To distinguish between a capacity issue and a capability issue, imagine how the person would perform at that particular function if they had ample capacity. Think back on how the person performed in similar functions when they had ample capacity. If the same kinds of problems came up, then the problem is very likely one of capabilities.
Keep in mind that managers usually fail or fall short of their goals for one (or more) of five reasons. They are too distant. They have problems perceiving bad quality. They have lost sight of how bad things have become because they have gotten used to it. They have such high pride in their work (or such large egos) that they can’t bear to admit they are unable to solve their own problems. They fear adverse consequences from admitting failure.
Maintain an emerging synthesis by diagnosing continuously. If you don’t look into significant bad outcomes as they occur, you won’t be able to understand what things they are symptomatic of or how they are changing through time, i.e., are they getting better or worse?
Keep in mind that diagnoses should produce outcomes. If they don’t, there’s no purpose to them. At a minimum, a diagnosis should take the form of theories about root causes and clarity about what information needs to be gathered to find out more. At best, it should lead directly to a plan or design to fix the problem or problems.
Remember that if you have the same people doing the same things, you should expect the same results. Einstein defined insanity as doing the same thing over and over and expecting different results. Don’t fall into this trap because you’ll have a hard time getting out of it.