1. A list of some manifest symptoms that are problematic in your organization. Then, for each, decide whether it is a performance problem, or whether there is some underlying process or cause that should be more appropriately targeted as the performance problem. Note any symptoms that often are used as red flags for indicating underlying problems. Some examples of manifest symptoms may include staff turnover or demotivation, client complaints, rework, or cost-overruns.

2. Identify one or more organizational problems in your organization, like "needs of target groups are sufficiently met" or"missions are not being persued". Prioritize in problems, and then identify the most important one. What symptoms does the problem give rise to? what is the magnitude of this problem? How would measure it, and progress toward resolving it?

3. "Problem definition does not define the solution." Explain, and give some examples.