How to Make Solutions Stick in Root Cause Analysis

Root cause analysis (RCA) seeks to uncover the underlying causes of an issue—those systemic, process, or organizational factors that enabled the problem to occur—rather than stopping at surface-level symptoms. Cause Mapping^® RCA allows us to identify deeper causes and implement solutions that reduce the likelihood of the issue happening again.

In the investigations I’ve been involved with, I’ve seen anywhere from a single possible solution to more than twenty. But the focus should always be on quality over quantity. A few well-chosen, well-designed solutions are far more valuable than a long list of generic fixes that might not change anything.

Be Specific in Your Analysis and Language

The best way to improve the quality of your solutions is to reveal more causes. The more you understand about what allowed the problem to occur, the better you can design targeted solutions to reduce risk.

Your solutions also need to be properly fit to the magnitude of impact on the organization. To convey that magnitude, do two things:

1. Quantify the impact on organizational goals. Show clearly how the event affected metrics like safety, production, or customer outcomes.
2. Use the ‘Frequency’ box in the problem outline. This paints a clearer picture of the potential for future failure if nothing changes.

When you’re conveying the magnitude of an issue, specificity is key. Compare the following example of vague vs. specific language in the impact to goals and frequency box.

Impact to Goals – Vague vs. Quantified

As you can see, the specific wording—and numbers—provide a significantly clearer understanding of how the event impacted the goals of the organization. This makes it easier to select solutions that are proportional to the issue.

Break Large Solutions into Achievable Steps

Some solutions can be deceptively simple in wording but extremely complex in execution. For example: “Migrate legacy database to updated ERP (Enterprise Resource Planning) system.” At first glance, it sounds straightforward—prompting thoughts like, “Sure, we’ll just go do that right now!”

In reality, solutions of this scale require careful planning. Complex solutions are far easier to accept and execute when broken into clear, phased steps. The same ERP migration solution looks a lot more achievable when you break it into a four-stage action plan with defined milestones:

1. Define objectives, assess current system, and build business case and buy-in (Q1).
2. Plan roadmap, prepare data and processes, and configure and test (Q2).
3. Train, manage change, and go live (Q3).
4. Measure success, gather feedback, and improve (Q4).

Breaking large solutions into phases makes them more achievable, reduces uncertainty, and clarifies expectations for all stakeholders. However, risk is only meaningfully reduced once the solution is implemented and changes how the work is done (for example, at the go-live stage in the ERP rollout).

Ensure Your Solutions Don’t Create New Problems

When you implement large-scale solutions like the ERP migration, you also need at least one interim solution to reduce risk in the meantime. No organization wants to continue suffering the same issues while waiting for a long-term fix.

Solutions carry trade-offs. Just like Newton’s Third Law, every action has an equal and opposite reaction. Any solution can introduce new risks, so it’s essential to carefully evaluate pros and cons to ensure the fix doesn’t create bigger problems elsewhere. One way to strengthen this analysis is to involve people with relevant expertise, as well as those outside the immediate issue. Their perspectives help you “look around corners,” avoid blind spots, and anticipate unintended consequences.

When determining how many solutions are needed, consider:

1. Current vs. Desired Risk Level: Compare the current level of risk against the level you want to achieve.
2. Value of Each Solution: Weigh the amount of risk reduction each potential solution provides against the effort, cost, and opportunity required for implementation. The Solutions Matrix is a useful tool to visualize this trade-off.
3. Alignment with Impacted Goals: Assess how your solutions affect the organizational goals impacted by the issue. If multiple goals are at stake—Safety, Customer, Schedule/Production—ensure your chosen solutions reduce risk across all of them.

Evaluating solutions in this way helps ensure they don’t just look good on paper; they also deliver meaningful improvements.

Build Solutions into Daily Operations

Implementing a solution is more than completing an action item. A common pitfall is focusing only on the physical work of implementation while overlooking the processes and procedures that also need to change. Without updating training, instructions, and day-to-day execution, conflicts can arise that undermine the solution.

If solutions aren’t fully integrated into organizational processes, the result may be your next Cause Map™ diagram. And while Cause Mapping RCA is a powerful tool, the ultimate goal is to need it less and less—because you’re effectively solving problems.

Every solution should be accompanied by a well-defined implementation plan that includes:

• Ownership: Clearly specify who is responsible for each action and by when.
• Resources: Confirm the tools, time, and budget required.
• Measures of effectiveness: Decide how success will be evaluated.
• Process updates: Adjust instructions, procedures, and training to reflect the new solution.

Clear accountability, measurable outcomes, and integration into daily operations ensure solutions are applied consistently and correctly. When done right, solutions reduce risk, strengthen the organization, and prevent problems from recurring.