Performance Consulting
Should-Is-Cause Logic
Performance Consulting Should-Is-Cause Logic is a structured analysis model used in performance consulting to identify the root causes of workplace performance problems before recommending solutions. The framework is most closely associated with the work of Dana Gaines Robinson and James C. Robinson through their contributions to performance consulting and human performance improvement.
The model provides a simple but powerful approach for analyzing performance gaps by examining three core questions:
- What should be happening?
- What is actually happening?
- What is causing the gap?
This logic became foundational within performance consulting because it encourages Learning and Development professionals to diagnose organizational problems before recommending training or other interventions.
What is “Should” Performance?
The first step in the model is defining what successful performance should look like. This involves identifying the desired level of workplace performance, expected behaviors, operational standards, or business outcomes.
At this stage, organizations establish:
- Expected performance standards
- Desired business results
- Performance expectations
- Success metrics
- Operational requirements
The “Should” state creates a clear definition of optimal performance. Without this clarity, organizations may struggle to determine whether a true performance gap exists.
For example, a customer service team may be expected to resolve customer issues within a certain timeframe while maintaining satisfaction scores above a defined target. A sales organization may define expected conversion rates, revenue goals, or customer retention standards.
The Robinson approach emphasizes that performance expectations must be specific and measurable whenever possible.
What Is “Is” Performance?
The second step examines what is actually happening in the workplace. This level focuses on current performance conditions and observable results.
The “Is” analysis may involve:
- Reviewing performance data
- Observing workflows
- Conducting stakeholder interviews
- Examining operational metrics
- Identifying performance patterns
- Gathering employee feedback
At this stage, the goal is to understand the current reality rather than assumptions about performance. The difference between the “Should” state and the “Is” state represents the performance gap.
For example, if a customer service team is expected to resolve 90% of cases within 24 hours but is currently resolving only 60%, the organization has identified a measurable performance gap.
What is Cause Analysis?
Once the performance gap is identified, the third step focuses on understanding why the gap exists. This is the most important part of the model because it prevents organizations from immediately assuming that training is the solution.
Cause analysis examines both organizational and individual factors that may be affecting performance. Potential causes may include:
- Unclear expectations
- Poor workflows
- Technology limitations
- Inadequate tools or resources
- Weak management support
- Communication breakdowns
- Misaligned incentives
- Process inefficiencies
- Lack of feedback
- Skill or knowledge gaps
- Environmental barriers
The Robinsons emphasized that many workplace performance problems are systemic rather than instructional. Employees may already know how to perform successfully but be prevented from doing so because organizational systems are not supporting performance.
As a result, solutions may involve:
- Process redesign
- Workflow improvements
- Better tools or systems
- Leadership alignment
- Performance support resources
- Coaching
- Communication improvements
- Organizational changes
- Training or skill development
The model encourages organizations to match solutions to the actual cause of the problem rather than defaulting immediately to formal learning interventions.
Why Should-Is-Cause Logic Matters
Should-Is-Cause Logic became influential because it provided Learning and Development professionals with a practical structure for analyzing performance problems in business terms rather than immediately framing issues as training requests.
The framework helped shift the role of Learning and Development from course provider to performance partner. It encouraged practitioners to focus on business outcomes, workplace performance, and root cause analysis before designing solutions.
This approach remains highly relevant today as organizations increasingly expect Learning and Development teams to demonstrate measurable business impact and operational value.
Should-Is-Cause Logic is commonly used in:
- Performance consulting
- Human performance improvement
- Training needs analysis
- Organizational development
- Change management
- Workforce transformation initiatives
- Learning strategy work
See Also:
When you have more projects than people™, let TrainingPros provide you with the right consultant to start your project with confidence.
Frequently Asked Questions About
Performance Consulting Should-Is-Cause Logic:
What is Should-Is-Cause Logic?
Should-Is-Cause Logic is a performance consulting framework used to analyze workplace performance problems by comparing desired performance (“Should”) to actual performance (“Is”) and identifying the root causes of the gap.
Why is Should-Is-Cause Logic important?
The framework helps organizations avoid assuming that training is always the solution. It encourages deeper analysis of organizational systems, workflows, environmental barriers, and employee capabilities before selecting interventions.
What types of causes are examined during cause analysis?
Cause analysis may examine organizational systems, workflows, leadership support, communication, incentives, tools, technology, resources, performance feedback, environmental barriers, and employee knowledge or skills.
Does the model only apply to training problems?
No. The framework is designed specifically to broaden analysis beyond training. In many cases, the solution may involve operational, organizational, or process improvements rather than formal learning interventions.
How is Should-Is-Cause Logic used in performance consulting?
Performance consultants use the framework to structure stakeholder conversations, diagnose performance gaps, identify root causes, and recommend solutions aligned to business outcomes and workplace realities.
