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Getting to the Root of a Problem Quickly

By the Mind Tools Content Team

5 Whys Root-Cause Analysis

Have you ever had a problem that refused to go away? No matter what you did, sooner or later it would return, perhaps in another form.

Stubborn or recurrent problems are often symptoms of deeper issues. "Quick fixes" may seem convenient, but they often solve only the surface issues and waste resources that could otherwise be used to tackle the real cause.

In this article and in the video, below, we look at the 5 Whys technique (sometimes known as 5Y). This is a simple but powerful tool for cutting quickly through the outward symptoms of a problem to reveal its underlying causes – so that you can deal with it once and for all.

Origins of the 5 Whys Technique

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.

Toyota has a "go and see" philosophy. This means that its decision making is based on an in-depth understanding of what's actually happening on the shop floor , rather than on what someone in a boardroom thinks might be happening.

The 5 Whys technique is true to this tradition, and it is most effective when the answers come from people who have hands-on experience of the process or problem in question.

The method is remarkably simple: when a problem occurs, you drill down to its root cause by asking "Why?" five times. Then, when a counter-measure becomes apparent, you follow it through to prevent the issue from recurring.

The 5 Whys uses "counter-measures," rather than "solutions." A counter-measure is an action or set of actions that seeks to prevent the problem from arising again, while a solution may just seek to deal with the symptom. As such, counter-measures are more robust, and will more likely prevent the problem from recurring.

When to Use a 5 Whys Analysis

You can use 5 Whys for troubleshooting, quality improvement, and problem solving, but it is most effective when used to resolve simple or moderately difficult problems.

It may not be suitable if you need to tackle a complex or critical problem. This is because 5 Whys can lead you to pursue a single track, or a limited number of tracks, of inquiry when, in fact, there could be multiple causes. In cases like these, a wider-ranging method such as Cause and Effect Analysis or Failure Mode and Effects Analysis may b e more effective.

This simple 5 Whys technique, however, can often direct you quickly to the root cause of a problem. So, whenever a system or process isn't working properly, give it a try before you embark on a more in-depth approach – and certainly before you attempt to develop a solution.

The tool's simplicity gives it great flexibility, too, and 5 Whys combines well with other methods and techniques, such as Root Cause Analysis . It is often associated with Lean Manufacturing , where it is used to identify and eliminate wasteful practices. It is also used in the analysis phase of the Six Sigma quality improvement methodology.

How to Use the 5 Whys

The model follows a very simple seven-step process: [1]

1. Assemble a Team

Gather together people who are familiar with the specifics of the problem, and with the process that you're trying to fix. Include someone to act as a facilitator , who can keep the team focused on identifying effective counter-measures.

2. Define the Problem

If you can, observe the problem in action. Discuss it with your team and write a brief, clear problem statement that you all agree on. For example, "Team A isn't meeting its response time targets" or "Software release B resulted in too many rollback failures."

Then, write your statement on a whiteboard or sticky note, leaving enough space around it to add your answers to the repeated question, "Why?"

3. Ask the First "Why?"

Ask your team why the problem is occurring. (For example, "Why isn't Team A meeting its response time targets?")

Asking "Why?" sounds simple, but answering it requires serious thought. Search for answers that are grounded in fact: they must be accounts of things that have actually happened, not guesses at what might have happened.

This prevents 5 Whys from becoming just a process of deductive reasoning, which can generate a large number of possible causes and, sometimes, create more confusion as you chase down hypothetical problems.

Your team members may come up with one obvious reason why, or several plausible ones. Record their answers as succinct phrases, rather than as single words or lengthy statements, and write them below (or beside) your problem statement. For example, saying "volume of calls is too high" is better than a vague "overloaded."

4. Ask "Why?" Four More Times

For each of the answers that you generated in Step 3, ask four further "whys" in succession. Each time, frame the question in response to the answer you've just recorded.

What Is a 5 Whys Template?

The diagram, below, shows an example of 5 Whys in action, following a single lane of inquiry.

Figure 1: 5 Whys Example (Single Lane)

The 5 Whys method also allows you to follow multiple lanes of inquiry. An example of this is shown in Figure 2, below.

In our example, asking "Why was the delivery late?" produces a second answer (Reason 2). Asking "Why?" for that answer reveals a single reason (Reason 1), which you can address with a counter-measure.

Similarly, asking "Why did the job take longer than expected?" has a second answer (Reason 2), and asking "Why?" at this point reveals a single reason (Reason 1). Another "Why?" here identifies two possibilities (Reasons 1 and 2) before a possible counter-measure becomes evident.

There is also a second reason for "Why we ran out of printer ink" (Reason 2), and a single answer for the next "Why?" (Reason 1), which can then be addressed with a counter-measure.

Figure 2: 5 Whys Example (Multiple Lanes)

Step 5. Know When to Stop

You'll know that you've revealed the root cause of the problem when asking "why" produces no more useful responses, and you can go no further. An appropriate counter-measure or process change should then become evident. (As we said earlier, if you're not sure that you've uncovered the real root cause, consider using a more in-depth problem-solving technique like Cause and Effect Analysis , Root-Cause Analysis , or FMEA .)

If you identified more than one reason in Step 3, repeat this process for each of the different branches of your analysis until you reach a root cause for each one.

6. Address the Root Cause(s)

Now that you've identified at least one root cause, you need to discuss and agree on the counter-measures that will prevent the problem from recurring.

7. Monitor Your Measures

Keep a close watch on how effectively your counter-measures eliminate or minimize the initial problem. You may need to amend them, or replace them entirely. If this happens, it's a good idea to repeat the 5 Whys process to ensure that you've identified the correct root cause.

Appreciation

A similar question-based approach known as "appreciation" can help you to uncover factors in a situation that you might otherwise miss.

It was originally developed by the military to assist commanders in gaining a comprehensive understanding of any fact, problem or situation. But you can also apply it in the workplace.

Starting with a fact, you first ask the question, "So what?" – in other words, what are the implications of that fact? Why is this fact important?

You then continue asking that question until you've drawn all possible conclusions from it.

The major difference between this and the 5 Whys technique is that appreciation is often used to get the most information out of a simple fact or statement, while 5 Whys is designed to drill down to the root of a problem.

Tips for Using the 5 Whys Technique

• Try to move quickly from one question to the next. That way, you'll have the full picture before you jump to any conclusions.
• The "5" in 5 Whys is really just a " rule of thumb ." In some cases, you may need to ask "Why?" a few more times before you get to the root of the problem. In other cases, you may reach this point before you ask your fifth "Why?" If you do, make sure that you haven't stopped too soon, and that you're not simply accepting "knee-jerk" responses.
• Know when to stop! The important point is to stop asking "Why?" when you stop producing useful responses.

Frequently Asked Questions About 5 Whys

1. what is the 5 whys technique.

The 5 Whys Technique is a problem-solving method involving repeatedly asking "why?" It's a way of quickly getting to the root cause of a situation.

2. Who Invented 5 Whys?

The 5 Whys technique was invented in the 1930s by Sakichi Toyoda, the Japanese industrialist, inventor, and founder of Toyota Industries.

5 Whys Infographic

See our infographic on the 5 Whys and use it to get to the root of your problems!

Bear in mind that appreciation can restrict you to one line of thinking. For instance, once you've answered your first "So what?" question, you might follow a single line of inquiry to its conclusion. To avoid this, repeat the appreciation process several times over to make sure that you've covered all bases.

The 5 Whys strategy is a simple, effective tool for uncovering the root of a problem. You can use it in troubleshooting, problem-solving, and quality-improvement initiatives.

Start with a problem and ask why it is occurring. Make sure that your answer is grounded in fact, and then ask the question again. Continue the process until you reach the root cause of the problem, and you can identify a counter-measure that will prevent it from recurring.

Bear in mind that this questioning process is best suited to simple or moderately difficult problems. Complex problems may benefit from a more detailed approach, although using 5 Whys will still give you useful insights.

[1] Pojasek, R. (2000). 'Asking "Why?" Five Times,' Environmental Quality Management , Volume 10, Issue 1, 79–84. Available here . [Accessed July 1, 2022.]

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Root Cause Analysis with 5 Whys Technique (With Examples)

By Sebastian Traeger

Updated: March 21, 2024

Reading Time: 7 minutes

What Is the 5 Whys Technique?

Example of the 5 whys technique, how to conduct a 5 whys analysis in 5 steps, when to use a 5 whys analysis, using 5 whys template, tips for mastering the 5 whys technique, frequently asked questions about 5 whys.

With over two decades in business – spanning strategy consulting, tech startups and executive leadership – I am committed to helping your organization thrive.

At Reliability, we’re on a mission to help enhance strategic decision-making and operational excellence through the power of Root Cause Analysis, and I hope this article will be helpful! 

Our goal is to help you better understand 5 whys techniques by offering insights and practical tips based on years of experience. Whether you’re new to doing RCAs or a seasoned pro, we trust this will be useful in your journey towards working hard and working smart.

The 5 Whys Technique is like peeling an onion – it helps you uncover the underlying reasons behind a problem, layer by layer. By repeatedly asking “why” at least five times, this method digs deep to reveal the root cause of an issue. It’s a simple yet powerful problem-solving approach that aims to get to the heart of the matter rather than just addressing surface-level symptoms.

5 Whys Technique: A method that involves iteratively asking “why” five times to unveil the fundamental cause of a problem.

In essence, the 5 Whys Technique is not just about fixing what’s broken on the surface; it’s about understanding and addressing the deeper issues that lead to problems in the first place.

The 5 Whys Technique is like a detective, uncovering the truth behind recurring problems. Let’s take a look at how this method works in two different scenarios.

Case Study: Manufacturing Defects

Imagine a company that keeps encountering the same manufacturing defects despite various attempts to fix them. By using the 5 Whys Technique, they discovered that the defects were not caused by faulty machinery, as previously assumed, but rather by human error due to unclear operating instructions. This realization led to improved training procedures and clear work guidelines, ultimately eliminating the defects.

Application in Service Industry

Now, consider a service industry struggling with frequent customer complaints and service failures. Through the 5 Whys Technique, it was revealed that these issues stemmed from inadequate staffing levels during peak hours. By addressing this root cause, such as hiring additional staff or adjusting schedules, the service quality can significantly improve, leading to higher customer satisfaction.

These examples illustrate how the 5 Whys Technique can be applied across different sectors to identify and address underlying issues effectively.

Step 1: Identify the Problem

Before diving into a 5 Whys analysis, it’s crucial to clearly identify the problem or issue at hand . This step sets the stage for the entire process and ensures that the focus remains on addressing the right concern. Take the time to gather relevant data, observe patterns, and consult with team members or stakeholders to gain a comprehensive understanding of the problem.

Step 2: Ask ‘Why’ Five Times

Once the problem is clearly defined, it’s time to start peeling back the layers. The process involves asking “why” five times, not necessarily limited to five questions but enough to delve deeper into the underlying causes of the problem . Each “why” serves as a gateway to uncovering additional factors contributing to the issue. This iterative approach helps in identifying not just one cause, but multiple interconnected elements that may be at play.

By consistently probing deeper with each “why,” you can reveal hidden complexities and nuances that may have been overlooked initially. This method allows for a more thorough understanding of the situation, paving the way for effective solutions that address root causes rather than surface-level symptoms.

This structured approach encourages critical thinking and enables teams to move beyond quick fixes towards sustainable improvements.

The 5 Whys Technique is a versatile problem-solving approach that can be applied in various scenarios to uncover root causes and drive continuous improvement. Here are two key situations where the 5 Whys Analysis can be particularly beneficial:

Recurring Issues

• The 5 Whys Technique is especially useful when dealing with recurring issues. Whether it’s a manufacturing defect that keeps resurfacing or a persistent customer complaint in the service industry, this method helps identify the underlying reasons behind these repetitive problems. By repeatedly asking “why,” it becomes possible to trace the issue back to its root cause, allowing for targeted solutions that prevent reoccurrence.

Process Improvement

• Organizations constantly strive to enhance their processes and workflows for increased efficiency and quality. When seeking to improve existing procedures, the 5 Whys Technique serves as a valuable tool. By systematically analyzing the factors contributing to inefficiencies or bottlenecks, teams can gain insights into how processes can be optimized at their core. This method enables organizations to make informed decisions about process improvements based on a deep understanding of the underlying issues.

