Step 1: Gaining Familiarity

1. In general - determine who, what, how, where, and when of the problem.
2. In detail - identify the places, persons, activities, and contexts of the situation.
3. Recognize the degree of certainty/uncertainty of information.

Step 2: Recognizing Symptoms

1. List all indicators (including stated "problems") that something is not as expected or as desired.
2. Ensure that symptoms are not assumed to be the problem (symptoms should lead to identification of the problem).

Step 3: Identifying goals

1. Identify critical statements by major parties (for example, people, groups, the work unit, and so on).
2. List all goals of the major parties that exist or can be reasonably inferred.

Step 4: Conducting the Analysis

1. Decide which ideas, models, or theories seem useful.
2. Apply these conceptual tools to the situation.
3. As new information is revealed, cycle back to substeps a and b.

Step 5: Making the Diagnosis

1. Identify predicaments (goal inconsistencies).
2. Identify problems (discrepancies between goals and performance.
3. Prioritize predicaments/problems regarding timing, importance, and so on.

Step 6: Dong the Action Planning

1. Specify and prioritize the criteria used to choose action alternatives.
2. Discover or invent feasible action alternatives.
3. Examine the probable consequences of action alternatives.
4. Select a course of action.
5. Design an implementation plan/schedule.
6. Create a plan for assessing the action to be implemented.