to invest valuable resources in solving them.
These are some of the methods you can use to identify and describe your problem:
5W2H
A management tool that organizes the description of a problem or action plan into seven questions: What?, Why?, Where?, When?, Who?, How?, and How much?
By systematically answering each question, it ensures clarity, comprehensiveness, and objectivity in communicating the challenge and the necessary steps for resolution.
Learn more – The 5 Whys: what they are and how to apply them
Root Cause
Refers to the fundamental factor that, when eliminated, prevents the recurrence of the problem rather than merely treating its symptoms.
Identifying the root cause often involves investigative techniques such as sequential “whys” or chain failure analysis.
A fishbone-shaped chart that visually organizes the possible causes of a problem into categories such as Method, Machine, Material, Manpower, Environment, and Measurement.
In addition to facilitating structured brainstorming, it helps the team see connections and prioritize which hypotheses to investigate first.
Pareto Analysis
A method based on the principle that 80% of effects come from 20% of causes, used to quantitatively rank failures by impact.
By focusing on the few most significant factors, it optimizes time and resources in problem-solving.
PDCA
A continuous improvement cycle composed of the steps Plan, Do, Check, and Act.
You describe and test small changes iteratively, evaluating results and adjusting processes until the desired performance is achieved.
CAPA (Corrective and Preventive Action)
A set of actions taken to correct identified nonconformities (corrective action) and prevent them from recurring (preventive action).
It is a key component in quality and compliance management systems, ensuring that lessons from errors are effectively incorporated.
Read more – Nonconformities and CAPA: How to Ensure Quality and Safety of Medicines in the Pharmaceutical Industry
Cause and Effect Matrix
A tool used in methodologies like Six Sigma to relate causes (input variables of a process, called “X”) to effects (observed results or problems, called “Y”). It assigns numerical weights to each cause-effect relationship, allowing prioritization of the variables with the greatest impact on process performance.
By quantifying these interactions, the matrix helps the team focus on the most critical causes, guiding detailed analyses or control actions. Unlike tools such as 5W2H or Ishikawa, its goal is to establish a statistical and hierarchical link between process factors and undesired outcomes, avoiding subjective assumptions.
Structured Interviews
An information-gathering technique in which predefined questions are asked to stakeholders or experts to better understand the context of the problem.
It ensures consistency in the data collected and helps obtain direct evidence about who, when, and why the problem occurs.
How can I describe a problem more clearly and objectively?
Starting from a sketch is a great way. It can be represented as a problem description matrix that includes tips for identifying the five Ws (see table below).
The data needed to fill out the matrix can be found through targeted interviews, historical data, or preliminary analysis that can be done quickly at low costs.
The array should then be used to write a detailed description of the problem. For example: “Our work order processing department has seen a 20% higher monthly average of complaints over the past three months after introducing the new tool to manage work orders for all organizational departments.”
An objective description with relevant data will help the team in the following steps, which aim to investigate the causes and define possible actions so that the complaint rate decreases again.
More tips for describing a problem
To help you, check out a summary of six good practices when describing a problem!
1. Write the description of the problem with the audience in mind
Keep in mind that you’ll likely have to convince management to provide resources to solve the problem and recruit team members to help you. You don’t want to spend your precious time repeatedly explaining what you’re trying to accomplish. Therefore, be clear and objective when describing the problem.
2. Keep the problem description concise and include at least:
- A brief description of the problem;
- Indication of where the problem is occurring;
- The length of time during which the problem is occurring;
- The size or magnitude of the problem.
3. Be careful not to reduce the problem description too much
A natural tendency is to write a problem description in a very simplistic way, as you are already familiar with it. Remember that other people also need to understand the context and meaning to be able to support you in solving the problem. So try to provide enough context and information for everyone.
4. Be careful with the solution
Do not include any indication or speculation about the cause of the problem or what actions will be taken to resolve the issue. Never try to solve the problem or direct the solution at this stage.
5. Make it easy to interpret
Remove information that leads to some interpretation bias. Intuition is not welcome at this stage, always be objective and avoid leaving something dubious.
6. Include numbers when possible
Include some quantification of the magnitude of the problem to help readers make a better decision.
Free eBook: How to Identify and Prevent Risks with the FMEA Method
Concluding
Support of problem management software is crucial to guide people through the description and correction of a problem.
With SoftExpert solutions, you have the tools you need to help your organization investigate incidents, accidents, errors, defects, failures and deviations in several different areas of activity.
Find out how we can help your company adapt to change, improve processes and achieve goals. Contact us today!.
FAQ – Frequently Asked Questions
How to start writing a problem?
To begin describing a problem, structure a matrix using the five Ws: Who is involved, Where it occurs, What happens, When it manifests, and Why it is relevant. Use objective data, such as historical records or targeted interviews, to fill in each field, avoiding assumptions or premature solutions. This approach organizes the information and guides the investigation neutrally and factually.
How to describe a problem situation?
Describe the problem concisely, including location, period, affected parties, and quantified impact (e.g., financial costs, productivity loss). Keep the language objective, using numbers or percentages to avoid vagueness, and focus only on verifiable facts, without mentioning causes or solutions. This ensures clarity and contextualizes the magnitude of the challenge.
How to report a problem?
Use the 5W2H structure, which includes the five Ws plus How it occurs and How much impact it causes. Document this information with concrete data (e.g., event frequency, financial values) so stakeholders understand the urgency and scope. Avoid speculation and prioritize verifiable information to prevent bias in the next steps.
How to write a hypothesis?
A hypothesis is a testable explanation that can be formulated as a direct statement (e.g., “The failure is caused by X”) or in a conditional format: “If [condition], then [result].” Base it on preliminary data and gaps identified in the description matrix, ensuring it is specific and measurable to guide testing and analysis.
How to analyze a problem?
Gather the data from the description matrix and combine methods such as the 5 Whys or Ishikawa diagram to explore potential causes. Integrate quantitative evidence (e.g., performance indicators) and qualitative evidence (e.g., interviews) to validate each hypothesis, reducing the risk of premature conclusions.
How to report a problem at work?
Document the full context, including location, time period, frequency, and measurable impact (e.g., lost hours, extra costs), using clear language tailored to the audience—whether team members or managers. Avoid suggesting causes without prior analysis to maintain credibility and facilitate support for resolution steps.
What is the first step in diagnosing a problem?
Start with the five Ws matrix to map essential facts, ensuring a structured foundation for investigation. Complement it with data from reliable sources (e.g., reports, observations) before choosing analysis methods, ensuring efficiency in identifying the root cause.