In both cases, the 5 Whys Analysis offers a structured yet flexible approach to delve into complex problems, making it an indispensable tool for driving meaningful change and progress within organizations.

When it comes to conducting a 5 Whys analysis, utilizing a structured template can greatly facilitate the process and ensure a comprehensive investigation into the root cause identification. Using RCA software such as EasyRCA can benefit the team by streamlining your 5-why process. Here’s how organizations can benefit from using a template:

Benefits of Using a Template

• Streamlined Process: A well-designed 5 Whys template provides a clear framework for conducting the analysis, guiding teams through the iterative questioning process. This streamlines the investigation, making it easier to navigate and ensuring that no crucial aspects are overlooked.
• Thorough Investigation: By following a predefined template, teams are prompted to explore various facets of the problem systematically. This ensures that all relevant factors are considered, leading to a more thorough and insightful investigation into the underlying causes.
• Consistent Approach: Templates offer a standardized approach to conducting 5 Whys analyses within an organization. This consistency promotes uniformity in problem-solving methods across different teams or departments, enhancing overall efficiency and effectiveness.

Customizing the Template

Organizations have the flexibility to customize 5 Whys templates according to their specific needs and industry requirements. This adaptability allows for tailoring the template to address unique challenges and incorporate industry-specific considerations. Customization may include:

• Adding Industry-Specific Prompts: Tailoring the template by incorporating prompts or questions relevant to particular industries or types of issues being analyzed.
• Incorporating Visual Aids: Enhancing the template with visual aids such as flow charts or diagrams can help teams better understand and communicate complex causal relationships.
• Iterative Refinement: Regularly reviewing and refining the template based on feedback and evolving organizational needs ensures that it remains aligned with current processes and challenges.

Customizing the template empowers organizations to harness the full potential of the 5 Whys Technique in addressing diverse problems while aligning with their unique operational contexts.

Encouraging Open Communication

In mastering the 5 Whys Technique as a problem-solving method, creating an environment that fosters open communication is paramount. When team members feel comfortable expressing their perspectives and insights, it leads to a more comprehensive exploration of the underlying causes of a problem. Encouraging open communication allows for diverse viewpoints to be considered, providing a holistic understanding of the issue at hand.

By promoting an atmosphere where individuals are empowered to voice their observations and concerns, the 5 Whys analysis can benefit from a rich tapestry of ideas and experiences. This inclusive approach not only enhances the depth of the analysis but also cultivates a sense of ownership and collective responsibility for addressing root causes within the team or organization.

Continuous Improvement Mindset

A key aspect of mastering the 5 Whys Technique is embracing a continuous improvement mindset. Rather than viewing problems as isolated incidents, this approach encourages teams to see them as opportunities for growth and development. By instilling a culture of continuous improvement, organizations can leverage the insights gained from 5 Whys analyzes to drive positive change across various aspects of their operations.

Fostering a mindset focused on continuous improvement entails actively seeking feedback, evaluating processes, and implementing iterative enhancements based on the findings. It involves an ongoing commitment to learning from past experiences and leveraging that knowledge to proactively address potential issues before they escalate. Embracing this mindset ensures that the 5 Whys Technique becomes ingrained in the organizational ethos, leading to sustained progress and resilience in problem-solving efforts.

As we wrap up our exploration of the 5 Whys Technique, let’s address some common questions that may arise regarding this powerful problem-solving method.

What is the primary goal of the 5 Whys Technique?

The primary goal of the 5 Whys Technique is to uncover the root cause of a problem by iteratively asking “why” at least five times. This approach aims to move beyond surface-level symptoms and address the underlying issues that lead to recurring problems.

Is the 5 Whys Technique limited to specific industries or sectors?

No, the 5 Whys Technique is versatile and can be applied across various industries and sectors. Whether it’s manufacturing, healthcare, service, or technology, this method offers a structured yet flexible approach to identifying root causes and driving continuous improvement.

How does the 5 Whys Technique contribute to continuous improvement?

By delving into the fundamental reasons behind problems, the 5 Whys Technique provides organizations with valuable insights for driving continuous improvement. It not only helps in resolving immediate issues but also fosters a culture of ongoing enhancement and development within an organization.

Can the 5 Whys Technique be used for complex problems with multiple contributing factors?

Yes, while initially designed as a simple and straightforward method, the 5 Whys Technique can certainly be applied to complex problems with multiple interconnected factors. By systematically probing deeper into each layer of causality, this technique enables a comprehensive understanding of intricate issues.

I hope you found this guide to 5 whys technique insightful and actionable! Stay tuned for more thought-provoking articles as we continue to share our knowledge. Success is rooted in a thorough understanding and consistent application, and we hope this article was a step in unlocking the full potential of Root Cause Analysis for your organization.

Reliability runs initiatives such as an online learning center focused on the proprietary PROACT® RCA methodology and EasyRCA.com software. For additional resources, visit Reliability Resources .

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5 Whys: Examples, explanations, and how to find the causes of problems

At some point, we’ve all experienced a problem with a process or strategy at work. But figuring out why the problem exists can be a daunting task. When you sit your teammates down for a discussion, emotions run high and miscommunication is common.

The 5 Whys is a powerful, easy-to-use technique for getting at the root of a problem. It empowers you and your team to understand why a problem persists and to decide on a path forward.

• What is the 5 Whys framework?

The 5 Whys is a popular problem-solving method that individuals and teams use to understand the potential causes of a specific issue. Years ago, Toyota developed the approach to help them get at the heart of complex mechanical issues, so you know it’s legitimate! The technique is easy to use: you ask why a problem happened, and then you ask four more times. By asking “why” on a step-by-step basis, you can get to the root cause of a defect, failure, challenge, or malfunction.

• When and Why the 5 Whys Analysis is Used

The 5 Whys framework is useful in a variety of situations. People love it because it helps you have a focused discussion and avoid getting distracted by other topics. You just start with a problem statement, ask why the problem exists, and keep moving through the exercise until you’ve uncovered the problem.

Here are some scenarios where you might find the 5 Whys approach to be useful.

Working on complex products

Remember, the 5 Whys technique was originally developed by Toyota. The car manufacturer needed a clear-cut way of dealing with a product that has thousands of parts. But that doesn’t mean the technique only works for large physical goods. Many organizations use the 5 Whys approach when software malfunctions, when a key deliverable with many moving parts doesn’t work properly, or when a multi-step process breaks down.

Solving complex problems

When a problem is so complex that engineers, designers, or decision-makers are scratching their heads, the 5 Whys approach may serve you well. Maybe your complicated marketing strategy didn’t hit your targets, or an important API isn’t working. Instead of getting overwhelmed, the 5 Whys framework helps you wrap your head around the problem.

Dealing with consistent problems

Maybe the problem doesn’t seem complex, but it keeps coming up. Or maybe you’ve tried multiple solutions and none seem to work. Rather than burning precious time and money on yet another risky bandaid, try the 5 Whys to finally discover what’s going on.

• How to conduct a 5 Whys analysis in 6 steps

One of the great things about the 5 Whys framework is that it’s easy to understand. Unlike many other problem-solving techniques, which can be difficult to grasp, you can explain the 5 Whys to your team in minutes. Follow these guidelines any time you need to use the approach.

Step 1 – Form your problem statement.

Start by asking your team what problem you’re about to analyze. Everyone should get a chance to articulate the problem so you’re all on the same page. Sometimes, you might find yourself using the 5 Whys approach to uncover the root of a difficult or charged obstacle. If that’s the case, give your team the time and space to be honest with each other and to have difficult conversations. Write down the problem statement for everyone to reference.

Step 2 – Ask “why has this happened?” 5 times.

Don’t be too literal with it. Feel free to amend the “why” statement to something like “Why does this keep happening?” or “Why are we having this problem?” Keep going until you’ve asked “why” five or more times. It might feel unnatural, but eventually, you’ll push through any awkwardness to uncover the root of the problem.

Step 3 – Jot down logical causes.

Okay, now you have a pretty good handle on your problem. Write down any logical causes that have followed from your 5 Whys analysis. Regardless of whether those causes came from your first “why” or your fifth, make a detailed note of them. Discuss the causes with your team and make sure you’re all agreed.

Step 4 – Hypothesize an answer.

Now that you have your logical cause, it’s time to come up with some potential solutions. At this stage, you’re just having a conversation. You don’t need to come up with the perfect solution in this meeting. Have everyone go around the room and say (or write down) a possible solution. Ask everyone to vote on the most actionable one.

Step 5 – Test your hypothesis.

Put your solution to the test with some experiments. If you’ve decided that a marketing campaign failed because you didn’t choose the correct target audience, then maybe you can come up with some A/B tests to vet possible solutions. Aim for low-stakes tests that you can use to draw meaningful conclusions.

Step 6 – Repeat until solved.

Iterate until you’ve solved the problem! Don’t be discouraged if it doesn’t happen right away. Sometimes, it might take multiple rounds of “whys” followed by many rounds of testing to uncover a solution. Keep an open line of communication among your teammates and don’t give up.

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• A simple 5 Whys example

The 5 Whys is an adaptable, easy-to-use framework for uncovering the root of a problem. Organizations and teams of all sizes use the framework to overcome complex, high-stakes challenges. Here’s a quick example to help you bring this method of analysis to your own team.

Let’s say your team has been working on an app for many months. You rolled out a beta version late last quarter. You were supposed to ship the app to the rest of your users at the beginning of this quarter, but a problem arose: a bunch of your early users complained of a fatal error that caused the app to crash. As a result, you couldn’t ship it, and your customers were disappointed.

Step 1 — Write down your problem statement. 

As we mentioned above, the first step in following the 5 Whys framework is to clearly and succinctly define what problem you’re trying to solve. The entire group should be clear about this issue. In this case, the problem statement is: your app wasn’t ready to ship to your customers.

Step 2 — Start with the broadest possible question.

Start with the broadest possible question. Then aim to answer it. Why wasn’t the app ready for your customers? It wasn’t ready because there was a bug in the code that caused it to crash.

Drill down into that question. Why was there a bug in the code that caused it to crash? There was a bug in the code because the engineers didn’t get user feedback in time to fix it.

Keep drilling down. Why didn’t the engineers get that user feedback? They didn’t get the feedback because the development team didn’t provide an easy way for users to submit their feedback.

Continue drilling down, asking more and more precise questions as you get closer to the answer. Why didn’t the development team provide an easy way for users to leave feedback? They didn’t provide an easy way for users to leave feedback because they weren’t clear on deadlines for the project.

Ask “why” at least one more time. Why wasn’t the development team clear on deadlines for the project? They weren’t clear on deadlines because they weren’t meeting with stakeholders often enough to know when the timeline changed.

Step 3 – Write down logical issues.

Now you have enough information to write down logical causes. It seems that this problem stemmed from a lack of communication between stakeholders. That caused the development team and engineering team to become misaligned.

Step 4 – Once you’re ready, you can come up with a possible solution to this problem.

Once you’re ready, you can come up with a possible solution to this problem. In the future, internal stakeholders will hold weekly check-ins to make sure they’re aligned on where the project is headed.

Step 5 – Put that hypothesis into action.

Here’s where you get to test out your hypothesis and see what effects it has. Moving forward, start holding weekly check-ins and see what happens. If miscommunication and confusion goes down, you’ll know you’re on the right track.Step 6 – Adjust your strategy, if needed

Resist the urge to consider a problem “solved” and move on immediately. It’s important to revisit how the solution is functioning in the weeks ahead, continually checking in with everyone on the team to see how they’re feeling about it. You may need to tweak your strategy over time.

• How 5 Whys helped solve the problem

This example clearly showcases the power of the 5 Whys. What looked like a problem with code turned out to be a symptom of miscommunication.

Although this is just a hypothetical, we all know stuff like this happens every day. But it’s often difficult to uncover the root causes of a problem without months and months of exploration. With the 5 Whys, you can overcome costly challenges in a much shorter amount of time.

• Try the 5 Whys template for free

Clearly, asking “why?” isn’t just a technique used by persistent 4-year-olds – it’s actually a quick and easy way to identify a root cause. Countless teams across different industries have had great results using this framework. Save time, collaborate with your team, and solve hard problems with Miro’s free 5 Whys template .

• How Miro helps distributed teams collaborate

Working with a remote team can be challenging — but it also offers unparalleled opportunities for creativity and collaboration. Miro’s online whiteboard helps teams overcome cultural divides, communication silos, geographic barriers, and micro-cultures to empower you to stay connected and do great things.

