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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:

Screenshot of 5 Why Root Cause Analysis Software - EasyRCA 5 Why 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 .

Root Cause Analysis /

Daniel Croft

Daniel Croft is an experienced continuous improvement manager with a Lean Six Sigma Black Belt and a Bachelor's degree in Business Management. With more than ten years of experience applying his skills across various industries, Daniel specializes in optimizing processes and improving efficiency. His approach combines practical experience with a deep understanding of business fundamentals to drive meaningful change.

Last Updated: May 9, 2023
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5 Whys is a problem-solving technique used to get to the root cause of problems by asking the question of Why multiple times, but often 5 times giving it the name “5 Whys”. This allows people to address the root cause of issues instead of the symptoms of the root causes which is often what is seen as the problem.

Like a doctor diagnosing an issue such as neck pain, a painkiller will only address the symptoms of the neck pain and not the root cause of the pain. By getting to the root cause you can ensure a long-term fix to the root cause of the neck pain which could be caused by seating positions and not taking painkillers which is a short-term fix.

What is the 5 whys.

The 5 Whys is a root cause analysis problem-solving technique that aims to identify the root cause of a problem by repeatedly asking the question “Why?” five times or until the core issue is unveiled. Developed within the Toyota Production System , it’s one of fundamental tools in the Lean Six Sigma methodology.

Here’s how it works:

Begin with a clear and concise problem statement.
Ask “Why?” the problem occurred. Document the answer.
If this answer doesn’t identify the root cause, ask “Why?” again and document the subsequent answer.
Continue this process until you’ve either asked “Why?” five times or the root cause has been identified.

Lets go through an example, let’s say a machine stopped working:

Why? – The machine’s fuse blew.
Why? – The machine was overloaded.
Why? – There wasn’t adequate training on machine capacity.
Why? – Training materials were outdated.
Why? – There’s no review process for updating training materials.

In this case, the root cause is the lack of a review process for training materials, and addressing this will prevent similar issues in the future. Only treating the symptom in this situation would have been to change the fuse, for it then to regularly blow and cause additional downtime.

This is a good example where a machine stopping working’s root cause is cause by an issue what would not be obvious is first glace at the symptom of the problem and provides a clear example that root cause analysis is important to ensure that solutions are not jumped to before a through root cause analysis is conducted.

Why is the 5 Whys Important?

Understanding the 5 Whys is important because identifying symptoms of a problem is not the same as uncovering its root cause. If you only address symptoms this provides only temporary solution to the problem. However, understanding and resolving the root cause can prevent the issue from reoccurring.

The 5 Whys Problem-Solving technique is also useful for:

Problem Prevention: By identifying the root cause of the problem, businesses can implement long-term solutions, leading to more robust systems and processes and prevent the problem reoccurring.
Cost-Efficiency: Addressing root causes is often more cost-effective in the long run as it prevents recurrence and the associated costs of repeated problem-solving which usually involves the same people constantly firefighting the same issues such as repeated machine breakdowns.
Improved Processes: Regular use of the 5 Whys to identify the root causes of problems can highlight weaknesses in processes, leading to continuous improvement and optimization processes.
Empowerment: The use of 5 Whys by individuals a positive culture that promotes a deeper understanding of systems and processes, empowering teams to take ownership and responsibility in addressing issues.

How to Conduct a 5 Whys Root Cause Analysis?

Step 1: define the problem.

This is an important step as if the problem is not defined effectively it could result in focusing in the wrong problem. A good method for this could be to use the 5W1H Is/Is Not Problem solving technique to gain a common understanding of that the problem is.

When stating the problem you are going to conduct a 5 Whys on it is important to be specific about the issue and avoid ambiguous descriptions. Additionally, where data and information is available this should be collected and used as evidence that points to the actual problem rather than opinions of the problem.

Step 2: Ask the First “Why?”

Now you have a clear problem definition you should ask the question “Why did that happen?” This should be done to understand the problem without making assumptions and should be done with supporting facts and data that backs up the initial answer to the question.

Step 3: Continue to Ask Why?

Now you should have an answer to the first why. This should form the next step and ask why did that happen. This ensures you dont settle for the inisital surface-level answer or symptoms of the real problem and pushes you to understand the underlying issues.

When you continue to ask why you should:

Continuously question the previous answer
Challenge answer that seem like assumptions and lack evidence to support them to avoid going down the wrong route.

Step 4: Continue the Process

Keep the questioning focused on the problem
If you feel the questioning is going off track revert back to what the initial problem definition.
Ensure each answer provided logically leads to the next “Why?”
The 5 Whys process then concludes when further questions leads to no further valuable answers are given or the when the root cause of the issues becomes clear.

Step 5 Implement Solutions

Once you have identified the root cause the you need to address it by implementing a solution to prevent the problem reoccuring.

