Critical thinking framework

A useful template for assessing issues.

What exactly is the problem? Can the team articulate the observed issue in concrete terms or metrics (e.g. “Production is down 15% last quarter”)?
Are we looking at a symptom or the real problem? What possible underlying issues could explain these symptoms? (Keep asking “Why?” to move past surface signals and uncover the core cause.
What do we know for certain? Focus on verifiable facts and data – separate out rumours or assumptions. What evidence confirms this is a significant issue rather than noise?
Where are the boundaries of this problem? Clearly define the scope: what is included versus what isn’t. Excluding unrelated factors helps maintain focus.
If an identified cause were eliminated, would the problem go away? (This tests whether we’ve really hit the root. If the symptom would still persist, keep digging for deeper causes).

Does solving this issue reinforce our core mission or distract from it? (Ask: “Are we aligned with our ‘one big thing’, or would this dilute our focus?”)
Which strategic goals or objectives does this address? Identify the connection: e.g. revenue growth, customer satisfaction or operational excellence. This ensures we’re working on what truly matters.
What happens if we do nothing? Consider the risks or missed opportunities of inaction (e.g. ongoing losses, lost customers, morale problems).
What will we stop or deprioritise to make room for this? New efforts require trade-offs. Determining “what not to do” is as important as what to do.
Have we prioritised this issue among all our initiatives? Use tools (like decision matrices) to compare impact and effort. Ensure resources go to the highest-impact problems first.

Why is this happening? What processes, policies, or systemic factors contribute? (Use techniques like the 5 Whys or a fishbone diagram to map out possible causes.)
What assumptions are we making? List our key assumptions about the problem and test them. Could any assumption be invalid or incomplete?
Are there broader patterns or recurring trends? Has this issue (or similar ones) happened before? Do data or events suggest a systemic pattern rather than an isolated incident?
Who else can shed light on this? Have we consulted diverse perspectives (other teams, front-line staff, customers, suppliers)? Widening the view can reveal hidden causes.
What are the second-order effects? Consider downstream consequences of the problem and of potential solutions (both upsides and downsides). This anticipates unintended results.

Who will benefit if we solve this (and who suffers if we don’t)? List all affected stakeholders (employees, customers, partners, etc.) and consider their interests.
What is the current impact of this problem? Quantify costs and effects if possible (e.g. lost revenue, extra hours, decreased quality or engagement).
What positive outcomes could result from solving it? Identify gains like efficiency, morale, market advantage or cost savings. (Could fixing this also alleviate other issues?)
What risks or obstacles lie ahead? What could go wrong in solving the problem, and how might we mitigate that? (Proactively plan for challenges rather than be blindsided).

Which solutions tackle the root cause (not just the symptom)? Focus on actions that change underlying processes, systems or behaviours.
What is our implementation plan? Who will do what by when, and what resources are needed? Clarify responsibilities and timelines before acting.
How will we measure success? Define clear metrics or targets (e.g. “increase throughput by 20%” or “raise customer satisfaction from X to Y”). Agree on how progress will be tracked and reported.
When will we follow up? Schedule regular check-ins on this issue. By revisiting these questions in weekly/monthly meetings, the team builds a habit of strategic analysis. (Consistent review ensures the problem stays in focus and facilitates continuous improvement.)