doug smith training

Remember, the root cause of a problem might be in more than one garden. -- doug smith Have you ever solved a problem multiple times? The same problem? It looked solved, it felt solved, and yet just when you least expected it the problem returns bigger and badder than ever. Until we get to the root cause of a problem, the symptoms might be slightly eased up, but the problem remains. When we come up with solutions, it's worth it to ask, many times, "are we sure we've found the root cause of the problem?" How sure are you? How is it that you are sure? Are there any additional hidden causes? Keep digging. -- doug smith

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" ma

How many root causes does your problem have? Much of our time as problem solvers is spent on finding the root cause. Where does our problem originate? What is the source of our trouble? Could that be a bit of a myth? Is it possible that one root cause has created the situation we now see as a problem?  Probably not. It is more likely a combination of connections. There are probably many sources of the problem. There are probably many contributing factors. Sure, there may be one origination point -- but by the time the problem has come to your attention there are connections in places you haven't even looked yet. Think of some of your gnarly problems: - teams that have trouble communicating - leaders who treat people unfairly - customers who dominate your time unprofitably - supplies that run out when you need them the most - an inaccurate or impossible to measure inventory - meetings that seem to last forever and go nowhere - products that sell without making margin - p