A recurring problem is often a sign that the visible symptom is receiving more attention than its cause. Faster firefighting is not the same as fixing the system.
One action to start with
Choose one problem that has returned three times. Write down the evidence, separate symptoms from causes and agree one cause to investigate before choosing a solution.
What this can look like
If late deliveries keep returning, asking the team to work harder may miss an unrealistic promise made much earlier in the process.
Illustrative example. This is a short application guide to chapter 2, not the full chapter.
Bring it into the business
Ask your team where they see this pattern. Agree one decision, one owner and a date to review what has changed. Start small enough to act on what you learn.
Use the leadership meeting pack ↗Go deeper with SHIFFT
ArticleWhy the same business problems keep coming back
Open the existing SHIFFT resource ↗
Want an outside perspective?
Make clear choices, translate them into priorities and build a regular rhythm for reviewing progress.
Read the full chapter
Chapter 2 starts on page 18 of The Questions You’re Not Asking.