Miro has a variety of templates and tools for teams to help you and your team:

• Create a mind map
• Manage a scrum board
• Create user story maps and customer journey maps
• Work with sticky notes, even if you aren’t in the same room
• Generate flow charts and diagrams
• Run brainstorming sessions

And lots more… try Miro for remote collaboration today!

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5 Whys: Uncovering the Core of Problem Solving

This guide will walk you through the essential elements of using 5 whys - the productivity method to keep your team productive and engaged.

In the realm of continuous improvement methodologies and problem-solving techniques, 5 Whys stands out as a quintessential approach that delves deep into the underlying causes of issues, aiming to address the root of the problem itself. This article provides a comprehensive exploration of the 5 Whys method, from its origins to practical applications, serving as a valuable resource for individuals and organizations seeking to enhance their problem-solving capabilities.

What Is "5 Whys" in the Context of Productivity?

The 5 Whys technique is a systematic and iterative questioning method employed to discern the fundamental cause-and-effect relationships underlying a problem. It involves the repetition of "why" questions to gradually uncover the deeper issues contributing to a particular symptom or challenge. As an essential tool in productivity enhancement, 5 Whys offers a structured framework for drilling down into the underlying causes of inefficiencies, thereby facilitating targeted and sustainable solutions.

Origin of 5 Whys

The genesis of the 5 Whys approach can be traced back to the pioneering systems of lean manufacturing and Toyota Production System (TPS) in the mid-20th century. Developed as a fundamental aspect of the TPS, 5 Whys was ingrained in Toyota's problem-solving culture, reflecting its profound impact on the organization's operational efficiency and product quality. Over time, its efficacy transcended manufacturing, permeating diverse industries and problem-solving contexts.

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Who Can Benefit from Using 5 Whys?

Targeting a wide spectrum of professionals, from frontline employees to C-suite executives, the 5 Whys technique is versatile and universally applicable. Whether deployed in the manufacturing sector to identify equipment failures or in service industries to uncover workflow bottlenecks, 5 Whys serves as a potent instrument for discerning the root causes of issues. Furthermore, it is equally beneficial for individuals seeking to address personal or professional challenges in a methodical and holistic manner.

Pros and Cons of 5 Whys

• Depth of Analysis : By repeatedly asking "why," the 5 Whys method enables a comprehensive and systemic exploration of problems, leading to the identification of root causes that might have otherwise remained obscured.
• Simplicity and Accessibility : Its straightforward and uncomplicated nature allows for widespread adoption, making it an accessible and practical tool for organizations at all levels.
• Cultivates a Learning Culture : Encourages a culture of curiosity, open communication, and continuous improvement within organizations, thereby fostering a fertile ground for innovation and problem-solving.
• Surface-Level Responses : In certain cases, the 5 Whys technique may lead to superficial conclusions, especially if the team lacks the depth of expertise or experience in the specific problem domain.
• Overemphasis on Direct Causes : The method might overlook complex systemic issues that necessitate a more multifaceted approach, potentially resulting in incomplete or myopic solutions.

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How to Get Started with 5 Whys

Initiating the 5 Whys process involves a deliberate and structured approach that encourages collaborative problem-solving and critical thinking.

• Select a Problem : Begin by identifying a specific problem or issue that warrants thorough examination.
• Assemble a Diverse Team : Gather a cross-functional team with varied perspectives and expertise relevant to the problem at hand.
• Ask the First "Why" : Encourage the team to articulate the symptoms or manifestations of the problem, prompting the initial "why" question to unravel its root cause.
• Reiterate the Process : Proceed to ask "why" in response to each successive cause that emerges, ideally delving five iterations deep to uncover the fundamental issue.
• Validate and Implement Solutions : Once the root cause is identified, collaboratively explore and implement sustainable solutions to address the problem systematically.

Examples of 5 Whys in Action

Scenario 1 : Manufacturing Downtime

• Description : A manufacturing company experiences frequent equipment breakdowns, disrupting production schedules.
• Application of 5 Whys : By employing the 5 Whys technique, it was revealed that inadequate equipment maintenance, stemming from inconsistent servicing schedules, was the root cause of the recurring breakdowns.
• Impact : Implementing a regular maintenance regimen and standardized protocols significantly reduced unplanned downtime.

Scenario 2 : Service Industry Efficiency

• Description : A service-oriented organization encounters prolonged lead times in delivering services to clients.
• Application of 5 Whys : Through collaborative 5 Whys sessions, it was discovered that convoluted approval processes and overreliance on manual documentation processes were impeding operational efficiency.
• Impact : Streamlining approvals and digitizing documentation procedures led to a substantial reduction in service delivery timelines.

Scenario 3 : Project Management Challenges

• Description : A project team faces recurring delays and cost overruns in their initiatives.
• Application of 5 Whys : By meticulously delving into the project setbacks using the 5 Whys approach, it became evident that inadequate resource allocation and unclear communication channels were at the core of the recurring issues.
• Impact : Implementing a resource optimization strategy and refining communication protocols resulted in smoother project executions with minimized delays and budget overruns.

Step-by-Step Guide for 5 Whys

Identifying the Problem

The first step entails pinpointing a specific problem or undesirable outcome that necessitates a thorough analysis. This could be a recurrent issue, a sudden anomaly, or a persistent symptom of an underlying challenge.

Assembling a Diverse Team

Bringing together a cross-functional and diverse team comprising individuals with unique insights, expertise, and perspectives relevant to the problem being addressed is crucial for fostering comprehensive discussions and ensuring a multi-faceted analysis.

Initiating the "Why" Iterations

Commence the 5 Whys analysis by posing the first "why" question in response to the identified problem, prompting the team to elucidate the underlying causes that have contributed to its manifestation.

Repeated Inquiry and Exploration

Persist by iteratively asking "why," probing deeper into each cause identified in the previous step. The process should ideally culminate after the fifth "why," substantiating the direct linkages between causes and the ultimate issue.

Validation and Solution Formulation

Upon uncovering the root cause through the 5 Whys analysis, the team must substantiate the findings with empirical evidence and collaboratively devise and implement targeted solutions that address the core issue in a systematic manner.

Actionable Tips for 5 Whys

• Cultivate Open Dialogue : Encourage an atmosphere of candid and open communication to facilitate uninhibited exploration of issues and causes within the 5 Whys process.
• Embrace Collective Ownership : Foster a sense of shared responsibility and ownership among team members regarding the outcomes and findings derived from 5 Whys sessions, promoting a collaborative approach to problem-solving.
• Document and Reflect : Thoroughly document the findings and insights gained from each 5 Whys analysis, allowing for subsequent reflections and insights to inform future problem-solving endeavors.

Do's and Dont's

Dont's.

In conclusion, the 5 Whys approach serves as a powerful instrument for unraveling the underlying causes of problems, fostering a culture of continuous improvement, and propelling organizations towards sustainable solutions. Its versatility and simplicity render it accessible to diverse environments and underscore its enduring significance in the realm of problem-solving methodologies.

How is the "5 Whys" technique different from traditional problem-solving methods?

The 5 Whys technique distinguishes itself from traditional problem-solving strategies by its relentless pursuit of root causes through iterative questioning. While conventional methods often address symptoms or superficial manifestations of problems, the 5 Whys approach delves progressively deeper, aiming to unveil the fundamental sources of issues.

What is the ideal team size for conducting a "5 Whys" analysis?

An optimal team size for 5 Whys analysis generally comprises 5 to 7 individuals to ensure a diverse range of perspectives and insights. However, the key determinant lies in assembling a group with the requisite expertise, knowledge, and direct relevance to the problem being addressed.

Can the "5 Whys" approach be used in non-business contexts?

Absolutely. The 5 Whys method can be seamlessly applied to non-business scenarios, ranging from personal problem-solving, family dynamics, community initiatives, to broader societal challenges. Its fundamental principle of drilling down to root causes transcends organizational boundaries, making it universally relevant.

How do you handle resistance to the findings of a "5 Whys" analysis?

Resilience to the findings of a 5 Whys analysis is a common occurrence. It is crucial to foster an environment of open dialogue and empathy, allowing dissenting viewpoints to be expressed and constructively addressed. Engaging skeptics in the validation process and demonstrating empirical evidence can help mitigate resistance.

What are the common challenges faced when implementing the "5 Whys" technique?

One of the primary challenges during 5 Whys implementation is the tendency to prematurely settle on a superficial cause, rather than delving deep enough to unearth the fundamental issue. Overcoming this requires persistence, critical thinking, and a commitment to rigorous exploration.

This meticulously crafted article provides a comprehensive understanding of the 5 Whys methodology, equipping readers with actionable insights to apply this powerful approach in diverse problem-solving contexts.

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• The Power of 5 Whys to get Results
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• Root Cause Analysis

The 5 Whys technique is a simple yet effective problem-solving method as part of the Root Cause Analysis (RCA) tool kit that involves asking “why” five times to identify the root cause of a problem. The 5 Whys technique was created by Toyota founder Sakichi Toyoda to enhance the effectiveness and efficiency of the company’s manufacturing processes. It is now applied in a variety of settings, including manufacturing, the service sector, and other businesses.

The method can be applied in a variety of situations, encourages teamwork and collaboration, and is simple to use. The 5 Whys technique can help organizations increase efficiency, and productivity, reduce waste and reduce costs by locating and addressing the root causes of issues.

Table of Contents

What is the 5 whys technique.

The 5 Why technique is a problem-solving method that involves repeatedly asking “why” five times to determine the source of a problem. “Why-why analysis” is another term that is sometimes used to describe the 5 Why technique.  It was initially created by Sakichi Toyoda, the company’s founder, as a way to enhance the effectiveness and efficiency of the business’s manufacturing processes.

How it works:

• Identify the problem that you want to solve. Make sure to clearly define the problem and understand its impact on your organization or project.
• Ask “why” five times to get to the root cause of the problem. For each “why,” come up with a possible cause of the problem. You may need to do some research or gather data to help identify the causes of the problem.
• Keep asking “why” until you reach a root cause that can be addressed or resolved. The root cause is the underlying cause of the problem that can be addressed or resolved to prevent the problem from recurring in the future.
• Come up with a solution to the root cause. Once you have identified the root cause of the problem, brainstorm possible solutions to address it. Choose the best solution based on its effectiveness, feasibility, and impact.
• Implement the solution. Put your chosen solution into action and monitor the results to ensure that the problem has been effectively resolved.

Below is an example of how the 5 Whys technique can be applied to problems:

We were able to identify the issue’s root cause, a lack of communication regarding the maintenance schedule—and identify a fix using the 5 Whys method (posting the schedule in a visible location). This solution addresses the root cause of the issue, which is likely to be more effective than just treating the problem’s symptoms (equipment failures).

Symptom vs Root Cause

A problem or issue reveals itself physically as a symptom. Although it is the result or effect that is seen, it does not always reveal what the root cause of the issue is.

For example, a strange noise coming from a car’s engine is a sign that something is wrong. Although it is the problem’s obvious indication, it does not always provide information about its root cause. The leading cause of the issue could be anything from a loose belt to an engine component that is broken.

The root cause, on the other hand, started the problem in the first place. It is the underlying reason the issue is occurring. Finding and fixing a problem’s root cause can help prevent it from happening again in the future.

A loose belt, for instance, might be to blame for an odd noise coming from a car’s engine. The immediate issue might be resolved if we simply replace the belt, but the underlying issue (the loose belt) will still not be resolved. The issue will probably recur if the root cause is not addressed.

It’s important to differentiate between symptoms and root causes because, in the long run, dealing with a problem’s root cause is most often more effective and efficient than dealing with its symptoms alone. We can stop the issue from occurring again and potentially save time and resources in the long run by locating and addressing the root cause.

Why is the 5 Whys technique so effective?

There are many benefits to using 5 Whys that make it so effective:

Simple to Use by anyone in the business: 5 Why is one of the most simple tools to use in business to solve problems and can be done by anyone in the business. With some basic training supported by examples, anyone in the business can identify the root causes of problems and identify solutions; this does not require someone with years of experience or a Lean Six Sigma belt to master and benefit from using it.

It promotes a methodical method of problem-solving: The 5 Whys method promotes a methodical, step-by-step approach to problem-solving, which can help guarantee that all relevant factors are taken into account and that the problem’s root cause is found.