This should be a case of developing an actionable solution that address the root cause of the issue and not preventing the symptoms as addressing the symptom will likely cause the issue to reappear elsewhere.

Make sure you test the solutions to ensure they are effective in addressing the root cause, you should then continue to monitor the process over time to confirm the problem did not reappear in the same place or elsewhere.

If the problem does not re appear congratulations you have solved the problem!

An Example of 5 Whys Analysis

Below is a good example of a 5 Whys analysis done in a situation where there was a production downtime.

To summarize, the 5 Whys process is an effective problem-solving tool that can assist businesses in identifying the root cause of a problem and developing effective solutions. Teams can delve deep into underlying issues and develop targeted solutions that address the root cause of the problem by asking “why” multiple times.

The five steps of the 5 Whys process – defining the problem, asking “why” once, asking “why” more times, developing a solution, implementing the solution, provide a clear framework for problem-solving and can help ensure that the problem is effectively resolved. The 5 Whys process encourages teams to think critically and systematically, resulting in long-term solutions that are effective, targeted, and sustainable.

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.

A: The 5 Whys technique is a problem-solving method that involves asking “why” multiple times to uncover the root cause of a problem or issue.

A: The 5 Whys technique involves repeatedly asking “why” to identify the underlying cause of a problem. After asking “why” five times or until the root cause is revealed, you can develop effective solutions to address the issue.

A: The primary purpose of the 5 Whys technique is to identify and address the root cause of a problem. It helps organizations and individuals go beyond surface-level symptoms and understand the deeper issues affecting their processes or systems.

A: The 5 Whys technique is best used when you encounter a problem or issue that needs to be resolved. It is particularly useful for complex problems, recurring issues, or situations where multiple factors contribute to the problem.

A: Yes, the 5 Whys technique can be applied to any industry or field. It is commonly used in manufacturing, engineering, healthcare, software development, project management, and various other sectors.

A: While the technique is called the “5 Whys,” the number of “whys” you need to ask may vary. The goal is to keep asking “why” until you reach the root cause of the problem, which may require more or fewer than five iterations.

A: Yes, there are a few limitations to consider when using the 5 Whys technique. It relies on the skill and knowledge of the people involved, and it may oversimplify complex problems. Additionally, it assumes a linear cause-and-effect relationship, which may not always be accurate.

A: Yes, the 5 Whys technique can be used in a group setting. In fact, involving multiple perspectives can enhance the effectiveness of the technique and lead to more comprehensive problem-solving.

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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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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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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What is the 5 Whys framework?

Use the 5 whys to transform your problem-solving approach.

The 5 Whys framework is a problem-solving technique used to identify the root cause of a problem . It’s a simple but powerful way to uncover the underlying reasons behind a problem by asking the question “why” repeatedly. By doing so, you can delve beyond the symptoms and surface-level causes of a problem and reach the fundamental cause that is contributing to the issue. And by addressing the root cause, you have a better chance of implementing effective solutions and preventing the problem from recurring.

Dive into the 5 Whys: Origins, basics, and benefits

Let's demystify the 5 Whys and discover:

What is it?

How does it help identify the root cause of problems?

How does it lead to more effective resolutions?

We'll highlight the benefits that it brings to the table after we provide you with the origins.

Origins of the 5 Whys: From Toyota to today

The 5 Whys technique, a cornerstone in the Toyota Production System, was initially employed to zero in on the root cause of manufacturing issues. The ultimate aim of the approach was to eliminate waste, increase efficiency, and improve quality in manufacturing processes.

With applications beyond the realm of manufacturing, many different industries have adopted the 5 Whys technique over time, demonstrating its powerful ability to drill down to the heart of problems.

Potential of the 5 Whys: Benefits and impact

Incorporating the 5 Whys technique into your problem-solving arsenal brings many benefits, including enhanced efficiency and amplified productivity. It also fosters a proactive problem-solving attitude within your team.

Using the 5 Whys approach is especially beneficial as it hones in on the root cause of issue, which helps prevent its recurrence in the future. By taking corrective actions at the source, businesses can avoid repeatedly dealing with the same issue.

Mastering the 5 Whys: Step-by-step guide

Embarking on a 5 Whys journey is akin to mining for gold — digging through layers to unearth the precious nugget — the root cause of your problem.

Here's your step-by-step guide to ensure a successful excavation with the 5 Whys template .

Step 1: State your problem

Your journey with the 5 Whys begins by clearly stating your problem. This crucial first step lays the groundwork for the entire analysis.

Step 2: Ask your first Why?

Now it's time to get to work. With your problem defined, pose your first "Why" question. The question should address the problem you've just stated.

Step 3: Probe deeper with more Whys

Don't stop there! Keep probing with more "Why" questions. Each question should be a response to the previous answer. Per the classic technique, you'll typically ask five times. Remember, the goal is to dig deeper into the root cause.

