Iceberg Analysis Board
For the same issue, start from surface events and work down through recurring patterns, systemic structures and mental models to identify deeper, more sustainable leverage points.
If you want a refresher on the underlying model, read theIceberg Model guideand then return here to map your topic across the four layers.
To see how the Iceberg Model fits into a full problem-solving chain and combines with tools like 5 Whys or First Principles, visit theThinking Playbookspage.
Start from a concrete event, then ask: does it keep happening? What structures reinforce it? And finally, what mental models keep those structures in place?
Events – What happened
List recent concrete events or symptoms with data or examples, without adding interpretation.
Patterns – What repeats over time
Look for trends or recurring patterns across time, teams or segments instead of isolated incidents.
Systemic Structures – Processes & incentives
Map processes, role definitions, resource allocations and incentives that might reinforce the pattern.
Mental Models – Deep beliefs
Capture underlying beliefs and assumptions behind current structures, such as “long hours mean commitment”.
Quick Guide
- Start by writing one sentence about the event or symptom you want to analyse.
- Look back along a timeline to see whether this is a one-off incident or a recurring pattern.
- Use the structures layer to list processes, rules and incentives instead of only blaming individuals.
- Capture your implicit “we believe that …” assumptions under mental models, then propose alternative ones to test.
Extended Strategies
Sample workflow for diagnosing team issues
Start from a concrete pain point (such as attrition or missed deadlines). Collect data at the events layer, observe trends at the patterns layer, map processes and incentives at the structures layer, then discuss default assumptions at the mental models layer before designing small structural experiments.
Personal behaviour retrospectives
Pick a habit that bothers you (for example procrastination or emotional outbursts). Use the iceberg to write down trigger events, recurring contexts, structural factors in your schedule or environment, and the beliefs behind them, then choose one or two new structures or beliefs to experiment with.
Classroom and workshop activities
Teachers or facilitators can prepare a case and assign each group one layer to analyse. In plenary, combine all four layers and discuss what happens if you only change events, only change structures, or only change mental models.