It can be used in a variety of situations: The 5 Why’s technique can be used to solve problems in a variety of contexts, including manufacturing, service industries, and other business settings.

It can increase productivity and efficiency: The 5 Whys technique can assist organisations in increasing productivity and efficiency while lowering waste and costs by identifying and addressing the root causes of issues.

It can identify unlikely root causes with ease: In many situations, the root cause may be obvious once you start the 5 Whys analysis, but that is not always the case. For example, with the Jefferson Memorial, the solution to stop the monument from eroding was not an obvious one. Example below:

The Jefferson Memorial was disintegrating. Why? because harsh chemicals are used to clean it.

Why are harsh chemicals used to clean it? to clean pigeon droppings.

Why are there so many pigeons at the memorial? Because the pigeons eat spiders and there are lots of spiders at the memorial.

Why are there so many spiders at the memorial? Because they eat insects, and there are a lot of insects at the memorial.

Why are there so many insects at the memorial? because they are attracted by the lights on the memorial at dusk.

Solution: Turn the lights on later in the evening. As you can see from this example, at first glance, it did not seem logical that turning the lights on later would have any relationship to stopping the memorial from disintegrating. The added benefit of this root cause analysis was also a cost saving in the lights being turned on later and a reduced cleaning cost. So the benefits also went above and beyond the initial expectations. Video for reference: YouTube Video Link

In conclusion, the 5 Whys technique is a useful tool for identifying and resolving the root causes of issues in an organisation. The technique works to get at the root of a problem rather than just treating its symptoms by asking “why” repeatedly. The 5 Whys method can be used in a variety of situations, is easy to apply, and encourages teamwork and collaboration. Organizations can increase effectiveness, and productivity, cut waste and lower costs by using the 5 Whys technique to solve problems. The 5 Whys technique is a useful and effective tool for problem-solving in any organisation.

• Card, A.J., 2017. The problem with ‘5 whys’.   BMJ quality & safety ,  26 (8), pp.671-677.
• Voehl, F., 2016. The 5 whys .  The Innovation Tools Handbook ,  2 .
• Benjamin, S.J., Marathamuthu, M.S. and Murugaiah, U., 2015. The use of 5-WHYs technique to eliminate OEE’s speed loss in a manufacturing firm .  Journal of Quality in Maintenance Engineering ,  21 (4), pp.419-435.

Daniel Croft

Daniel Croft is a seasoned continuous improvement manager with a Black Belt in Lean Six Sigma. With over 10 years of real-world application experience across diverse sectors, Daniel has a passion for optimizing processes and fostering a culture of efficiency. He's not just a practitioner but also an avid learner, constantly seeking to expand his knowledge. Outside of his professional life, Daniel has a keen Investing, statistics and knowledge-sharing, which led him to create the website learnleansigma.com, a platform dedicated to Lean Six Sigma and process improvement insights.

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Problem Solving using the 5 Whys

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The 5 Whys template is a simple, yet powerful tool used for root cause analysis. Based on the technique developed by Sakichi Toyoda , it takes an iterative approach to problem-solving. Starting with an initial problem statement, a question beginning with ‘why’ is asked 5 times in order to zero in on the root cause. 

Along with the Fishbone Diagram , the 5 Whys template is a seminal technique for problem-solving through a deeper understanding of causal relationships. Let us understand this method in a little more detail. Or directly use the template . 

What is the 5 Whys root cause analysis?

The 5 Whys problem-solving method was originally developed for Toyota Motor Corporation’s production facility. The technique starts with a single problem and asks a ‘why’ question based on the answer to the previous question. 

The iterative process of asking ‘why’ ensures that each step is logically connected to the previous by a cause and effect relationship. Each ‘why’ takes you one step closer to finding the root cause. 

5 Whys analysis in six sigma

Six sigma is all about waste reduction, process optimization and quality improvements. The simplicity of the 5 Whys method lends itself well to the analysis stage of six sigmas. Since the technique eschews complex statistical methods, individuals from across functions and departments can participate in the process. It’s a great technique for driving process improvements and ensuring past mistakes do not reoccur.  

How to use the 5 Whys template

Since a 5 Whys session is in essence a brainstorming session, it is important to work with a whiteboard and sticky notes. Mapping out the process on an online whiteboard helps people better visualize what happened. Multiple stakeholders can work on Conceptboard’s collaborative template in real time and add their ideas on digital sticky notes . The template is completely editable.

Steps to using the 5 whys template

• Asking the right question – Before you embark on a 5 whys analysis, it is important to start with the right question. Here, a problem statement template can come in handy.
• Gather the right people – All key stakeholders and especially decision makers should be involved in the session.
• Assign a moderator – It is important for the moderator to drive the conversation, ensure each of the steps are followed and assumptions avoided 
• Prepare the board in advance – Load the template by clicking the ‘+’ button and choosing ‘Insert template’. Drag and drop the 5 Whys template and share the board with the team.
• Add sticky notes and write down your comments for each round of the process.
• Once the analysis is complete, identify the action points and export the board as a PDF or print it out.

5 Whys Example

Here’s an example of the 5 Whys process and the solutions that came up from the analysis.

• Why was the hospital’s new health care app delayed by 4 weeks? Answer : Additional complexities were revealed in the testing phase.
• Why did additional difficulties come up? Answer : The creation phase did not include a solution for a major use case.
• Why did the creation phase miss a major use case? Answer : The original brainstorming sessions did not include employees from the department.
• Why were key employees missing from the brainstorming sessions? Answer : The brainstorming session was led by a particular department. In this case, additional departments were brought in later in the development process.
• Why is this process managed by a particular department? Answer : This is how it’s always been done.

Solutions found:

Create a new process that builds on the strengths of all departments and encourages interdepartmental collaboration. Ensure key employees from every department are present in all brainstorming sessions throughout all phases.

If you’ve like this template, we’ve also rounded up 15 of our favourite brainstorming techniques and templates that help you generate new ideas and drive innovation. For additional problem-solving templates, you can use our A3 problem-solving template .  Also check out our list of retrospective ideas and templates you can use today with your team.

Use the free template with your team & customize as you go!

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2 comments . leave new.

I disagree with your statement “Six sigma is all about waste reduction, process optimization and quality improvements.”

Six-Sigma is all about “variation reduction” using statistical tools and techniques and pioneered by Motorola.

Lean is all about “Waste reduction” using Lean tools and techniques as part of Lean Manufacturing/the Toyota Production System developed by Toyota.

(1) The example solution is not a solution, it is the recognition that something new needs to happen, followed by requirements on how that is to be achieved.

(2) A single thread down (one answer per question) is insufficient for most difficult problems (i.e. ones that require a 5-why’s!) Each question will generate several answers, each of which is drilled down on. Then answers to different questions that are the same are linked into a lattice. If you are lucky it all comes together into a single item at the bottom of the diagram. One ends up with several dominant threads from top to leaf nodes, each of which has to be dealt with.

(3) The 5-why’s identifies several possibly independent causes. These must be dealt with using a problem solving method — which 5-why’s is not. It is a problem identification method.

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5 Whys is the practice of asking why repeatedly whenever a problem is encountered in order to get beyond the obvious symptoms to discover the root cause.

For instance, Taiichi Ohno gives this example about a machine that stopped working (Ohno 1988, p. 17):

• Why did the machine stop? There was an overload and the fuse blew.
• Why was there an overload? The bearing was not sufficiently lubricated.
• Why was it not lubricated? The lubrication pump was not pumping sufficiently.
• Why was it not pumping sufficiently? The shaft of the pump was worn and rattling.
• Why was the shaft worn out? There was no strainer attached and metal scraps got in.

Without repeatedly asking why, managers would simply replace the fuse or pump and the failure would recur. The specific number five is not the point. Rather it is to keep asking until the root cause is reached and eliminated.

5 Whys Illustrated

When to Use the 5 Whys

Management should use the 5 Why problem-solving method with Gap from Standard problems. This is problem-solving that focuses on:

• specific problem definition
• setting goals
• root cause analysis
• establishment of countermeasures
• checks, standards, and follow-up activities

The aim is to prevent the problem from recurring by eliminating its underlying causes.

In general, there are three types of root-cause analysis:

• One-variable-at-a-time (OVAT)
• Multivariate-at-a-time (MVAT)

No advanced math skills are required for logic-based analysis such as 5 Whys. However, the ability to think critically, especially in terms of inductive logic (broad generalization from specific observation), deductive logic (general premise to specific conclusion), and abductive logic (general observation to hypothesis), is necessary.

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The Power of the Five Whys: Drilling Down to Effectively Problem-Solve

What is the “5 whys” method, the power of asking “why”, when the 5 whys should be used, how to utilize the 5 whys technique, five whys examples, other ways of improving problem-solving.

It’s a fact of life that things don’t always go according to plan. When facing mistakes or challenges, asking “why”—especially if you do it repeatedly—can help uncover deeper layers of understanding so you can identify potential solutions.

The question “why” can be used in problem-solving as a powerful technique that helps us dig deeper, challenge assumptions, and think critically. After all, if you’re not sure why a problem exists in the first place, it’s very difficult to solve it.

The “Five Whys” method (also called “5 Whys Root Cause Analysis”) can specifically help in examining beliefs, behaviors, and patterns to shine a light on areas for improvement. The Five Whys have other benefits too, including encouraging collaboration and communication since this strategy promotes open dialogue among team members or partners. It also helps generate effective and lasting solutions that can prevent similar issues from resurfacing in the future.

In this article, learn how to use the Five Whys to save yourself or your company from wasting time and money and to address important issues at their source before they escalate.

The “Five Whys” is a technique commonly used in problem-solving to find the root causes of problems . This type of analysis can be applied to various situations, including within companies and relationships, to gain deeper insights and understandings of challenges and obstacles. The method involves “drilling down” by repeatedly asking “why”—typically five times or more—to get to the underlying causes or motivations behind a particular issue. Overall, it’s a way to figure out causes and effects related to a situation so that solutions can be uncovered.

“Effective problem solving can help organizations improve in every area of their business, including product quality, client satisfaction, and finances.” Jamie Birt , Career Coach

Here are a few reasons why asking “why,” or practicing the Five Whys, is important in problem-solving:

• Identifies underlying issues and root causes: Repeatedly asking “why” helps peel back the layers of a problem to get closer to the heart of what’s not working well. The goal is to define the real issue at hand to address its underlying causes. Understanding root causes is crucial because it enables you to address issues at their source rather than simply dealing with surface-level effects.
• Promotes critical thinking: Critical thinking refers to the process of objectively and analytically evaluating information, arguments, or situations. To engage in critical thinking and analysis, we need to ask “why,” usually over and over again. This encourages us to develop a more nuanced understanding of a problem by evaluating different factors, examining relationships, and considering different perspectives. Doing so helps lead to well-reasoned judgments and informed decisions.
• Uncovers assumptions: The opposite of assuming something is remaining open-minded and curious about it. Albert Einstein once said , “The important thing is not to stop questioning. Curiosity has its own reason for existing.” Asking “why” prompts you to challenge preconceived notions you may not even realize you have. Often, we make assumptions about a problem or its causes without having all the information we need. By gaining a fresh perspective, we can consider alternative solutions.
• Generates insights: The Five Whys can lead to valuable discoveries and potential fixes by uncovering hidden connections. These insights can guide us toward innovative solutions that prevent similar problems from worsening or happening again.

“Curiosity has been identified as a characteristic of high-performing salespeople, and having a tool and system that fosters curiosity in your team is extremely helpful.” Alexander Young, Forbes

Any time a problem needs to be clarified and solved, the Five Whys can help. This flexible technique can be adapted to different situations, including personal and professional ones. For example, it’s useful when there are complications within businesses that are causing a loss of profits or when arguments occur among family members or partners. Eric Ries from Harvard Business Review points out that start-ups can especially benefit from the Five Whys to test and refine procedures, ideas, products, and processes.

To get the most out of the Five Whys, include people with personal knowledge of the problem, processes, and systems involved in the analysis, such as employees and customers. This means that if a leadership team, for example, wants to use the Five Whys to improve customer engagement, actual customers and customer service representatives would be ideal people to include in the discussion. 