Step 4: Unearth the root cause

You'll know you've hit the root cause when your "Why" questions no longer produce meaningful responses. More than likely, you’ve found the core issue that, if addressed, will prevent the problem from recurring.

Step 5: Develop and implement your solution

It's time to take action with the root cause in your sights. Develop a solution that tackles the root cause directly rather than just dealing with surface-level symptoms. And remember, the proof is in the pudding. Implement your solution and observe the effects.

5 Whys in action: Real-world applications and examples

To truly appreciate the 5 Whys, you have to see it in action. We'll explore how the 5 Whys technique is used for root cause analysis in UX Design by delving into a detailed example, demonstrating how to navigate user experience challenges.

UX Design case study: Navigating user experience challenges

Let's take a hypothetical scenario where we encounter a UX Design problem that'll benefit from using the 5 Whys method.

Initial problem : Our latest app design needs to improve user navigation.

Application of the 5 Whys method:

Why is navigation difficult? Users need help finding the search function.

Why are users having trouble finding the search function? The search function needs to be more easily visible.

Why isn't the search function easily visual? Because it's located within a menu, not on the main screen.

Why is it placed on a menu? We wanted to keep the main screen uncluttered.

Why'd we want to keep the main screen uncluttered? It'd enhance the user experience.

Solution implemented: We added a prominent search bar on the app's main screen.

Outcome: user complaints about navigational difficulties were reduced by 50%, leading to an increase in app usage and user satisfaction

Software development: Debugging with precision

For developers, the 5 Whys is a powerful tool for debugging. Let's walk through a hypothetical situation where code goes rogue.

Problem statement:

A recently launched app crashes whenever users try to sign up.

Question: Why does the app crash when users try to sign up?

Answer: Because there's an unhandled exception in the sign-up module

Second Why?

Q: Why is there an unhandled exception in the sign-up module?

A: Because it doesn't handle a case where a new user's email is already in the database.

Q: Why doesn't it handle the case where a new user's email is already in the database?

A: Because there's a missing condition, check for duplicate emails in the code.

By identifying and fixing these common missteps and pitfalls, you'll enhance your usage of the 5 Whys technique. This'll lead to precise root cause detection and practical solutions that address the issues.

Amplifying the 5 Whys with Fishbone Diagrams

You can amplify the 5 Whys by pairing it with a fishbone diagram , also known as the Ishikawa Diagram. This combination enhances problem-solving by mapping cause-and-effect relationships, aiding understanding and decision-making in complex projects.

To combine these methodologies, start by creating a fishbone diagram and map the different categories related to the main problem and their potential causes. For each potential cause, use the 5 Whys technique to explore the underlying reasons and identify the root cause for each branch on the diagram. The 5 Whys analysis will help you to challenge assumptions and discover the fundamental reasons driving each cause in a structured manner.

Miro has an easy-to-customize fishbone diagram template that can help you get started.

Perfecting your 5 Whys approach

To fully harness the power of the 5 Whys, it's crucial to adopt best practices and dodge common pitfalls.

Follow these best practices to perfect your use of the 5 Whys:

Be consistent

Consistency in the 5 Whys lies in persistent probing. Don't stop at initial reasons — repeatedly maintain your Why inquiries. This diligent uncovering of layers helps reveal the root cause.

Beware of assumptions

Assumptions can compromise the 5 Whys effectiveness. Stay on path and validate each Why with data. This grounding ensures your conclusions are fact-based, not assumption-driven.

Keep the big picture in mind

It's crucial to zero in on the problem, but don't let this tunnel vision distract you from the broader perspective. Effective solutions shouldn't only tackle the immediate problem, but they should also seamlessly blend with your overarching objectives and strategies.

Discover more

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

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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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The 5 Why Problem-Solving Technique | Root Cause Analysis

7 mins to read
July 13, 2018
By Reagan Pannell

By using the 5-why analysis, you can get to the root cause of a problem, rather than just treating its symptoms.n help.

One of the most famous and straightforward problem-solving methodologies introduced by Toyota has become known as the “Five Why’s”. It’s a tool where you simply keep asking “Why” 5 times to identify the root cause of the problem and potentially a simple solution. It’s at the heart of lean thinking and our Lean training courses .

Did you know that kids ask around 90 questions a day and many of them are just “Why”!

We all naturally ask, “Why” all the time? The last figure I heard is that kids ask around 90 questions a day, and many of them are “Why?” style questions.

And the best way to imagine how the ‘Five Whys’ work is to imagine children asking “why”… again and again. As adults, we ask “Why?” once or maybe twice. If you are at a dinner party, asking your friends “Why?” more than twice, may make us look like petulant children. To ask your boss “Why?” once may not even be possible in case it comes across threatening or disrespectful, or perhaps you will feel that its a sign of your lack of knowledge.

