5.2 Analyze: What is the Problem?

There are two types of consulting mandates we typically get called in for:

• Please help us implement the re-org / merger / new strategy.

• Something’s not right here—can you help us figure it out?

In both cases, I usually start (if you approach it differently, please leave a comment in the feedback section!) by getting to know the team. I typically do this through one-on-one interviews with the leaders and team members. If there are sub-teams, I also like to meet with them as a group.

I use teamdecoder like a notepad during this phase. I take notes on who I meet, what they tell me, what they spend their days doing, and who they work with.

Where is the problem?

In workshops and interviews, team members point us toward initial issue areas that we need to take a closer look at.
Examples:

• Collaboration isn’t working

• People aren’t doing what they’re actually supposed to

• We never follow the official workflow

• Massive time-wasting

• Etc.

After collecting all the information, we also start to uncover problems and weaknesses in the team setup based on what we've heard and documented in teamdecoder.
Examples:

• Three people insist on always doing a task together

• No one wants to define clear responsibilities

• The team has a goal but not the right roles to achieve it

• The team is poorly networked internally

• Working groups are stagnating without clear objectives

• Etc.

I tag both types of issues in teamdecoder using “Tags” (> More info on Tags), so I can later filter and, for example, generate a view of all “problem areas.”