Here are examples of situations in which the Five Whys can be utilized:

• Troubleshooting business processes or operations issues, such as delivery or customer service concerns.
• Identifying the reasons behind personal challenges or recurring problems, such as disputes between bosses and employees.
• Analyzing project failures or setbacks, such as missed deadlines, to find underlying causes.
• Understanding customer complaints or dissatisfaction to improve products or services.
• Improving communication, teamwork, and client relationships.

Sakichi Toyoda (1867–1930) was a Japanese inventor and industrialist known for his business ventures, including founding the Toyota Motor Corporation. Toyoda is credited with developing the Five Whys method in the 1930s, which he used to support continuous improvement within his companies . 

For example, within Toyota Production System (TPS), key goals included eliminating waste, improving efficiency, and ensuring quality. Toyoda used the Five Whys to identify problems within his company and to find ways to resolve them to improve production and customer satisfaction. He once stated , “By repeating why five times, the nature of the problem as well as its solution becomes clear.”

“The beauty of the [Five Whys] tool is in its simplicity. Not only is it universally applicable, it also ensures that you don’t move to action straight away without fully considering whether the reason you’ve identified really is the cause of the problem.” Think Design

The Five Whys works by drilling down to a main underlying cause. The answer to the first “why” should prompt another “why,” and then the answer to the second “why” should continue to prompt more “whys” until a root cause is identified.

Follow these steps to implement the Five Whys:

1. Identify the Initial Problem: Clearly define the problem you want to address. Be specific, such as by including details that help with the analysis. Make sure to clearly articulate the issue by breaking it down into smaller components to ensure everyone involved has a thorough understanding of the situation.

2. Ask “Why?”: Start by asking why the problem occurred. Answer your own question. The answer becomes the basis for the next “why” question.

3. Repeat the Process Five or More Times: Continue asking “why” about the previous answer, iterating at least five times or until you reach a point where the root cause of the problem becomes apparent.

4. Analyze and Take Action: Once you have identified the root cause, analyze potential solutions and take appropriate action.

Here’s a template that you can use to make the process simple:

Problem Statement: (One sentence description of the main problem)

• Why is the problem happening? (Insert answer)
• Why is the answer above happening? (Insert answer)

Root Cause(s) 

To test if the root cause is correct, ask yourself the following: “If you removed this root cause, would this problem be resolved?”

Potential Solutions:

List one or more ways you can resolve the root cause of the problem.

The Five Whys method is not a rigid rule but rather a flexible framework that can be adjusted based on the complexity of the problem. You may need to ask “why” only three times or more than five times, such as 7 to 9 times, to nail down the main underlying cause. It’s not the exact amount of “whys” you ask that matters, more so that you’re really investigating the situation and getting to the root of the issue.

Here are two examples of how the Five Whys technique can be used to problem-solve:

Example 1: Machine Breakdown

• Problem Statement: A machine in a manufacturing facility keeps breaking down.
• Why did the machine break down? The motor overheated.
• Why did the motor overheat? The cooling system failed.
• Why did the cooling system fail? The coolant pump malfunctioned.
• Why did the coolant pump malfunction? It wasn’t properly maintained.
• Why wasn’t the coolant pump properly maintained? There was no regular maintenance schedule in place.
• Root Cause: The lack of a regular maintenance schedule led to the coolant pump malfunction and subsequent machine breakdown.
• Solution: Implement a scheduled maintenance program for all machines to ensure proper upkeep and prevent breakdowns.

Example 2: Orders Not Being Fulfilled On Time

• Problem Statement: The order fulfillment process in an e-commerce company is experiencing delays.
• Why are there delays in the order fulfillment process? The warehouse staff is spending excessive time searching for products.
• Why are they spending excessive time searching for products? The products are not organized efficiently in the warehouse.
• Why are the products not organized efficiently? There is no standardized labeling system for product placement.
• Why is there no standardized labeling system? The inventory management software does not support it.
• Why doesn’t the inventory management software support a labeling system? The current software version is outdated and lacks the necessary features.
• Root Cause: The use of outdated inventory management software lacking labeling functionality leads to inefficient product organization and delays in the order fulfillment process.
• Solution: Upgrade the inventory management software to a newer version that supports a standardized labeling system, improving product organization and streamlining the order fulfillment process.

“Great leaders are, at their core, great problem-solvers. They take proactive measures to avoid conflicts and address issues when they arise.” Alison Griswold , Business and Economics Writer

Problem-solving is a skill that can be developed and improved over time. The Five Whys method is most effective when used in conjunction with other problem-solving tools and when utilized in a collaborative environment that encourages open communication and a willingness to honestly explore underlying causes. For the method to work well, “radical candor” needs to be utilized, and constructive feedback needs to be accepted.

Here are other strategies to assist in problem-solving, most of which can be used alongside the Five Whys:

• Gather and analyze information: Collect relevant data, facts, and information related to the problem. This could involve conducting research, talking to experts, or analyzing past experiences. Examine the information you’ve gathered and identify patterns, connections, and potential causes of the problem. Look for underlying factors and consider both the immediate and long-term implications.
• Have a brainstorming session: Collaborate with colleagues, seek advice from experts, or gather input from stakeholders. Different perspectives can bring fresh ideas. Gather a group of teammates and get out a whiteboard and a marker. Create a list of opportunities or problems and potential solutions. Encourage creativity and think outside the box. Consider different perspectives and approaches.
• Draw a cause-and-effect diagram: Make a chart with three columns, one each for challenges, causes, and effects. Use this to come up with solutions, then assess the pros and cons of each potential solution by considering the feasibility, potential risks, and benefits associated with each option. 
• Develop an action plan: Once you’ve selected the best solution(s), create a detailed action plan. Define the steps required to implement the solution, set timelines, and then track your progress.

Want to learn more about problem-solving using critical thinking? Check out this article:

Use Critical Thinking Skills to Excel at Problem-Solving

Leaders Media has established sourcing guidelines and relies on relevant, and credible sources for the data, facts, and expert insights and analysis we reference. You can learn more about our mission, ethics, and how we cite sources in our editorial policy .

• American Institute of Physics. Albert Einstein Image and Impact . History Exhibit. https://history.aip.org/exhibits/einstein/ae77.htm
• Indeed. 5 Whys Example: A Powerful Problem-Solving Tool for Career Development. Indeed Career Guide. https://www.indeed.com/career-advice/career-development/5-whys-example
• Entrepreneur. 3 Steps to Creating a Culture of Problem Solvers . Entrepreneur – Leadership. https://www.entrepreneur.com/leadership/3-steps-to-creating-a-culture-of-problem-solvers/436071
• Harvard Business Review. (2010, April). The Five Whys for Startups. Harvard Business Review. https://hbr.org/2010/04/the-five-whys-for-startups
• Forbes. (2021, June 7). Understanding The Five Whys: How To Successfully Integrate This Tool Into Your Business . Forbes – Entrepreneurs. https://www.forbes.com/sites/theyec/2021/06/07/understanding-the-five-whys-how-to-successfully-integrate-this-tool-into-your-business/?sh=5eda43675c18
• Think Design. Five Whys: Get to the Root of Any Problem Quickly. Think Design – User Design Research. https://think.design/user-design-research/five-whys
• Business Insider. (2013, November). The Problem-Solving Tactics of Great Leaders. Business Insider. https://www.businessinsider.com/problem-solving-tactics-of-great-leaders-2013-11

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Root Cause Analysis – The 5 Whys Technique

This elementary and often effective approach to problem-solving promotes deep thinking through questioning, and can be adapted quickly and applied to most problems. For example, asking “Why?” may be a favorite technique of your three-year-old child in driving you crazy, but it could teach you a valuable problem-solving technique.

“If you don’t ask the right questions, you don’t get the right answers. A question asked in the right way often points to its answer. Asking questions is the ABC of diagnosis. Only the inquiring mind solves problems.” – Edward Hodnett

The “5 Whys” is a simple problem-solving technique that helps you to get to the root of a problem quickly, which was originally developed by Sakichi Toyota. It was used within the Toyota Motor Corporation during the evolution of its manufacturing methodologies. It is a critical component of problem-solving training, delivered as part of the induction into the Toyota Production System.

How to Conduct 5 Whys Analysis?

When you’re looking to solve a problem, start at the result and work backward (toward the root cause), continually asking: “Why?” You’ll need to repeat this over and over until the root cause of the problem becomes apparent.

The 5 Whys strategy involves looking at any problem and asking: “Why?” and “What caused this problem?” Very often, the answer to the first “why” will prompt another “why” and the answer to the second “why” will prompt another and so on; hence the name the 5 Whys strategy.

The 5 Whys exercise is vastly improved when applied by a team and there are five basic steps to conducting it:

• Write down the specific problem. Writing the issue helps you formalize the problem and describe it completely. It also helps a team focus on the same problem.
• Ask “Why” the problem happens and write the answer down below the problem.
• If the answer you just provided doesn’t identify the root cause of the problem that you wrote down in Step 1, ask “Why” again and write that answer down.
• Loopback to step 3 until the team is in agreement that the problem’s root cause is identified. Again, this may take fewer or more times than five Whys.
• After settling on the most probable root cause of the problem and obtaining confirmation of the logic behind the analysis, develop appropriate corrective actions to remove the root cause from the system.

Edit this Diagram

5 Whys Example

The vehicle will not start. (The problem)

• Why? – The battery is dead. (First why)
• Why? – The alternator is not functioning. (Second why)
• Why? – The alternator belt has broken. (Third why)
• Why? – The alternator belt was well beyond its useful service life and not replaced. (Fourth why)
• Why? – The vehicle was not maintained according to the recommended service schedule. (Fifth why, a root cause)

Note: A 5 Whys analysis sometime could be taken further to a sixth, seventh, or higher level, but five iterations of asking why are generally sufficient to get to a root cause.

5-Whys Criticisms

Here are each of the criticisms as listed on the Wikipedia:

• Stopping at symptoms, not the root cause
• Limited by the investigator’s knowledge.
• Not asking the right Why questions.
• Not repeatable – Different people build different 5 Whys.
• The tendency to isolate a single root cause

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Introducing the 5 Whys Technique of Problem Solving

February 3, 2021 - 7 min read

What do you do when you and your team run into a problem?

Do you try to find the quickest fix to keep things moving? Get through and assume it was a fluke that won’t happen again? Shift blame to circumstances that were beyond your control?

There’s a better way to diagnose and even solve your problems. It’s called the five whys. 

What is the five whys method?

The five whys method is a problem-solving technique that helps you get to the root cause of a problem. Using this technique, you’ll uncover cause and effect relationships and ultimately uncover how processes and projects can be improved in the future.

The premise of the five whys is fairly straightforward: You’ll ask “why?” five times in a row. 

Maybe your team didn’t complete a major project by the deadline. Why? Because a team member was late submitting their piece of the project. Why? Because the end client was delayed in getting her the feedback she needed. Why? ...and so on. 

Sound like overkill? Or maybe something a curious toddler would do? We get it. However, this technique is surprisingly beneficial. 

When you and your team are brainstorming or problem-solving, it’s tempting to jump right into identifying solutions — without realizing you don’t quite understand the extent of the problem yet. The five whys technique keeps you and your team zoned in on the challenge so you can identify the most impactful solution. 

A five whys analysis is helpful for understanding the inner workings of problems, but it’s not without its flaws. Let’s cover a few pros and cons of this approach. 

Benefits of the five whys method

• It’s simple to use : As far as problem-solving tools and analyses go, the five whys technique is one of the most straightforward and intuitive.
• It uncovers the root cause : It pushes teams to go beyond their gut feeling or their first answer to think critically about the real source of their issues.
• It encourages conversation : “Why?” is an open-ended question , which can encourage candid and valuable discussions between your team members. It can also expose them to roadblocks or areas of confusion they didn’t realize others were experiencing. 

Challenges of the five whys method 

• It’s subjective : One team member might think your project was delayed because a colleague dropped the ball, while another thinks it’s because the original deadline was unrealistic. Conflicting opinions are common, which can present some roadblocks for the effectiveness of this technique. 
• It’s limiting : Despite the name, you might need to ask “why?” more than five times to get to the heart of a problem. Additionally, there may be more than one root cause for an issue, which this technique doesn’t easily address or accommodate. 
• It requires visibility : Your team is smart, but they don’t know everything. When asking “why?” you might run into some instances where the only answer you can come up with is, “I don’t know.” That means this technique is at a standstill. 

Why does the five whys technique benefit project management?