But asking “why” without the threatening and undermining tone is an essential way we all began to learn. Asking “why” almost gets kicked out of us at school and with it the questioning mind that we all need if we want to do something different.

As a parent, I know the feeling in the car when your child in the back seat asks a question. The response I give just does not satisfy their curiosity. They are trying to order a particular bit of information in their brains, and my answer never worked. So they ask “Why?” again.

It does not take long within this cycle of asking “why?” before we all begin to have difficulty to answer. We twist our logic as we try to justify why we said what we said in the first place … “but why?” just keeps on coming and before you know it we end up tongue-tied and just putting our foot down with “STOP! That’s just how it is! Alright”

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Get access to our free gb mastercourse classes, free course previews, visit our free course, ready to level up your career, lean six sigma courses, lean six sigma training, ready to level up your career, get free access to our certified lean six sigma courses, the ‘five whys’ is this simple in theory..

It asks us to take an open mind to a problem and to not be afraid to keep asking why five times (plus or minus a couple depending on the situation). And what is the goal? Well, our goal is to keep drilling down until we feel that “A-HA!” moment when things suddenly make more sense, and we have uncovered a root cause.

So let’s bring this to life with a real-life example regarding the Washington Monument.

The Washington Monument and others for that matter were deteriorating quite severely in the early ’90s. The specialists were sure why. However, on the desk of Don Messersmith, an esteemed Entomologist (the scientific study of insects) was what has become one of the most famous examples of the five whys approach to problem-solving .

Just for the curious: Messersmith, Donald H. 1993. Lincoln Memorial Lighting and Midge Study . Unpublished report prepared for the National Park Service. CX-2000-1-0014. N.p

Idea summary: the problem was simple: the washington monument in washington d.c. is deteriorating..

Why #1 – Why is the monument deteriorating? Because harsh chemicals are being frequently used to clean the monument

Why #2 – Why are harsh chemicals needed? To clean off the large number of bird droppings being left on the monument

Why #3 – Why are there a large number of bird droppings on the monument? Because of the large number of spiders and other insects which are a food source of the birds

Why #4 – Why are there large numbers of spiders and other insects around the monument? Because the insects get drawn to the monument at dusk

Why #5 – Why are the insects attracted to the monument at dusk? Because the lighting in the evening attracts the local insects

This classic five why example shows how the goal of the “five why problem-solving” approach is to move past the first level inquiry. It would have been quite easy to change the chemical, which was causing the apparent issue or investigate different cleaning methods which may slow the deterioration but nothing more.

The solution implemented was simply to delay turning on the lights at night. The result was a dramatic 85% reduction in the midges and consequently, a massive drop in bird droppings and the level of cleaning required. The bonus was also a reduction in energy costs.*

Five Why application to Customer / User Experience

The five why problem-solving technique can be used in almost all scenarios where you are trying to resolve an identified problem. So in the example below, let’s look at customer behaviour.

In the book “Hooked (How to Build Habit-Forming Products)”, the author Nir Eyal ( www.nirandfar.com ), uses the five whys approach to dig into users behaviour and tries to identify the underlying root cause of the behaviour. He points out that “one method is to try asking the question “Why?” as many times as it takes to get to anemotion.” The emotion behind the behaviour is often the driving force and the trigger which forms habits.

Idea Summary: Problem: What drives people to use email?

Why #1 – Why would Julie want to use email? So she can send and receive messages.

Why #2 – Why does she want to do that? Because she wants to share and receive information quickly?

Why #3 – Why does she want to do that? To know what’s going on in the lives of her coworkers, friends, and family.

Why #4 – Why does she need to know that? To know if someone needs her.

Why #5 – Why would she care about that? She fears to be out of the loop

While the final “why” appears to point to something very different than the Washington Monument example they both uncover a root cause.

The first example is that the lighting is attracting the midges.

In the second example – its finding the root emotion that drives people to use a particular product and knowing that this emotion can help business connect with their customers at a deeper level to build successful products that a customer wants to engage with.

Here is Edward Bear, coming downstairs now, bump, bump, bump on the back of his head, behind Christopher Robin. It is, as far as he knows the only way of coming downstairs, but sometimes he feels that there really is another way, if only he could stop bumping for a moment and think of it. Winnie the Pooh Tweet

“5 Why” remains one of the most straightforward tools to remember, and it’s easy to put into practice. However, the simplicity hides a level of complexity.

Like many of the best and simple tools, they need to be tested and practised to get the best from them.

How to do a 5 Why exercise as a team

One of the key disadvantages of the tool is that teams only follow one avenue of investigation rather than focusing on all the potential causes to identify the real root cause. This is not really an issue with the tool, but the way people implement the tool and rush through things.

