How to Analyze Root Cause Using Mindmaps

The Five Why's is a famous and useful tool for conducting a root cause analysis in problem solving. I've applied the idea of asking why five (more or less) times to get at the root cause and applied it to mind mapping. Since many problems have more than one cause, applying the process to a mind map keeps the door open for identifying many possible causes. While any one may appear to be the root cause, it is only in comparing all of them that you can clearly see the best opportunity. Here's the process that I use:

Start your mind map by writing your problem in the center. (In the example above, Stairway Accidents is the problem.)
Radiat out reasons why there is a problem. What are the causes? What causes that cause? ("what causes" is as useful as "why" and without the emotional turmoil.)
For each cause, ask why it's true or what causes it. Why that cause? What causes that - and radiate out your answers.
Some "what causes that" may produce more than one response. This is another reason why the mind map approach works so well. Simply branch out more causes.
If a cause emerges as too expensive to solve at present, place a dollar-sign on that trail. More dollar signs, if you like to embellish, for even more expensive causes to fix.
If a cause appears only manageable and not within your influence to solve, put an "X" at the end. You may choose to avoid attempting to solve these.
The most likely cause behind it all AND one within your influence and budge to solve, draw a double line path and put a star at the end. This is your best solution opportunity.
Create a dotted circle around the original problem circle. Write your goal or key action/focus in this new surrounding circle.

-- doug smith

Comments

Human Problems

Any problem created by a human can be solved by a human. I wrote that long before AI started solving problems for us. Many days it feels like we will soon not even need to solve our own problems at all because AI will do it for us. Honestly, we know better than that, right? For as long as it's still true, humans can still solve human problems. Let's do that. -- doug smith

Clear Improvement

The best we can do is not yet the best we can do. Improvement is part of everyone's job and leaders must make that abundantly clear. -- doug smith

How's Your Reputation

How important do you think it is to sustain a positive leadership reputation? It matters to your team. It matters to any future team that you might be leading. Your reputation tells a story about how you operate, how you facilitate and how you achieve your results. Leading positive change builds credibility. Making a difference right now builds credibility. Keeping your promises and showing care for others establishes the kind of character that people want to work with and maybe even follow. What positive change are you currently working on? -- doug smith

Creatively Human

In a world where anything can be duplicated, create what cannot be duplicated. -- doug smith

Where to Start?

It's harder to solve a problem alone when you are at the center of the problem. Get another perspective. Stay open to your own part of the problem. Sometimes, deep into the search, we discover that we could be the cause. Start with reflection. It could provide direction. -- doug smith

Extremes

Do you know what it is like to work for an unreasonable boss? When no matter what you do is ever good enough it can become demotivating, even crippling. We do need to challenge our teams, but not to esteem crushing extremes. Unreasonable expectations cause disappointment. High performance? Yes. Perfect performance? Not attainable. -- doug smith

Strategic Secrets?

If you have to keep it a secret it's not as much in your control as you think it is. Every secret eventually becomes revealed. -- doug smith

Dig deeper

Obvious solutions are great, except that they seldom work. The chances are that the solution that first occurs to you has already been tried. Sticky, mysterious, subtle problems evade the obvious. They hide. They mask. They simmer. Mysterious problems seldom surrender to obvious solutions. Dig deeper. -- doug smith

No Victims

There will be offers, heading your way in obvious as well as subtle channels. Strong looking barriers. Refusals to see you. Efforts to take advantage of you. That's not meant for you, no matter how strong someone else's intentions imply that it is. Decline any opportunity to be a victim. It does not suit you. -- doug smith

Positive Value

If it does not support you, allow it to strengthen you. -- doug smith

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