Ask yourself this: When’s the last time you had a project go off without a hitch? Everything went exactly according to plan, and you didn’t experience a single hiccup along the way.

Has it been a while? That’s normal. Collaboration is complicated, and even the most successful project managers will admit that even the most carefully-planned projects sometimes run off course. In one report from the Project Management Institute ( PMI ), respondents said that only 69% of their project s met their original goals—implying that 31% of projects fell short. 

When that happens, it’s tempting to grit your teeth, get through the muck, and then move on. However, the best thing to do is to reflect on those project problems , drill down to their root causes, and identify how you can fix those for future projects. 

That’s why the five whys technique is important for project management: It will help you and your project team identify how you can collaborate more effectively, proactively navigate risks and problems, and deliver more winning projects. 

The five whys example: How it applies to project management 

Want to see a five whys analysis in action? Let’s continue with the example that we set up at the beginning: 

The Problem: Our team was two weeks late in finalizing a client’s keyword research report.

• Why? Maggie was late in delivering the section on keyword opportunities.
• Why? The end client took too long to get the audience personas she requested.
• Why? We didn’t get the information we needed at the start of the project.
• Why? We don’t have a streamlined process for collecting the client information we need.
• Why? We haven’t created a work intake form. 

Now you know what you need to do to ensure you don’t hit the same snag on your next projects: You need to create an intake form so that your team is equipped with the must-have information they need from your clients — before they even start any work. 

See how it works? By doing nothing more than asking, “Why?” five times in a row, you identified a relatively simple fix (particularly if you’re using a project management platform like Wrike that has dynamic request forms ) that will yield huge results for your team and your projects. 

And you owe all of that to the five whys technique—proof that problem-solving methods don’t need to be complicated to be effective. 

Wrike gives you and your team visibility into your work processes so that you have an easier time leveraging the five whys method. Start your two-week free trial now .

Kat Boogaard

Kat is a Midwest-based contributing writer. She covers topics related to careers, self-development, and the freelance life. She is also a columnist for Inc., writes for The Muse, is Career Editor for The Everygirl, and a contributor all over the web.

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The 5 Whys for Problem Solving

The problem with problems.

The late inventor, Charles Kettering, once said, “A problem well-stated is a problem half-solved.” And while this might seem a bit far-fetched, the research suggests that this notion isn’t far from the truth. If you look at just about any problem-solving study, they all come to the same conclusion: the best way to solve a problem is to be sure that your problem is well-defined.

The issue with this thinking is that problems are almost always more complex than our initial belief. For example, if productivity dips at your company, you might first define the problem as a lag in motivation. However, if you start digging underneath the surface and asking the right questions, you might learn that the dip in productivity is due to a company-wide communication error. This is a tad more complex than your original assumption. Had you began implementing change at the surface-level definition, productivity would likely have remained low.

What is the 5 Whys Technique?

Lack of well-defined problems often stems from over-worked teams and limited time. That’s where the 5 Whys tool comes in handy. The founder of Toyota invented the 5 Whys technique in the 1930s as a clean and simple way to identify the root cause of a problem or issue. Its title gives away its process: Ask ‘why’ five times or until you’ve drilled down to the core cause of the problem.

Four Easy Steps

1. Problem Definers . While asking ‘why’ five times sounds relatively simple, it’s useless if the right people aren’t in the room to provide the answers. To get to the root of the problem quickly, gather the people on the front lines who deal directly with the problem every day.

2. Problem Statement. Start with the surface level problem and define it in one, clean, fact-based statement, free from bias or emotion.

3. Ask Why . The idea here isn’t to gather guesses or hypotheses but answers grounded in fact and reliably observed. This critical step prevents thought spiraling and helps keep your team focused on real solutions.

4. Repeat Four Additional Times . The next step is to ask four additional whys for each of the responses in step 3. If the answer to the first why isn’t apparent, it’s possible for folks to come up with several plausible ‘whys.’ This will ensure that you’ve followed every possible lead to the core problem. See below for a simple example.

5. Don’t Overdo It. The number five is more of a guideline. While there may be times it takes longer than five rounds, you might also reach a root cause in less. You’ll know you’ve gotten to the root cause when the responses are no longer useful.

This is only the beginning. Once you’ve gotten to the root cause, it’s time to discuss the strategies to properly address the issue so it doesn’t continue. In the case of our example, perhaps you decide to assess software updates on a regular schedule, preventing the need for last-minute decisions. Regardless of the final solution, monitoring the solution’s effectiveness will be essential to ensure the problem is solved long-term.

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Overview of the Problem-Solving Mental Process

Kendra Cherry, MS, is a psychosocial rehabilitation specialist, psychology educator, and author of the "Everything Psychology Book."

Rachel Goldman, PhD FTOS, is a licensed psychologist, clinical assistant professor, speaker, wellness expert specializing in eating behaviors, stress management, and health behavior change.

• Identify the Problem
• Define the Problem
• Form a Strategy
• Organize Information
• Allocate Resources
• Monitor Progress
• Evaluate the Results

Frequently Asked Questions

Problem-solving is a mental process that involves discovering, analyzing, and solving problems. The ultimate goal of problem-solving is to overcome obstacles and find a solution that best resolves the issue.

The best strategy for solving a problem depends largely on the unique situation. In some cases, people are better off learning everything they can about the issue and then using factual knowledge to come up with a solution. In other instances, creativity and insight are the best options.

It is not necessary to follow problem-solving steps sequentially, It is common to skip steps or even go back through steps multiple times until the desired solution is reached.

In order to correctly solve a problem, it is often important to follow a series of steps. Researchers sometimes refer to this as the problem-solving cycle. While this cycle is portrayed sequentially, people rarely follow a rigid series of steps to find a solution.

The following steps include developing strategies and organizing knowledge.

1. Identifying the Problem

While it may seem like an obvious step, identifying the problem is not always as simple as it sounds. In some cases, people might mistakenly identify the wrong source of a problem, which will make attempts to solve it inefficient or even useless.

Some strategies that you might use to figure out the source of a problem include :

• Asking questions about the problem
• Breaking the problem down into smaller pieces
• Looking at the problem from different perspectives
• Conducting research to figure out what relationships exist between different variables

2. Defining the Problem

After the problem has been identified, it is important to fully define the problem so that it can be solved. You can define a problem by operationally defining each aspect of the problem and setting goals for what aspects of the problem you will address

At this point, you should focus on figuring out which aspects of the problems are facts and which are opinions. State the problem clearly and identify the scope of the solution.

3. Forming a Strategy

After the problem has been identified, it is time to start brainstorming potential solutions. This step usually involves generating as many ideas as possible without judging their quality. Once several possibilities have been generated, they can be evaluated and narrowed down.

The next step is to develop a strategy to solve the problem. The approach used will vary depending upon the situation and the individual's unique preferences. Common problem-solving strategies include heuristics and algorithms.

• Heuristics are mental shortcuts that are often based on solutions that have worked in the past. They can work well if the problem is similar to something you have encountered before and are often the best choice if you need a fast solution.
• Algorithms are step-by-step strategies that are guaranteed to produce a correct result. While this approach is great for accuracy, it can also consume time and resources.

Heuristics are often best used when time is of the essence, while algorithms are a better choice when a decision needs to be as accurate as possible.

4. Organizing Information

Before coming up with a solution, you need to first organize the available information. What do you know about the problem? What do you not know? The more information that is available the better prepared you will be to come up with an accurate solution.

When approaching a problem, it is important to make sure that you have all the data you need. Making a decision without adequate information can lead to biased or inaccurate results.

5. Allocating Resources

Of course, we don't always have unlimited money, time, and other resources to solve a problem. Before you begin to solve a problem, you need to determine how high priority it is.

If it is an important problem, it is probably worth allocating more resources to solving it. If, however, it is a fairly unimportant problem, then you do not want to spend too much of your available resources on coming up with a solution.

At this stage, it is important to consider all of the factors that might affect the problem at hand. This includes looking at the available resources, deadlines that need to be met, and any possible risks involved in each solution. After careful evaluation, a decision can be made about which solution to pursue.

6. Monitoring Progress

After selecting a problem-solving strategy, it is time to put the plan into action and see if it works. This step might involve trying out different solutions to see which one is the most effective.

It is also important to monitor the situation after implementing a solution to ensure that the problem has been solved and that no new problems have arisen as a result of the proposed solution.

Effective problem-solvers tend to monitor their progress as they work towards a solution. If they are not making good progress toward reaching their goal, they will reevaluate their approach or look for new strategies .

7. Evaluating the Results

After a solution has been reached, it is important to evaluate the results to determine if it is the best possible solution to the problem. This evaluation might be immediate, such as checking the results of a math problem to ensure the answer is correct, or it can be delayed, such as evaluating the success of a therapy program after several months of treatment.

Once a problem has been solved, it is important to take some time to reflect on the process that was used and evaluate the results. This will help you to improve your problem-solving skills and become more efficient at solving future problems.

A Word From Verywell​

It is important to remember that there are many different problem-solving processes with different steps, and this is just one example. Problem-solving in real-world situations requires a great deal of resourcefulness, flexibility, resilience, and continuous interaction with the environment.

Get Advice From The Verywell Mind Podcast

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You can become a better problem solving by:

• Practicing brainstorming and coming up with multiple potential solutions to problems
• Being open-minded and considering all possible options before making a decision
• Breaking down problems into smaller, more manageable pieces
• Asking for help when needed
• Researching different problem-solving techniques and trying out new ones
• Learning from mistakes and using them as opportunities to grow

It's important to communicate openly and honestly with your partner about what's going on. Try to see things from their perspective as well as your own. Work together to find a resolution that works for both of you. Be willing to compromise and accept that there may not be a perfect solution.

Take breaks if things are getting too heated, and come back to the problem when you feel calm and collected. Don't try to fix every problem on your own—consider asking a therapist or counselor for help and insight.

If you've tried everything and there doesn't seem to be a way to fix the problem, you may have to learn to accept it. This can be difficult, but try to focus on the positive aspects of your life and remember that every situation is temporary. Don't dwell on what's going wrong—instead, think about what's going right. Find support by talking to friends or family. Seek professional help if you're having trouble coping.

Davidson JE, Sternberg RJ, editors.  The Psychology of Problem Solving .  Cambridge University Press; 2003. doi:10.1017/CBO9780511615771

Sarathy V. Real world problem-solving .  Front Hum Neurosci . 2018;12:261. Published 2018 Jun 26. doi:10.3389/fnhum.2018.00261

By Kendra Cherry, MSEd Kendra Cherry, MS, is a psychosocial rehabilitation specialist, psychology educator, and author of the "Everything Psychology Book."

What is Problem Solving? (Steps, Techniques, Examples)

By Status.net Editorial Team on May 7, 2023 — 5 minutes to read

What Is Problem Solving?

Definition and importance.

Problem solving is the process of finding solutions to obstacles or challenges you encounter in your life or work. It is a crucial skill that allows you to tackle complex situations, adapt to changes, and overcome difficulties with ease. Mastering this ability will contribute to both your personal and professional growth, leading to more successful outcomes and better decision-making.

Problem-Solving Steps

The problem-solving process typically includes the following steps:

• Identify the issue : Recognize the problem that needs to be solved.
• Analyze the situation : Examine the issue in depth, gather all relevant information, and consider any limitations or constraints that may be present.
• Generate potential solutions : Brainstorm a list of possible solutions to the issue, without immediately judging or evaluating them.
• Evaluate options : Weigh the pros and cons of each potential solution, considering factors such as feasibility, effectiveness, and potential risks.
• Select the best solution : Choose the option that best addresses the problem and aligns with your objectives.
• Implement the solution : Put the selected solution into action and monitor the results to ensure it resolves the issue.
• Review and learn : Reflect on the problem-solving process, identify any improvements or adjustments that can be made, and apply these learnings to future situations.

Defining the Problem

To start tackling a problem, first, identify and understand it. Analyzing the issue thoroughly helps to clarify its scope and nature. Ask questions to gather information and consider the problem from various angles. Some strategies to define the problem include:

• Brainstorming with others
• Asking the 5 Ws and 1 H (Who, What, When, Where, Why, and How)
• Analyzing cause and effect
• Creating a problem statement

Generating Solutions

Once the problem is clearly understood, brainstorm possible solutions. Think creatively and keep an open mind, as well as considering lessons from past experiences. Consider:

• Creating a list of potential ideas to solve the problem
• Grouping and categorizing similar solutions
• Prioritizing potential solutions based on feasibility, cost, and resources required
• Involving others to share diverse opinions and inputs

Evaluating and Selecting Solutions

Evaluate each potential solution, weighing its pros and cons. To facilitate decision-making, use techniques such as:

• SWOT analysis (Strengths, Weaknesses, Opportunities, Threats)
• Decision-making matrices
• Pros and cons lists
• Risk assessments

After evaluating, choose the most suitable solution based on effectiveness, cost, and time constraints.