Another potential disadvantage is that all too often the teams never get anywhere near 5 Why’s. Once again, an issue with the implementation rather than the tool. Teams quickly get overexcited and stop at 2 or 3 Whys as they have jumped to a solution that looks great.

So always try to get to 5 and be brave and follow every avenue of investigation. And remember, this is processed focused, so try to avoid the trap of seeing people’s capability and training as the single root cause. If you end up with lots of “more training is required” as a solution, then go back up and try again and see if anything has been missed from a process point of view. Why is the process so hard to follow?

In our experience, any issue or problem can be quickly improved by asking why within a small group. It has helped teams better understand their customers’ needs, and it has helped organizations save thousands of dollars on fixing the wrong thing.

This is a team exercise and asking the why needs to be explorative and not in any form understood as a criticism. So keep the ideas and conversation open with strong ground rules and group facilitation.

For each Why there may be multiple reasons and each of these need to go through a separate set of 5 why discussion.

You will then need to prioritize the potential root causes either through a Pareto or through a simple voting system initially to understand which ones the team believes need to be investigated first.

Keep in mind that we are focused on processes and not always people. Remember the 94/6 rule – that 94% of the issues come from your process and 6% of the issues from the people. So if you end up with more training as the root cause, take it from me, you have missed something major.

When conducting five why’s, they are never quite as neat as the examples above. Each time you ask why there will rarely be only one reason. You are much more likely to end up with 10 to 15 different potential root causes. As a team, you can then work through the possible root causes and with testing, piloting or perhaps through a simple team vote, begin to prioritize solutions.

The below slide from our Lean Six Sigma training deck visually captures how five why’s work in reality.

* A quick footnote on the Washington Monument

Like many real improvement opportunities, the hardest part is change management. And the Washington Monument is not the exception. With the delay in turning on the lights, the side effect was the iconic tourist photographs of the monument at dusk vanished. The complaints started to arrive. Even from the cities inhabitants complaints.

While a solution had was found to stop the use of heavy cleaning chemicals, this monument was a landmark and symbol of the city. And it was not too long before the lights were back on and the government was looking for a new solution.

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Reagan Pannell is a highly accomplished professional with 15 years of experience in building lean management programs for corporate companies. With his expertise in strategy execution, he has established himself as a trusted advisor for numerous organisations seeking to improve their operational efficiency.

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The Lean Post / Articles / Clarifying the ‘5 Whys’ Problem-Solving Method

Problem Solving

Clarifying the ‘5 Whys’ Problem-Solving Method

By Lean Enterprise Institute

July 19, 2018

This brief animation offers a detailed explanation of one way to discover a problem's root cause.

To help lean thinkers apply this powerful approach to overcoming work obstacles, LEI Senior Advisor John Shook guides lean thinkers through a detailed example from Taiichi Ohno’s Toyota Production System : Beyond Large-Scale Production . Find a transcript below.

Let’s take a look at the problem-solving method known as the “ five whys ” or also “causal chains.” Let’s take a look first of all at how that relates to the problem-solving funnel as a frame where we began with a high-level problem—it might be something vague that we don’t fully understand, but it’s the problem coming at us on a day-to-day, moment-to-moment basis.

What we want to do is break the problem down to understand it, get some data, get some facts, and look for patterns. And from there, that means understanding the work, which is certainly a primary characteristic of lean problem-solving, which is to go and deeply observe and understand the work. From there, we can identify a point of occurrence, sometimes called the direct cause and also can be thought of as a problem on its own.

Now we can do the fun part, which is to start asking the five whys. We can put on our investigative hats and ask why, why, why is this occurring? That will lead us to a root cause regarding which we can attach a countermeasure.

To look at this part of the problem-solving process , the five whys or a causal chain, let’s look at the famous example from Taiichi Ohno of Toyota and the one he used starting in the 1950s of a machine breaking down.

The problem that he saw as the machine shop manager is that machines would often break down, and his people would often just attach a Band-Aid. They would only stop it at the first level of cause, meaning that the problems would recur; they would come back. So, he trained himself and his people then always to ask the five whys, sometimes three, sometimes eight, the point being to follow the causal chain all the way down to a root cause.

In this example, he looked at a machine that had stopped working and identified with the first why that it had blown a fuse in the control box because it was overloaded. The overload caused the fuse to blow. But, he didn’t stop there and asked why again, and recognized that insufficient lubrication was getting to the bearing. So, the bearing, therefore, was causing the overload on the machine.

Not stopping there, he went to the next cause and, asking why, found that the pump was not drawing lubricant. So, the lubricant, then, would not be sent to the bearing.

Still not stopping there. Why, again, was the pump not drawing lubricant? Because the shaft was worn, causing it to rattle and not function properly.

Now, another why there led him to a root cause, which was that there was no strainer, which allowed metal chips to enter and damage the pump. So, with the damaged shaft, that would mean the pump wasn’t drawing lubricant, so that there wasn’t enough lubrication going to the bearing, which overloaded the machine and blew a fuse, which stopped the machine from working.

