ATTP 5-0.1 Commander and Staff Officer Guide - Army Electronic ...

Chapter 11
Problem Solving, Staff Studies, and Decision Papers
Problem solving is a daily activity for leaders. This chapter describes a standard,
systematic approach for solving problems. It also discusses formats and instructions
for preparing staff studies and decision papers—documents staff officer use to record
their work and present recommendations develop during the problem solving process.
PROBLEM SOLVING
11-1. The ability to recognize and effectively solve problems is an essential skill for leaders (see FM 6-22).
Not all problems require lengthy analysis. For simple problems, leaders often make quick decisions based
on their experiences. However, for problems involving a variety of factors, leaders need a systematic
problem-solving process. The objective of problem solving is not just to solve near-term problems, but to
also do so in a way that forms the basis for long-term success. The Army’s approach to problem solving
includes the following steps:
� Identify the problem.
� Gather information.
� Develop criteria.
� Generate possible solutions.
� Analyze possible solutions.
� Compare possible solutions.
� Make and implement the decision.
IDENTIFY THE PROBLEM
11-2. Recognizing and defining the problem is an important first step in problem solving. However,
identifying the problem is extremely difficult without also gathering information. Commanders and staffs
implement both steps at the same time to ensure enough information exists for them to identify the problem
properly and effectively.
11-3. This step is crucial, as the actual problem may not be obvious at first. Therefore, leaders seek to
understand the situation and determine what the problem is by clearly defining its scope and limitations.
Leaders should allow sufficient time and energy to gather enough information and to define the problem
clearly before moving on to other steps of the problem-solving process.
11-4. A problem exists when the current state or condition differs from a desired end state or condition.
Leaders identify problems from a variety of sources. These include—
� Higher headquarters’ directives or guidance.
� Decisionmaker’s guidance.
� Subordinates.
� Personal observations.
11-5. When identifying the problem, leaders actively seek to identify its root cause, not merely the
symptoms on the surface. Symptoms may be the reason that the problem became visible. They are often the
first things noticed and frequently require attention. However, focusing on a problem’s symptoms may lead
to false conclusions or inappropriate solutions. Using a systematic approach to identifying the real problem
helps avoid the “solving symptoms” pitfall.
11-6. To identify the root cause of a problem, leaders do the following:
14 September 2011 ATTP 5-0.1 11-1