GETTING TO ROOT CAUSES
by: Robert F. Abbott
Want an effective way to get past the symptoms and get to the root
source or sources of a problem? Or to generate new insights about
an important issue? Try a technique called the "5 Whys?" It's a
simple technique, but despite its simplicity has a lot of power, both
in a diagnostic sense and a communication sense. I first heard
about it in connection with Total Quality Management (TQM), and
believe it originated in the Japanese development of TQM.
Given its connection with the Quality movement, you'll know it has
applications in operational areas. You can also use it in a sales
context; if you're selling and want to identify the problems faced by
a potential client or customer (and you'll really impress the
customer, too). It also has positive implications for effective
communication, which we'll discuss later. To use the technique,
you ask the question "Why?" over and over until you get to the
point where it doesn't take you any further. Normally, asking the
question five times is enough to get to the bottom of even the most
complex problem or issue.
For example, let's suppose that fewer members are renewing their
memberships in our association, and we want to reverse the
situation. So, without worrying about getting the answer
immediately, we would ask "Why?" for the first time: "Why are
fewer members renewing their memberships?". One answer to the
question might be, "Fewer members are renewing because we
haven't had good speakers at our meetings for the past six
months."
Next, we ask why we haven't had good speakers at our meetings,
and the answer to that might be, "We haven't had a coordinator for
speakers since Jane moved away in October." So, we'll ask "Why?"
a third time: "Why haven't we had a coordinator since Jane moved
away?" The answer to that might be, "No one would volunteer to
take on the position." And, why wouldn't anyone volunteer to take
on the position? Answer: "Other members think the job takes too
much time."
For the fifth time, we ask "Why?" The answer we get might be, "The
member doing the job has too much to do, including phone calls to
book a speaker, making arrangements for speakers at meetings,
and sending follow-up letters of thanks." The officers of the
association might now address the problem by splitting the role so
three members do it, rather than just one. After asking "Why?" five
times, they've reached what appears to be a root cause, so they're
addressing a real problem and not just a symptom.
If you want to be especially thorough, you could start the process
over again several times, and for each answer to the first "Why?"
you would repeat the process. If you came back to the same root
cause, that would give you added confidence that you've identified
the real source of the problem.
COMMUNICATION AND THE "5 WHYS?"
When teams or other groups embark on problem identification or
problem solving exercises, they often get into trouble because of
failed communication. Different members of the teams may have
different assumptions about critical issues, for example. When we
use the "5 Whys?" carefully, we take steps that eliminate
communication hurdles. Start the process by writing out a carefully
considered statement of the problem.
Writing it out, and preferably on a whiteboard or flipchart, makes the
statement commonly held, greatly increasing the odds that
everyone starts from the same position. Next, you'll come up with a
list of answers to the first "Why?", perhaps a long list. Collectively,
decide which of the answers is most responsible for the problem,
and it becomes the new problem statement. Repeat the process
until you all agree that asking "Why?" one more time won't take you
any further. You'll notice that as you've gone through the process
you've also created a paper trail. That will provide the groundwork
for effectively communicating the solution or solutions you reach.
When you sit down to write a presentation or memo about it, for
example, you'll not only have articulated solutions, but also the
reasons for the solutions.
The above article was contributed by Robert Abbott who writes and
distributes the "Abbott Communication Letter" a free email newsletter on
communication topics.
Your comments and questions about this article would be welcomed, and
can be sent to mailto: robert@abbottletter.com
RESOURCES FOR EFFECTIVE COMMUNICATION: WANT TO BE A MORE
EFFECTIVE WRITER? Read 3 Easy Ways to Power Up Your Writing. It's a
concise, inexpensive guide to improving your writing, complete with
exercises and examples. In addition, you also receive a free copy of
another of my booklets, How to Craft A Communication Strategy.
by: Robert F. Abbott
Want an effective way to get past the symptoms and get to the root
source or sources of a problem? Or to generate new insights about
an important issue? Try a technique called the "5 Whys?" It's a
simple technique, but despite its simplicity has a lot of power, both
in a diagnostic sense and a communication sense. I first heard
about it in connection with Total Quality Management (TQM), and
believe it originated in the Japanese development of TQM.
Given its connection with the Quality movement, you'll know it has
applications in operational areas. You can also use it in a sales
context; if you're selling and want to identify the problems faced by
a potential client or customer (and you'll really impress the
customer, too). It also has positive implications for effective
communication, which we'll discuss later. To use the technique,
you ask the question "Why?" over and over until you get to the
point where it doesn't take you any further. Normally, asking the
question five times is enough to get to the bottom of even the most
complex problem or issue.
For example, let's suppose that fewer members are renewing their
memberships in our association, and we want to reverse the
situation. So, without worrying about getting the answer
immediately, we would ask "Why?" for the first time: "Why are
fewer members renewing their memberships?". One answer to the
question might be, "Fewer members are renewing because we
haven't had good speakers at our meetings for the past six
months."
Next, we ask why we haven't had good speakers at our meetings,
and the answer to that might be, "We haven't had a coordinator for
speakers since Jane moved away in October." So, we'll ask "Why?"
a third time: "Why haven't we had a coordinator since Jane moved
away?" The answer to that might be, "No one would volunteer to
take on the position." And, why wouldn't anyone volunteer to take
on the position? Answer: "Other members think the job takes too
much time."
For the fifth time, we ask "Why?" The answer we get might be, "The
member doing the job has too much to do, including phone calls to
book a speaker, making arrangements for speakers at meetings,
and sending follow-up letters of thanks." The officers of the
association might now address the problem by splitting the role so
three members do it, rather than just one. After asking "Why?" five
times, they've reached what appears to be a root cause, so they're
addressing a real problem and not just a symptom.
If you want to be especially thorough, you could start the process
over again several times, and for each answer to the first "Why?"
you would repeat the process. If you came back to the same root
cause, that would give you added confidence that you've identified
the real source of the problem.
COMMUNICATION AND THE "5 WHYS?"
When teams or other groups embark on problem identification or
problem solving exercises, they often get into trouble because of
failed communication. Different members of the teams may have
different assumptions about critical issues, for example. When we
use the "5 Whys?" carefully, we take steps that eliminate
communication hurdles. Start the process by writing out a carefully
considered statement of the problem.
Writing it out, and preferably on a whiteboard or flipchart, makes the
statement commonly held, greatly increasing the odds that
everyone starts from the same position. Next, you'll come up with a
list of answers to the first "Why?", perhaps a long list. Collectively,
decide which of the answers is most responsible for the problem,
and it becomes the new problem statement. Repeat the process
until you all agree that asking "Why?" one more time won't take you
any further. You'll notice that as you've gone through the process
you've also created a paper trail. That will provide the groundwork
for effectively communicating the solution or solutions you reach.
When you sit down to write a presentation or memo about it, for
example, you'll not only have articulated solutions, but also the
reasons for the solutions.
The above article was contributed by Robert Abbott who writes and
distributes the "Abbott Communication Letter" a free email newsletter on
communication topics.
Your comments and questions about this article would be welcomed, and
can be sent to mailto: robert@abbottletter.com
RESOURCES FOR EFFECTIVE COMMUNICATION: WANT TO BE A MORE
EFFECTIVE WRITER? Read 3 Easy Ways to Power Up Your Writing. It's a
concise, inexpensive guide to improving your writing, complete with
exercises and examples. In addition, you also receive a free copy of
another of my booklets, How to Craft A Communication Strategy.
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