Separate skill gaps from operating and design issues before recommending learning.
A leader wants manager training because execution quality fell, but there are also span, vacancy, and changing-priority issues in the same part of the business. Symptom → mechanism → evidence → intervention The common trap is to approve training because it sounds constructive and apolitical. That can create visible activity while preserving the load, role, or accountability issue that caused the symptom. Step 1 Translate the request into a symptom statement: what quality dropped, where, and since when? A vague request produces a vague intervention. Precise symptoms create testable hypotheses. Step 2 Compare skill evidence with system evidence: manager capability,…
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