So, he’s got a five-why causal chain going down to the root, and you can check that with the “therefore chain” going up as well.

Now he knows if he applies a countermeasure here, which is to make sure there’s a strainer, then the problem will be solved so that it doesn’t come back.

So, this is what you can accomplish with a fairly simple way of thinking so that we’re not just putting Band-Aids on symptoms—that we’re solving problems at the root cause.

Good luck with your problem-solving attempts.

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5 Whys Root Cause Analysis (Toyoda)

5 Whys Root Cause Analysis: this article explains the 5 Whys Root Cause Analysis , or 5 Whys Technique , developed by continuous improvement guru Sakichi Toyoda in a practical way. It covers an introduction to the method, the application and an example. After reading you will understand the basics of this powerful root cause analysis and problem solving tool.

Introduction of the 5 whys process analysis

Although problems are not welcome in any organization, they appear in organizations of all kinds. For every problem there is a solution and problems are a reason to start up improvement projects.

But what is the best method to find effective solutions? Effective solutions can only be found by searching for the root cause in a structured and controlled manner, for instance using the 5 whys analysis.

Root cause of the problem

By looking for the root cause of the problem (a root cause analysis ), repetition of the problem can be prevented.

The problem has to be nipped in the bud. When problems are dealt with systematically, an organization and individual team members can find the root cause of the problem and deal with this effectively.

5 whys analysis

In the Japanese 5 whys exercise analysis the question ‘why’ is asked five times.

The 5 whys analysis was originally developed by Sakichi Toyoda, and was used to reach the root cause of the problems within the manufacturing process of Toyota Motors.

Today, the 5 whys analysis is frequently used within LEAN Manufacturing , Gemba Kaizen and Six Sigma .

This 5 whys analysis makes it relatively simple to identify the root cause of the problem. The problem-solving journey starts with a clear formulation of what exactly is going on. Therefore, the firs step is to define the problem.

Once the root cause has been identified in a problem statement, there is no more need for the ‘why’ questions. The root cause is often closely associated with previously identified parts of the initial problem. Corrective actions can now be taken.

Example of the 5 Whys Root Cause Analysis

A garage business is dealing with a bad delivery of car tyres. Normally, the delivery takes place within 24 hours, but the delays are now running up to three working days.

The garage runs the risk that customers will use the services of another garage that can fit their new tyres within 24 hours. The quality department of the garage business decides to start up an expensive checking system to prevent delays. Transport company G is also involved in this process.

Eventually, the transport company decides to search for the root cause of the problem using the 5 whys analysis.

Not able to deliver tyres within 24 hours – Why?
Supplier has insufficient stock – Why?
Supplier depends on exporter; cargo boats are delayed – Why?
The cargo boats are waiting for freight to fill op their holds – Why?
In times of crisis freight boats get fewer orders and therefore collect different freights that can be transported in one journey – Why?

This is how the root cause of the problem is identified and it enables a company to find a solution. The solution cannot be provided by the transport company or the supplier.

The crisis is the cause for the fact that freight boats wait until their holds are filled before they leave port. The garage can now try and find another (temporary) solution with the supplier and consider buying the tyres somewhere else.

Repeating why five times

The strength of the 5 whys analysis lies in the repetition of the question. This prevents that people start from assumptions and classic root causes of problems such as lack of time, lack of money and manpower shortage. Naturally, these factors might be causes too.

By repeating the ‘why’ question, people are forced to identify different causes that may be responsible for the problem. In order to look for the cause more specifically, the ‘why’ question can be extended with for example asking the question ‘why has the process failed’ .

Now It’s Your Turn

What do you think? Is the 5 whys analysis still applicable in today’s modern companies? Have you ever used this method to get to the nature of the problem? Do you recognize the practical explanation or do you have more additions? What are your success factors for the good 5 whys analysis? Do you know scientific approaches to problem solving?

Share your experience and knowledge in the comments box below.

More information

Becker, R. M. (1998). Lean manufacturing and the Toyota production system . Encyclopedia of World Biography.
Feld, W. M. (2002). Lean manufacturing: tools, techniques, and how to use them . CRC Press.
Martin, J. (2006). Lean six sigma for supply chain management . McGraw Hill Professional.
Motwani, J. (2003). A business process change framework for examining lean manufacturing: a case study . Industrial Management & Data Systems, 103(5), 339-346.

How to cite this article: Mulder, P. (2012). 5 Whys Root Cause Analysis (Toyoda) . Retrieved [insert date] from Toolshero: https://www.toolshero.com/problem-solving/5-whys-analysis/

Original publication date: 09/19/2012 | Last update: 11/02/2023

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Patty Mulder is an Dutch expert on Management Skills, Personal Effectiveness and Business Communication. She is also a Content writer, Business Coach and Company Trainer and lives in the Netherlands (Europe). Note: all her articles are written in Dutch and we translated her articles to English!

