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

Chapter 11
� Compare the current situation to the desired end state.
� Define the problem’s scope or boundaries.
� Answer the following questions:
� Who does the problem affect?
� What is affected?
� When did the problem occur?
� Where is the problem?
� Why did the problem occur?
� Determine the cause of obstacles between current and desired end state.
� Write a draft problem statement.
� Redefine the problem as necessary as staff acquires and assesses new information.
11-7. After identifying the root causes, leaders develop a problem statement—a statement that clearly
describes the problem to be solved. When they base the problem under consideration upon a directive from
a higher authority, it is best to submit the problem statement to the decisionmaker for approval. This
ensures the problem solver has understood the decisionmaker’s guidance before continuing.
11-8. Once leaders develop a problem statement, they make a plan to solve the problem. Leaders make the
best possible use of available time and allocate time for each problem-solving step. Doing this provides a
series of deadlines to meet in solving the problem. Leaders use reverse planning to prepare their problemsolving
timeline. They use this timeline to periodically assess progress. They do not let real or perceived
pressure cause them to abandon solving the problem systematically. They change time allocations as
necessary, but they do not omit steps.
GATHER INFORMATION
Facts
11-9. After completing the problem statement, leaders continue to gather information relevant to the
problem. Gathering information begins with defining the problem and continues throughout the problemsolving
process. Leaders never stop acquiring and assessing the impact of new or additional information.
11-10. When gathering information, leaders define unfamiliar terms. Doing this is particularly important
when dealing with technical information. Leaders consider the intended audience in deciding what to
define. For example, a product for an audience that includes civilians may require definitions of all Army
terms. A technical report prepared for a decisionmaker unfamiliar with the subject should include
definitions the reader needs to know to understand the report.
11-11. Leaders gather information from primary sources whenever possible. Primary sources are people
with first-hand knowledge of the subject under investigation, or documents produced by them. Methods of
gathering information from primary sources include interviews, letters of request for specific information,
and questionnaires.
11-12. Leaders require two types of information to solve problems: facts and assumptions. Fully
understanding these types of information is critical to understanding problem solving. In addition, leaders
need to know how to handle opinions and how to manage information when working in a group.
11-13. Facts are verifiable pieces of information or information presented that has objective reality. They
form the foundation on which a solution to the problem is based. Regulations, policies, doctrinal
publications, commander’s guidance, plans and orders, and personal experience are just a few sources of
facts.
Assumptions
11-14. An assumption is information accepted as true in the absence of facts; it is thought to be correct
but cannot be verified. Appropriate assumptions used in decisionmaking have two characteristics:
11-2 ATTP 5-0.1 14 September 2011