If a tree represented the problem the part of the tree above ground is the part that we experience as the problem. The trunk represents the problem and the leaves are the consequences. This process helps us get to the root cause and address that area.
A simple process to get to the root of the problem is to think of the problem as a tree and to start by examining the roots to understand what is involved in making it a problem. By addressing the root of the problem, rather than the symptoms you are more likely to find a long-term solution.
The problem is generally the part of the tree above ground.
The roots are the cause of the problem, and by looking for the causes of the causes – this is likely to express the problem in its simplest form.
If someone is constantly under performing we can focus on the leaves and the trunk, the under performance and the consequences, without identifying and addressing the potential causes we will always have an issue of under performance
1. Clarify
Sakichi Toyoda, the Japanese industrialist, inventor, and founder of Toyota Industries, developed the 5 Whys technique in the 1930s. It became popular in the 1970s, and Toyota still uses it to solve problems today.
Once you have defined the problem into a sentence ask why. Use 5 whys to explore the root cause of the problem
This is a crucial first step because it’s easy to assume, incorrectly, that you know what the problem is. However, you may have missed something or have failed to understand the issue fully, and defining your objective can provide clarity.
Identify your goal, desire or challenge. Once you have defined the problem you can now ask Why.
Why is x doing y?
Ask why four more times, each time frame the question in response to the answer you have just recorded. This helps us get to the root cause of the problem and we can identify what we are realistically able to act upon.
You will know when to stop as you can no longer give a useful response to “why?”
You can also use this to drill down on multiple layers of the problem
Things to look for include:
• One root that is more detailed or congested than others. When this happens, you’ll likely need to look at this area very closely, and to explore it in more detail.
• A main category that has far fewer causes than others. This can indicate that you have not investigated it fully.
• Lots of categories that have only one or two sub-branches. These may need to be combined.
• Causes that are repeated under many different categories. These are often the most important root causes, and, typically, you’ll need to deal with them first.
Feedback on the conversations. How useful was that tool to help uncover hidden causes?
Once you’ve identified and understood the problem, you can collect information about it and develop a clear understanding of it. Make a note of details such as who and what is involved, all the relevant facts, and everyone’s feelings and opinions.
What additional data can you find to help resolve the problem?