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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)
Find more episodes of HBR IdeaCast
Discover 100 years of Harvard Business Review articles, case studies, podcasts, and more at HBR.org .

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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Watch CBS News

Why is looking at a solar eclipse dangerous without special glasses? Eye doctors explain.

By Sara Moniuszko

Edited By Allison Elyse Gualtieri

Updated on: April 8, 2024 / 8:54 AM EDT / CBS News

The solar eclipse will be visible for millions of Americans on April 8, 2024, making many excited to see it — but how you watch it matters, since it can be dangerous for your eyes.

A solar eclipse occurs when the moon passes between the sun and Earth, blocking the sun's light . When the moon blocks some of the sun, it's a partial solar eclipse, but when moon lines up with the sun, blocking all of its light, a total solar eclipse occurs, NASA explains . Either way, you need eye protection when viewing.

"The solar eclipse will be beautiful, so I hope that everyone experiences it — but they need to experience it in the right way," said Dr. Jason P. Brinton, an ophthalmologist and medical director at Brinton Vision in St. Louis.

Here's what to know to stay safe.

Why is looking at a solar eclipse dangerous?

Looking at the sun — even when it's partially covered like during an eclipse — can cause eye damage.

There is no safe dose of solar ultraviolet rays or infrared radiation, said Dr. Yehia Hashad , an ophthalmologist, retinal specialist and the chief medical officer at eye health company Bausch + Lomb.

"A very small dose could cause harm to some people," he said. "That's why we say the partial eclipse could also be damaging. And that's why we protect our eyes with the partial as well as with the full sun."

Some say that during a total eclipse, it's safe to view the brief period time when the moon completely blocks the sun without eye protection. But experts warn against it.

"Totality of the eclipse lasts only about 1 to 3 minutes based on geographic location, and bright sunlight suddenly can appear as the moon continues to move," notes an eclipse viewing guide published in JAMA , adding, "even a few seconds of viewing the sun during an eclipse" can temporarily or permanently damage your vision.

Do I need special glasses for eclipse viewing?

Yes. Eclipse glasses are needed to protect your eyes if you want to look at the eclipse.

Regular sunglasses aren't protective enough for eclipse viewing — even if you stack more than one.

"There's no amount of sunglasses that people can put on that will make up for the filtering that the ISO standard filters and the eclipse glasses provide," Brinton said.

You also shouldn't look at the eclipse through a camera lens, phone, binoculars or telescope, according to NASA, even while wearing eclipse glasses. The solar rays can burn through the lens and cause serious eye injury.

Eclipse glasses must comply with the ISO 12312-2 international safety standard , according to NASA, and should have an "ISO" label printed on them to show they comply. The American Astronomical Society has a list of approved solar viewers.

Can't find these, or they're sold out near you? You can also make homemade viewers , which allow you to observe the eclipse indirectly — just don't accidentally look at the sun while using one.

How to keep kids safe during the solar eclipse

Since this eclipse is expected to occur around the time of dismissal for many schools across the country, it may be tempting for students to view it without the proper safety precautions while getting to and from their buses. That's why some school districts are canceling classes early so kids can enjoy the event safely with their families.

Dr. Avnish Deobhakta, vitreoretinal surgeon at New York Eye and Ear Infirmary at Mount Sinai, said parents should also be careful because it can be difficult for children to listen or keep solar eclipse glasses on.

"You want to actually, in my opinion, kind of avoid them even looking at the eclipse, if possible," he said. "Never look directly at the sun, always wear the right eclipse sunglasses if you are going to look at the sun and make sure that those are coming from a reliable source."

Brinton recommends everyone starts their eclipse "viewing" early, by looking at professional photos and videos of an eclipse online or visiting a local planetarium.

That way, you "have an idea of what to expect," he said.

He also recommends the foundation Prevent Blindness , which has resources for families about eclipse safety.

What happens if you look at a solar eclipse without eclipse glasses?

While your eyes likely won't hurt in the moment if you look at the eclipse without protection, due to lowered brightness and where damage occurs in the eye, beware: The rays can still cause damage .

The harm may not be apparent immediately. Sometimes trouble starts to appear one to a few days following the event. It could affect just one or both eyes.

And while some will regain normal visual function, sometimes the damage is permanent.

"Often there will be some recovery of the vision in the first few months after it, but sometimes there is no recovery and sometimes there's a degree to which it is permanent," Brinton said.

How long do you have to look at the eclipse to damage your eyes?

Any amount of time looking at the eclipse without protection is too long, experts say.

"If someone briefly looks at the eclipse, if it's extremely brief, in some cases there won't be damage. But damage can happen even within a fraction of a second in some cases," Brinton said. He said he's had patients who have suffered from solar retinopathy, the official name for the condition.

