At the same time, it communicates the lessons learned from the problem solving activities (Decision Systems, 2012).
REASON integrates the need to perform RCA on both sentinel events and the routine analysis of everyday counter-quality problems for ongoing activities. This cuts down on the amount of time needed for .scheduling, required number of personnel as well as training (Decision Systems, 2012). It does this by providing a scalable process that matches the analysis time and effort to the weight of the crisis. They are summarized as REASON .FrontLine .for small issues, REASON .Express .for significant issues, and REASON .Pro .for serious and sentinel event issues (Decision Systems, 2012). These steps are simplified further by a wizard that asks the attendant to name the problem, the causes, and a business process that will rectify it. .
This will focus on describing what is seen happening. It will lay down the symptoms observed in the patient. The problem is defined factually including the qualitative and quantitative properties of the dangerous outcomes. It additionally includes detailing the nature, the degree, the locations, and the timings of the occurrence.
This stage will avail proof of existence of the problem. It will also specify the period the problem has existed up to the final crisis, including the impact it has had on the patient. For each behavior, situation, action, or inaction it will be specified what should have been and how it differs from the actual one observed (Andersen & Fagerhaug, 2006). The best suited tool here is the CATWOE. It involves using different perspectives to view the same situation. In it are the customers (patients), the actors who implement the solutions, the transformation process which is affected, and the world’s view, the owner of the process and finally environmental limitations (Hardy, 2010).