Implementing and Monitoring the Solution

Implement the chosen solution and monitor its progress. Key actions include:

• Communicating the solution to relevant parties
• Setting timelines and milestones
• Assigning tasks and responsibilities
• Monitoring the solution and making adjustments as necessary
• Evaluating the effectiveness of the solution after implementation

Utilize feedback from stakeholders and consider potential improvements. Remember that problem-solving is an ongoing process that can always be refined and enhanced.

Problem-Solving Techniques

During each step, you may find it helpful to utilize various problem-solving techniques, such as:

• Brainstorming : A free-flowing, open-minded session where ideas are generated and listed without judgment, to encourage creativity and innovative thinking.
• Root cause analysis : A method that explores the underlying causes of a problem to find the most effective solution rather than addressing superficial symptoms.
• SWOT analysis : A tool used to evaluate the strengths, weaknesses, opportunities, and threats related to a problem or decision, providing a comprehensive view of the situation.
• Mind mapping : A visual technique that uses diagrams to organize and connect ideas, helping to identify patterns, relationships, and possible solutions.

Brainstorming

When facing a problem, start by conducting a brainstorming session. Gather your team and encourage an open discussion where everyone contributes ideas, no matter how outlandish they may seem. This helps you:

• Generate a diverse range of solutions
• Encourage all team members to participate
• Foster creative thinking

When brainstorming, remember to:

• Reserve judgment until the session is over
• Encourage wild ideas
• Combine and improve upon ideas

Root Cause Analysis

For effective problem-solving, identifying the root cause of the issue at hand is crucial. Try these methods:

• 5 Whys : Ask “why” five times to get to the underlying cause.
• Fishbone Diagram : Create a diagram representing the problem and break it down into categories of potential causes.
• Pareto Analysis : Determine the few most significant causes underlying the majority of problems.

SWOT Analysis

SWOT analysis helps you examine the Strengths, Weaknesses, Opportunities, and Threats related to your problem. To perform a SWOT analysis:

• List your problem’s strengths, such as relevant resources or strong partnerships.
• Identify its weaknesses, such as knowledge gaps or limited resources.
• Explore opportunities, like trends or new technologies, that could help solve the problem.
• Recognize potential threats, like competition or regulatory barriers.

SWOT analysis aids in understanding the internal and external factors affecting the problem, which can help guide your solution.

Mind Mapping

A mind map is a visual representation of your problem and potential solutions. It enables you to organize information in a structured and intuitive manner. To create a mind map:

• Write the problem in the center of a blank page.
• Draw branches from the central problem to related sub-problems or contributing factors.
• Add more branches to represent potential solutions or further ideas.

Mind mapping allows you to visually see connections between ideas and promotes creativity in problem-solving.

Examples of Problem Solving in Various Contexts

In the business world, you might encounter problems related to finances, operations, or communication. Applying problem-solving skills in these situations could look like:

• Identifying areas of improvement in your company’s financial performance and implementing cost-saving measures
• Resolving internal conflicts among team members by listening and understanding different perspectives, then proposing and negotiating solutions
• Streamlining a process for better productivity by removing redundancies, automating tasks, or re-allocating resources

In educational contexts, problem-solving can be seen in various aspects, such as:

• Addressing a gap in students’ understanding by employing diverse teaching methods to cater to different learning styles
• Developing a strategy for successful time management to balance academic responsibilities and extracurricular activities
• Seeking resources and support to provide equal opportunities for learners with special needs or disabilities

Everyday life is full of challenges that require problem-solving skills. Some examples include:

• Overcoming a personal obstacle, such as improving your fitness level, by establishing achievable goals, measuring progress, and adjusting your approach accordingly
• Navigating a new environment or city by researching your surroundings, asking for directions, or using technology like GPS to guide you
• Dealing with a sudden change, like a change in your work schedule, by assessing the situation, identifying potential impacts, and adapting your plans to accommodate the change.
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Do You Understand the Problem You’re Trying to Solve?

To solve tough problems at work, first ask these questions.

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Problem solving skills are invaluable in any job. But all too often, we jump to find solutions to a problem without taking time to really understand the dilemma we face, according to Thomas Wedell-Wedellsborg , an expert in innovation and the author of the book, What’s Your Problem?: To Solve Your Toughest Problems, Change the Problems You Solve .

In this episode, you’ll learn how to reframe tough problems by asking questions that reveal all the factors and assumptions that contribute to the situation. You’ll also learn why searching for just one root cause can be misleading.

Key episode topics include: leadership, decision making and problem solving, power and influence, business management.

HBR On Leadership curates the best case studies and conversations with the world’s top business and management experts, to help you unlock the best in those around you. New episodes every week.

• Listen to the original HBR IdeaCast episode: The Secret to Better Problem Solving (2016)
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HANNAH BATES: Welcome to HBR on Leadership , case studies and conversations with the world’s top business and management experts, hand-selected to help you unlock the best in those around you.

Problem solving skills are invaluable in any job. But even the most experienced among us can fall into the trap of solving the wrong problem.

Thomas Wedell-Wedellsborg says that all too often, we jump to find solutions to a problem – without taking time to really understand what we’re facing.

He’s an expert in innovation, and he’s the author of the book, What’s Your Problem?: To Solve Your Toughest Problems, Change the Problems You Solve .

  In this episode, you’ll learn how to reframe tough problems, by asking questions that reveal all the factors and assumptions that contribute to the situation. You’ll also learn why searching for one root cause can be misleading. And you’ll learn how to use experimentation and rapid prototyping as problem-solving tools.

This episode originally aired on HBR IdeaCast in December 2016. Here it is.

SARAH GREEN CARMICHAEL: Welcome to the HBR IdeaCast from Harvard Business Review. I’m Sarah Green Carmichael.

Problem solving is popular. People put it on their resumes. Managers believe they excel at it. Companies count it as a key proficiency. We solve customers’ problems.

The problem is we often solve the wrong problems. Albert Einstein and Peter Drucker alike have discussed the difficulty of effective diagnosis. There are great frameworks for getting teams to attack true problems, but they’re often hard to do daily and on the fly. That’s where our guest comes in.

Thomas Wedell-Wedellsborg is a consultant who helps companies and managers reframe their problems so they can come up with an effective solution faster. He asks the question “Are You Solving The Right Problems?” in the January-February 2017 issue of Harvard Business Review. Thomas, thank you so much for coming on the HBR IdeaCast .

THOMAS WEDELL-WEDELLSBORG: Thanks for inviting me.

SARAH GREEN CARMICHAEL: So, I thought maybe we could start by talking about the problem of talking about problem reframing. What is that exactly?

THOMAS WEDELL-WEDELLSBORG: Basically, when people face a problem, they tend to jump into solution mode to rapidly, and very often that means that they don’t really understand, necessarily, the problem they’re trying to solve. And so, reframing is really a– at heart, it’s a method that helps you avoid that by taking a second to go in and ask two questions, basically saying, first of all, wait. What is the problem we’re trying to solve? And then crucially asking, is there a different way to think about what the problem actually is?

SARAH GREEN CARMICHAEL: So, I feel like so often when this comes up in meetings, you know, someone says that, and maybe they throw out the Einstein quote about you spend an hour of problem solving, you spend 55 minutes to find the problem. And then everyone else in the room kind of gets irritated. So, maybe just give us an example of maybe how this would work in practice in a way that would not, sort of, set people’s teeth on edge, like oh, here Sarah goes again, reframing the whole problem instead of just solving it.

THOMAS WEDELL-WEDELLSBORG: I mean, you’re bringing up something that’s, I think is crucial, which is to create legitimacy for the method. So, one of the reasons why I put out the article is to give people a tool to say actually, this thing is still important, and we need to do it. But I think the really critical thing in order to make this work in a meeting is actually to learn how to do it fast, because if you have the idea that you need to spend 30 minutes in a meeting delving deeply into the problem, I mean, that’s going to be uphill for most problems. So, the critical thing here is really to try to make it a practice you can implement very, very rapidly.

There’s an example that I would suggest memorizing. This is the example that I use to explain very rapidly what it is. And it’s basically, I call it the slow elevator problem. You imagine that you are the owner of an office building, and that your tenants are complaining that the elevator’s slow.

Now, if you take that problem framing for granted, you’re going to start thinking creatively around how do we make the elevator faster. Do we install a new motor? Do we have to buy a new lift somewhere?

The thing is, though, if you ask people who actually work with facilities management, well, they’re going to have a different solution for you, which is put up a mirror next to the elevator. That’s what happens is, of course, that people go oh, I’m busy. I’m busy. I’m– oh, a mirror. Oh, that’s beautiful.

And then they forget time. What’s interesting about that example is that the idea with a mirror is actually a solution to a different problem than the one you first proposed. And so, the whole idea here is once you get good at using reframing, you can quickly identify other aspects of the problem that might be much better to try to solve than the original one you found. It’s not necessarily that the first one is wrong. It’s just that there might be better problems out there to attack that we can, means we can do things much faster, cheaper, or better.

SARAH GREEN CARMICHAEL: So, in that example, I can understand how A, it’s probably expensive to make the elevator faster, so it’s much cheaper just to put up a mirror. And B, maybe the real problem people are actually feeling, even though they’re not articulating it right, is like, I hate waiting for the elevator. But if you let them sort of fix their hair or check their teeth, they’re suddenly distracted and don’t notice.

But if you have, this is sort of a pedestrian example, but say you have a roommate or a spouse who doesn’t clean up the kitchen. Facing that problem and not having your elegant solution already there to highlight the contrast between the perceived problem and the real problem, how would you take a problem like that and attack it using this method so that you can see what some of the other options might be?

THOMAS WEDELL-WEDELLSBORG: Right. So, I mean, let’s say it’s you who have that problem. I would go in and say, first of all, what would you say the problem is? Like, if you were to describe your view of the problem, what would that be?

SARAH GREEN CARMICHAEL: I hate cleaning the kitchen, and I want someone else to clean it up.

THOMAS WEDELL-WEDELLSBORG: OK. So, my first observation, you know, that somebody else might not necessarily be your spouse. So, already there, there’s an inbuilt assumption in your question around oh, it has to be my husband who does the cleaning. So, it might actually be worth, already there to say, is that really the only problem you have? That you hate cleaning the kitchen, and you want to avoid it? Or might there be something around, as well, getting a better relationship in terms of how you solve problems in general or establishing a better way to handle small problems when dealing with your spouse?

SARAH GREEN CARMICHAEL: Or maybe, now that I’m thinking that, maybe the problem is that you just can’t find the stuff in the kitchen when you need to find it.

THOMAS WEDELL-WEDELLSBORG: Right, and so that’s an example of a reframing, that actually why is it a problem that the kitchen is not clean? Is it only because you hate the act of cleaning, or does it actually mean that it just takes you a lot longer and gets a lot messier to actually use the kitchen, which is a different problem. The way you describe this problem now, is there anything that’s missing from that description?

SARAH GREEN CARMICHAEL: That is a really good question.

THOMAS WEDELL-WEDELLSBORG: Other, basically asking other factors that we are not talking about right now, and I say those because people tend to, when given a problem, they tend to delve deeper into the detail. What often is missing is actually an element outside of the initial description of the problem that might be really relevant to what’s going on. Like, why does the kitchen get messy in the first place? Is it something about the way you use it or your cooking habits? Is it because the neighbor’s kids, kind of, use it all the time?

There might, very often, there might be issues that you’re not really thinking about when you first describe the problem that actually has a big effect on it.

SARAH GREEN CARMICHAEL: I think at this point it would be helpful to maybe get another business example, and I’m wondering if you could tell us the story of the dog adoption problem.

THOMAS WEDELL-WEDELLSBORG: Yeah. This is a big problem in the US. If you work in the shelter industry, basically because dogs are so popular, more than 3 million dogs every year enter a shelter, and currently only about half of those actually find a new home and get adopted. And so, this is a problem that has persisted. It’s been, like, a structural problem for decades in this space. In the last three years, where people found new ways to address it.

