The 5 Whys is a question-asking technique used to explore the cause-and-effect relationships underlying a particular problem. The primary goal of the technique is to determine the root cause of a defect or problem. wikipedia
If you work in any kind of manufacturing and now most healthcare organizations you have heard of the ‘5 Whys’. The goal of asking why 5 times is not to piss everyone off but to find the root cause of the problem and by finding the root cause we can fix the problem.
But does finding the root cause help us fix the problem?
With a technical / machine problem finding the believed root cause, fixing it and seeing if it worked is useful. The machine can have a part pulled out, replaced and evaluated.
When people are in the mix (and they usually are) the 5 Whys can create trouble.
Example…Frank needs Aamani to complete her audit reports accurately and on time.
5 Whys asked to Frank
- Why isn’t Aamani completing the reports accurately and on time? She is being resistant because she feels that I single her out for the reports being late.
- Why does she feel you single her out for the reports being late? Because I was promoted into a job she feels she should have, and she can control this part of her work.
- Why is she controlling this part of her work? So she can make me look bad in front of my supervisor and she can feel better about not getting the promotion.
- Why does she want you to look bad in front of your supervisor? Because she feel she should have my job and could do better than me.
- Why does she want your job and feel she can do better than you? Because she is a vengeful bitch who is insecure and needs to play power games!
WOW! Root cause found.
That didn’t end well. It reinforced the problem and led to something that is not actionable. The reports are still late and inaccurate plus Frank and Aamani have no idea what to-do besides be mad at each other.
But we now know the root cause.
Possible Alternative ‘start with what’
Move from 5 Whys and root cause or problem-focus to ‘Starting with what’ and solution-focused.
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What do you want Aamani to to do? To complete the reports of time with an accuracy rating of 96%
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How do you think that can be accomplished? I don’t know, I think she is angry because I got this promotion and she didn’t.
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When Aamani finishes her reports on time with the proper accuracy rating how will you act towards her? More relaxed, and kinder. I would say good-morning and we would be able to joke around.
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Has Aamani ever finished the reports on time and accurate? Yes
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How did that happen? Umm…It happened last month. I think we spoke briefly and I reminded her of the reports and then she needed my help with a case she was investigating.
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What did you do that was different that time? I don’t know…we were both talking and I reminded her then spent some time with her to complete a case.
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Can you do that again? Remind her!? Sure. Help her with something, it really depends on how busy I am.
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What is something you can try with Aamani that will be useful in getting the reports done on time and with an accuracy of 96%? Well, it sounds like a friendly reminder and some casual conversation may work.
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Okay, try that and let me know how it goes.
Now Frank has some action to take, an idea of what has worked in the past, and clearer understanding on what-to-do.
The ‘5 Whys’ can be useful. Identifying the possible root cause can get things started…the next logical step to create a solutions-bank.
I have found that it is easier and people on the team move with greater enthusiasm and collaboration when you ‘Start With What’ and determine the solution in the first step.
What do you think?
Do you find the ‘5 Whys’ to be useful with your team? How much time is spent determining what the solution-is as opposed to what the problem-is? When working with your team, in what ways can reinforcing negative beliefs and problems be avoided…or should it be avoided?
michael cardus is create-learning
image by kc7fys and aussiegall
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Sometimes you have to really dig deep to find the root issues of why something is occurring. Unfortunately this process can require more than 1 question from the problem solver.
No, and that is what I am arguing against, the belief that “we need to dig down deep to find the root cause”. What good does that do? Okay you know and have explored all the wrong and broken things…how does that solve or create resolution?
What the article argues is that one should determine what they want to have happen, okay acknowledge something is wrong, then state what should be right about the situation. Then from the present move into the future of making the thing right.
Knowing the problem does not create a solution.
Interesting take on the 5 Whys Mike. The point of the 5 Whys is usually to get to a place where you can identify where human error is the most likely, and implement some kind of success proofing tool to insure the right outcome is achieved every single time. While it’s notoriously difficult to apply to an office situation, it is possible. People do things wrong for any of three reasons: They either don’t know how to do it right, they can’t do it, or they don’t want to. With this in mind (and the recognition that people do things with good intent), you can usually figure things out.
Another factor in the 5 Why equation is that the English speaking world views the question “Why” as a questioning of our values. It can be much easier to extract good answers by replacing the “Why” with “How come” or “What happened.”
Finally, while knowing the problem does not create a solution, it does make it possible to create the solution, which, in accordance with with zero defect principles, is a success proofing solution.