We dive deep into the process flow to understand the current state and contributing factors. There may be something "upstream" or "downstream" that affects your ideal flow that needs attention before a solution to the immediate process flow can be achieved.
A discussion around the process of patient discharge is a good example: The goal - Discharge patients by 1 pm. What's so magical about 1 pm? Why not 12 noon? Why not 2 pm? What does discharge "really" mean - the patient is out of the room so that housekeeping staff can turn-over the room for a new patient? . . . their physician has signed discharge orders? . . . all the activities which support the discharge are completed, such as pharmacy prescription fills, additional tests scheduled, post op visit scheduled? . . . the patient has actually left the building? Until everyone at the discussion table agrees with the definitions, everyone is solving a different problem, either "upstream or downstream" of the current issue. Developing common language for the goal is essential to reach the solution and half of the journey to get there.