Part 1:

Details:

The purpose of this assignment is to use an affinity diagram to brainstorm and identify root
causes of the organizational problem and potential solutions for addressing it.
Now that you have identified the basic problem you want to resolve within your organization,
you will need to think about root causes for the problem. Read the Topic Materials and the
"Brainstorming with an Affinity Diagram" handout to help you narrow and specify the cause(s)
for the problem.
Complete the affinity diagram action steps outlined on the "Brainstorming with an Affinity
Diagram" handout, including the "Five Whys Root Causes Analysis." This can be done using
online mind mapping resources like those found in the Topic Materials, by using post-it notes, or
through the use of Excel or Word documents and tables. When constructing the affinity diagram,
be sure to complete all six steps described on the handout. You will reference these root causes
APA style is not required, but solid academic writing is expected.
This assignment uses a rubric. Please review the rubric prior to beginning the assignment to
become familiar with the expectations for successful completion.
You are not required to submit this assignment to LopesWrite.

Brainstorming With an Affinity Diagram

An affinity diagram is a visual tool that organizes ideas by themes and is often used in
brainstorming sessions to determine both root causes and potential solutions for a problem. This
tool is most effective for face-to-face meetings; however, with the advancement of technology
and shared desktop spaces, this method could be adapted for virtual teams. Participants in the
process should include individuals from all stakeholder groups associated with the problem.
1. Introduce the problem or issue to participants. Normally, the facilitator has identified the
problem or issue prior to the meeting. The process of introducing the problem and
explaining how it is defined in the context of the project increases understanding of the
participants and produces ideas that are aligned with the problem.
Example Problem/Issue: Voluntary attrition in the call center is 60%.
2. Proceed by brainstorming causes for the problem. Participants should use a separate
sticky note to identify each item they believe is a cause of the problem (see example
below). "Why" questions are often very beneficial when thinking about the problem.
Example "Why" Question: Why are call center employees voluntarily leaving the
company at such a high rate?
 Lack of
performance
Lack of No leader Lack of standards
employee training performance
training feedback Lack of
procedural
Lack of
support tools
career path
Low
compensation
Systems Systems are
hard to use frequently
Lack of
training down

3. Sort ideas into themes based upon commonalities (see example below).

Compensation Employee Leadership

Systems Progression
and Benefits Training and
Tools

Lack of
Low System hard to No leader Lack of career
employee
compensation use training path
training

Lack of System Lack of

Benefits too
procedural frequently performance
costly
support down feedback

Lack of
performance
standards

2
 4. Establish connections. As a team, discuss the categories and examine how they could
potentially link together.
Example Connection: In this case, the "Leadership" theme had the most items. This
item could be potentially aligned with the "Progression" theme since employees do not
believe they are receiving feedback or have a clear career path.
5. Establish the root cause of the problem. Look at the established themes and ask "why"
questions until the real root cause of the issue is identified (see example below). At this
stage of the process, many people prefer the use of different colored sticky notes for the
root causes that align to the ideas that have been brainstormed.

Example: Five Whys Root Cause Analysis:

Defined Problem: Voluntary attrition in the call center is 60%.
Why are call center employees voluntarily leaving the company at such a high rate?

 Employees feel there is a lack of leadership.

Why is that?
 Employees do not know the performance standards.
Why is that?
 Employees do not receive feedback about their performance.
Why is that?
 Managers have not been trained in providing performance feedback.
Why is that?
 There is no manager training program.
Why is that?
 Most managers are promoted from the call center floor to fill immediate
vacancies, so there is no time for training.
6. Validate the root causes (or causes) of the problem. Validation of root causes requires
reviewing reporting or survey results. The validation phase separates the "noise" from
real root causes of the problem. Noise is considered any item of low impact and low
volume; however, it may be a recent event that individuals considered when
brainstorming, like system downtime.

Rubric:

3
Affinity Diagram and Root Cause Analysis

2
1 3 4 5
Less than
Unsatisfactory Satisfactory Good Excellent
Satisfactory
0.00% 75.00% 85.00% 100.00%
65.00%

100.0
%Content

50.0 % Affinity diagram Affinity Affinity Affinity Affinity

Affinity illustrating the diagram diagram diagram diagram
Diagram problem, potential illustrating the illustrating the illustrating the illustrating the
causes, and problem, problem, problem, problem,
connections is not potential potential causes, potential potential
included. causes, and and connections causes, and causes, and
connections is is partially connections is connections is
incomplete or complete and mostly complete and
incorrect. correct. complete and correct.
correct.

50.0 % Five whys root Five whys root Five whys root Five whys root Five whys root
Five Whys causes analysis is causes analysis causes analysis causes analysis causes analysis
Root not included. is incomplete or is partially is mostly is complete and
Causes incorrect. complete and complete and correct.
Analysis correct. correct.

100 %
Total
Weightage