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because conditional causes are predictable and stable? On the other hand, are the suggested solutions aimed at controlling action causes less likely to be successful because unexpected actions are usually unpredictable? For example, if a worker moves to the wrong place at the wrong time, will one be more successful trying to control the action cause of "worker moving" or the specific conditions that allowed him/her to move freely into the wrong place at the wrong time? What circumstances put the worker in that place? Was it because s/he was following instructions, because of unusual weather, the absence of another employee or because no barrier existed to prevent movement to that location? The third risk management phase - option selection - involves selecting one or more alternatives for implementation in the work environment. RCA Step 3.1: Select the Best Solutions From all solution ideas, select the best solutions using predetermined criteria. For example, which solutions are the most likely to be successfully implemented because there is buy-in from those responsible for performing the new solution? Which solutions will provide the best value (return on investment or costbenefit)? Which solutions will address multiple causes, common causes (that exist in more than one problem) and systemic causes? Which causes have the highest probability of recurring and should take priority for elimination? Which effective solutions can be implemented quickly, immediately reducing the organization's vulnerability? Which long-term solutions will increase the certainty of preventing recurrence? The final phase encompasses implementation, monitoring enforcement. RCA Step 4: Design Metrics & Track Effectiveness Properly prescribed solutions must take shape in the form of a specific action, accomplished by a specific persons), within a specific timeframe. Each solution must be assigned a metric and a deadline by which it will be tracked to ensure that it is effective in preventing the cause(s) it is acting on. Once the success of a solution is confirmed, the solution should be communicated across the organization and ideally implemented where the same causes are creating risk. The more causes are controlled (the more solutions implemented), the greater the probability that problem recurrence is reduced. Leveraging RCA to Proactively Manage Risk When a company performs an RCA on a problem, it is essentially acknowledging that it cannot afford to experience a recurrence. Although RCAs are often considered reactive to an incident or problem, they are actually proactive - working to eliminate risk and prevent the same problem from recurring. It is wise not to leap-frog beyond existing problems in the quest to be proactive. Existing problems that go unaddressed allow causes to remain that can end up contributing to hazards the organization aims to avoid. Instead, clean up the low-hanging fruit before looking higher in the tree. Taking proactivity a step further, it can be valuable to perform RCAs on hypothetical problems or scenarios an organization is likely to encounter. When one company encounters a problem, how can others from within the same industry and beyond learn from it and avoid it? What incidents would be helpful to analyze? What circumstances would cause that to happen? What solutions can be proactively implemented to eliminate those circumstances? Use RCA to Strengthen Due Diligence Risk analysis, risk management and RCA can do mo