Concept 07 · DiagnosisKepner-Tregoe · Situation Appraisal + Problem Analysis

What's wrong,
and why.

A rational-process read. Situation Appraisal ranks the concerns; Problem Analysis finds each cause; the evidence gates set what must be learned before Decision Analysis and Potential Problem Analysis can run.

The other six lenses describe and argue. This one runs the diagnosis as a queryable evidence graph: eight concerns, every candidate cause, traced down to the verbatim moment it rests on. Then the evidence gaps become the to-do list that hinges diagnosis to decision.

Concerns
8 · 3 clusters Evidence
52 observation atoms Highest priority
Capacity · concern 01 Open gates
6 of 6

The diagnosis

The therapy works only because the site absorbs what the sponsor designed upstream. Of eight concerns, the highest-priority and best-evidenced converge on one finding: the burden the site absorbs is authored upstream. Container count, stability window, protocol, and device are fixed before the product ever ships. Everything below traces that verdict down to the moment it rests on, then hands it to a decision.

Movement I · the evidenceMovement I · Situation Appraisal + Problem Analysis

The diagnosis, read three ways.

Same eleven concerns, same atoms. Triage them by severity, watch them converge on the cruxes, or pull the evidence graph apart. Open any concern to traverse cause to quote.

Type

Priority

Confidence

The hinge · what we don't know yetcritical missing evidence

Six things to learn before deciding.

Diagnosis stops where the evidence does. Each gap below is tagged to the concern and crux it unblocks, and to the one decision it currently gates. Clear them, and the spine below unlocks.

Movement II · what to doMovement II · Decision Analysis + Potential Problem Analysis

The call.

From what's wrong to what to do. The same rational process continues, and the three decisioning ingredients are lenses you already have.

The decision briefDecision Analysis · objectives, alternatives, risks

Weigh a move.

Pick a candidate move. The brief assembles its objectives, the crux it pivots on, the evidence still gating it, and what to guard against.

Decision locked

Strict mode holds the brief until the evidence gates clear. Resolve the open gates above, or proceed on incomplete evidence.

Where the seven reads converge

One interview. Seven lenses. One verdict.

Every lens lands in the same place: the burden the site absorbs is authored upstream. This lens is the diagnosis that hinges to the decision; the other six are the reads it rests on.

Back to all seven lenses and the verdict →

Same source, one more lens. Where the first six describe, argue, and price, this one diagnoses, then hands off. The concerns rank, the causes resolve to quotes, the gaps become a worklist, and the worklist gates the decision. Situation Appraisal, Problem Analysis, Decision Analysis, and Potential Problem Analysis, run on a single conversation.Diagnosis to decision, on a single conversation.