So a woman called Lori Weise who runs a rescue organization in South LA, and she actually went in and challenged the very idea of what we were trying to do. She said, no, no. The problem we’re trying to solve is not about how to get more people to adopt dogs. It is about keeping the dogs with their first family so they never enter the shelter system in the first place.

In 2013, she started what’s called a Shelter Intervention Program that basically works like this. If a family comes and wants to hand over their dog, these are called owner surrenders. It’s about 30% of all dogs that come into a shelter. All they would do is go up and ask, if you could, would you like to keep your animal? And if they said yes, they would try to fix whatever helped them fix the problem, but that made them turn over this.

And sometimes that might be that they moved into a new building. The landlord required a deposit, and they simply didn’t have the money to put down a deposit. Or the dog might need a $10 rabies shot, but they didn’t know how to get access to a vet.

And so, by instigating that program, just in the first year, she took her, basically the amount of dollars they spent per animal they helped went from something like $85 down to around $60. Just an immediate impact, and her program now is being rolled out, is being supported by the ASPCA, which is one of the big animal welfare stations, and it’s being rolled out to various other places.

And I think what really struck me with that example was this was not dependent on having the internet. This was not, oh, we needed to have everybody mobile before we could come up with this. This, conceivably, we could have done 20 years ago. Only, it only happened when somebody, like in this case Lori, went in and actually rethought what the problem they were trying to solve was in the first place.

SARAH GREEN CARMICHAEL: So, what I also think is so interesting about that example is that when you talk about it, it doesn’t sound like the kind of thing that would have been thought of through other kinds of problem solving methods. There wasn’t necessarily an After Action Review or a 5 Whys exercise or a Six Sigma type intervention. I don’t want to throw those other methods under the bus, but how can you get such powerful results with such a very simple way of thinking about something?

THOMAS WEDELL-WEDELLSBORG: That was something that struck me as well. This, in a way, reframing and the idea of the problem diagnosis is important is something we’ve known for a long, long time. And we’ve actually have built some tools to help out. If you worked with us professionally, you are familiar with, like, Six Sigma, TRIZ, and so on. You mentioned 5 Whys. A root cause analysis is another one that a lot of people are familiar with.

Those are our good tools, and they’re definitely better than nothing. But what I notice when I work with the companies applying those was those tools tend to make you dig deeper into the first understanding of the problem we have. If it’s the elevator example, people start asking, well, is that the cable strength, or is the capacity of the elevator? That they kind of get caught by the details.

That, in a way, is a bad way to work on problems because it really assumes that there’s like a, you can almost hear it, a root cause. That you have to dig down and find the one true problem, and everything else was just symptoms. That’s a bad way to think about problems because problems tend to be multicausal.

There tend to be lots of causes or levers you can potentially press to address a problem. And if you think there’s only one, if that’s the right problem, that’s actually a dangerous way. And so I think that’s why, that this is a method I’ve worked with over the last five years, trying to basically refine how to make people better at this, and the key tends to be this thing about shifting out and saying, is there a totally different way of thinking about the problem versus getting too caught up in the mechanistic details of what happens.

SARAH GREEN CARMICHAEL: What about experimentation? Because that’s another method that’s become really popular with the rise of Lean Startup and lots of other innovation methodologies. Why wouldn’t it have worked to, say, experiment with many different types of fixing the dog adoption problem, and then just pick the one that works the best?

THOMAS WEDELL-WEDELLSBORG: You could say in the dog space, that’s what’s been going on. I mean, there is, in this industry and a lot of, it’s largely volunteer driven. People have experimented, and they found different ways of trying to cope. And that has definitely made the problem better. So, I wouldn’t say that experimentation is bad, quite the contrary. Rapid prototyping, quickly putting something out into the world and learning from it, that’s a fantastic way to learn more and to move forward.

My point is, though, that I feel we’ve come to rely too much on that. There’s like, if you look at the start up space, the wisdom is now just to put something quickly into the market, and then if it doesn’t work, pivot and just do more stuff. What reframing really is, I think of it as the cognitive counterpoint to prototyping. So, this is really a way of seeing very quickly, like not just working on the solution, but also working on our understanding of the problem and trying to see is there a different way to think about that.

If you only stick with experimentation, again, you tend to sometimes stay too much in the same space trying minute variations of something instead of taking a step back and saying, wait a minute. What is this telling us about what the real issue is?

SARAH GREEN CARMICHAEL: So, to go back to something that we touched on earlier, when we were talking about the completely hypothetical example of a spouse who does not clean the kitchen–

THOMAS WEDELL-WEDELLSBORG: Completely, completely hypothetical.

SARAH GREEN CARMICHAEL: Yes. For the record, my husband is a great kitchen cleaner.

You started asking me some questions that I could see immediately were helping me rethink that problem. Is that kind of the key, just having a checklist of questions to ask yourself? How do you really start to put this into practice?

THOMAS WEDELL-WEDELLSBORG: I think there are two steps in that. The first one is just to make yourself better at the method. Yes, you should kind of work with a checklist. In the article, I kind of outlined seven practices that you can use to do this.

But importantly, I would say you have to consider that as, basically, a set of training wheels. I think there’s a big, big danger in getting caught in a checklist. This is something I work with.

My co-author Paddy Miller, it’s one of his insights. That if you start giving people a checklist for things like this, they start following it. And that’s actually a problem, because what you really want them to do is start challenging their thinking.

So the way to handle this is to get some practice using it. Do use the checklist initially, but then try to step away from it and try to see if you can organically make– it’s almost a habit of mind. When you run into a colleague in the hallway and she has a problem and you have five minutes, like, delving in and just starting asking some of those questions and using your intuition to say, wait, how is she talking about this problem? And is there a question or two I can ask her about the problem that can help her rethink it?

SARAH GREEN CARMICHAEL: Well, that is also just a very different approach, because I think in that situation, most of us can’t go 30 seconds without jumping in and offering solutions.

THOMAS WEDELL-WEDELLSBORG: Very true. The drive toward solutions is very strong. And to be clear, I mean, there’s nothing wrong with that if the solutions work. So, many problems are just solved by oh, you know, oh, here’s the way to do that. Great.

But this is really a powerful method for those problems where either it’s something we’ve been banging our heads against tons of times without making progress, or when you need to come up with a really creative solution. When you’re facing a competitor with a much bigger budget, and you know, if you solve the same problem later, you’re not going to win. So, that basic idea of taking that approach to problems can often help you move forward in a different way than just like, oh, I have a solution.

I would say there’s also, there’s some interesting psychological stuff going on, right? Where you may have tried this, but if somebody tries to serve up a solution to a problem I have, I’m often resistant towards them. Kind if like, no, no, no, no, no, no. That solution is not going to work in my world. Whereas if you get them to discuss and analyze what the problem really is, you might actually dig something up.

Let’s go back to the kitchen example. One powerful question is just to say, what’s your own part in creating this problem? It’s very often, like, people, they describe problems as if it’s something that’s inflicted upon them from the external world, and they are innocent bystanders in that.

SARAH GREEN CARMICHAEL: Right, or crazy customers with unreasonable demands.

THOMAS WEDELL-WEDELLSBORG: Exactly, right. I don’t think I’ve ever met an agency or consultancy that didn’t, like, gossip about their customers. Oh, my god, they’re horrible. That, you know, classic thing, why don’t they want to take more risk? Well, risk is bad.

It’s their business that’s on the line, not the consultancy’s, right? So, absolutely, that’s one of the things when you step into a different mindset and kind of, wait. Oh yeah, maybe I actually am part of creating this problem in a sense, as well. That tends to open some new doors for you to move forward, in a way, with stuff that you may have been struggling with for years.

SARAH GREEN CARMICHAEL: So, we’ve surfaced a couple of questions that are useful. I’m curious to know, what are some of the other questions that you find yourself asking in these situations, given that you have made this sort of mental habit that you do? What are the questions that people seem to find really useful?

THOMAS WEDELL-WEDELLSBORG: One easy one is just to ask if there are any positive exceptions to the problem. So, was there day where your kitchen was actually spotlessly clean? And then asking, what was different about that day? Like, what happened there that didn’t happen the other days? That can very often point people towards a factor that they hadn’t considered previously.

SARAH GREEN CARMICHAEL: We got take-out.

THOMAS WEDELL-WEDELLSBORG: S,o that is your solution. Take-out from [INAUDIBLE]. That might have other problems.

Another good question, and this is a little bit more high level. It’s actually more making an observation about labeling how that person thinks about the problem. And what I mean with that is, we have problem categories in our head. So, if I say, let’s say that you describe a problem to me and say, well, we have a really great product and are, it’s much better than our previous product, but people aren’t buying it. I think we need to put more marketing dollars into this.

Now you can go in and say, that’s interesting. This sounds like you’re thinking of this as a communications problem. Is there a different way of thinking about that? Because you can almost tell how, when the second you say communications, there are some ideas about how do you solve a communications problem. Typically with more communication.

And what you might do is go in and suggest, well, have you considered that it might be, say, an incentive problem? Are there incentives on behalf of the purchasing manager at your clients that are obstructing you? Might there be incentive issues with your own sales force that makes them want to sell the old product instead of the new one?

So literally, just identifying what type of problem does this person think about, and is there different potential way of thinking about it? Might it be an emotional problem, a timing problem, an expectations management problem? Thinking about what label of what type of problem that person is kind of thinking as it of.

SARAH GREEN CARMICHAEL: That’s really interesting, too, because I think so many of us get requests for advice that we’re really not qualified to give. So, maybe the next time that happens, instead of muddying my way through, I will just ask some of those questions that we talked about instead.

THOMAS WEDELL-WEDELLSBORG: That sounds like a good idea.

SARAH GREEN CARMICHAEL: So, Thomas, this has really helped me reframe the way I think about a couple of problems in my own life, and I’m just wondering. I know you do this professionally, but is there a problem in your life that thinking this way has helped you solve?

THOMAS WEDELL-WEDELLSBORG: I’ve, of course, I’ve been swallowing my own medicine on this, too, and I think I have, well, maybe two different examples, and in one case somebody else did the reframing for me. But in one case, when I was younger, I often kind of struggled a little bit. I mean, this is my teenage years, kind of hanging out with my parents. I thought they were pretty annoying people. That’s not really fair, because they’re quite wonderful, but that’s what life is when you’re a teenager.

And one of the things that struck me, suddenly, and this was kind of the positive exception was, there was actually an evening where we really had a good time, and there wasn’t a conflict. And the core thing was, I wasn’t just seeing them in their old house where I grew up. It was, actually, we were at a restaurant. And it suddenly struck me that so much of the sometimes, kind of, a little bit, you love them but they’re annoying kind of dynamic, is tied to the place, is tied to the setting you are in.

And of course, if– you know, I live abroad now, if I visit my parents and I stay in my old bedroom, you know, my mother comes in and wants to wake me up in the morning. Stuff like that, right? And it just struck me so, so clearly that it’s– when I change this setting, if I go out and have dinner with them at a different place, that the dynamic, just that dynamic disappears.

SARAH GREEN CARMICHAEL: Well, Thomas, this has been really, really helpful. Thank you for talking with me today.

THOMAS WEDELL-WEDELLSBORG: Thank you, Sarah.  

HANNAH BATES: That was Thomas Wedell-Wedellsborg in conversation with Sarah Green Carmichael on the HBR IdeaCast. He’s an expert in problem solving and innovation, and he’s the author of the book, What’s Your Problem?: To Solve Your Toughest Problems, Change the Problems You Solve .

We’ll be back next Wednesday with another hand-picked conversation about leadership from the Harvard Business Review. If you found this episode helpful, share it with your friends and colleagues, and follow our show on Apple Podcasts, Spotify, or wherever you get your podcasts. While you’re there, be sure to leave us a review.

We’re a production of Harvard Business Review. If you want more podcasts, articles, case studies, books, and videos like this, find it all at HBR dot org.

This episode was produced by Anne Saini, and me, Hannah Bates. Ian Fox is our editor. Music by Coma Media. Special thanks to Maureen Hoch, Adi Ignatius, Karen Player, Ramsey Khabbaz, Nicole Smith, Anne Bartholomew, and you – our listener.

See you next week.

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