Deobhakta treated a patient who watched the 2017 solar eclipse for 20 seconds without proper eye protection. She now has permanent damage in the shape of a crescent that interferes with her vision.

"The crescent that is burned into the retina, the patient sees as black in her visual field," he said. "The visual deficit that she has will never go away."

How to know if you've damaged your eyes from looking at the eclipse

Signs and symptoms of eye damage following an eclipse viewing include headaches, blurred vision, dark spots, changes to how you see color, lines and shapes.

Unfortunately, there isn't a treatment for solar retinopathy.

"Seeing an eye care professional to solidify the diagnosis and for education I think is reasonable," Brinton said, but added, "right now there is nothing that we do for this. Just wait and give it time and the body does tend to heal up a measure of it."

Sara Moniuszko is a health and lifestyle reporter at CBSNews.com. Previously, she wrote for USA Today, where she was selected to help launch the newspaper's wellness vertical. She now covers breaking and trending news for CBS News' HealthWatch.

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17 Fun Problem Solving Activities for Kids

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As a child, I would spend hours putting together puzzles… whether it was 3-D puzzles or figuring out a crossword. I also loved it when teachers would give the class an open-ended question and we had to work in groups to figure out the answer in our own way.

Even something as simple as playing checkers with my brothers gave me the chance to use strategy as a way to win the game. I honestly believe that it’s so important for kids to solve problems at a young age, as it helps them think critically and outside the box.

Table of Contents

So, Why Is It Important To Teach Kids Problem Solving?

I think these kinds of activities are so important for kids to do because it helps them learn how to think analytically and solve problems on their own. It's a great way to get kids to use their imaginations and be creative.

Rote memorization simply does not have the same effect. This type of learning is great for learning facts like historical dates, but it’s not going to help kids figure out how events in history happened and the results.

We take these problem-solving skills into college, the workforce, and travel . My ability to problem solve since childhood has certainly got me through many sticky situations while in a new city or country.

Additionally, problem-solving helps children learn how to find creative solutions to challenges they may face both in and out of the classroom . These activities can also be fun and used in cohesion with school or playtime.

17 Fun Problem-Solving Activities for Kids

1. marble mazes.

This activity was selected because it requires them to think spatially. Spatial learning will benefit kids when they start driving, riding a bike, playing sports,etc.

To do this activity in its simplest form, you will need a piece of paper, a pencil, and some marbles. First, draw a maze on a piece of paper using a pencil.

Make sure to create a start and finish point. Then, place the marbles at the start of the maze. The goal is to get the marbles from the start to the finish by tilting the paper and using gravity to guide the marbles through the maze.

Another example of a marble maze can involve using toilet paper rolls taped together to create a three-dimensional maze. The larger the maze, the harder you can make it.

Check Price on Amazon!

If you are not into the DIY method, you can always buy a toy maze on Amazon. A good 48 piece puzzle is the Melissa & Doug Underwater Ocean Floor puzzle.

2. The Tower Challenge

Building a tower gives kids the chance to think about gravity, structure, and balance.

To do this activity, you will need some building materials like legos, blocks, or even toilet paper rolls. The challenge is to see how high they can stack the materials without the tower toppling over.

This can be done individually or in teams. An activity like this is good for younger kids and is the building block to learning about harder topics like engineering.

3. The Egg Drop Challenge

The egg drop challenge helps kids learn how to engineer a solution that prevents something from breaking. It requires them to think critically about which materials will best protect something fragile like an egg when dropped from a height.

To do this activity, you will need some eggs and various materials such as straws, cotton balls, bubble wrap, etc. The goal is to construct a device that will protect an egg from breaking upon impact.

This can be done individually or in teams . Teams can even have a competition for the best egg drop device.

As children begin handling, shopping for, and cooking their own food, activities like this will help them understand how to handle breakable items like bottles, eggs, delicate fruit,.etc. Ideally, this is best for age groups 8 and up.

4. The Penny Drop Challenge

This activity was selected because it requires kids to think about physics and how different materials affect sound.

To do this activity, you will need a penny ( or another coin), a cup, and various materials such as paper towels, cotton balls, etc.

The goal is to drop the penny into the cup without making any noise. Begin by placing different materials into the cup and then drop the penny into it. The children should also drop the penny from different heights into the same material to see if/how the impact from a higher drop affects sound.

Group kids into teams or let them try it on their own.

Kids should make note of what type of sounds are made when the penny hits different materials. This is a great activity for kids who are interested in science and physics.

5. The Balloon Race Challenge

This activity was selected because it helps kids learn about aerodynamics and Bernoulli’s principle . It also requires them to think creatively about how to design a balloon-powered vehicle.

To do this activity, you will need balloons, straws, masking tape, and markers. The goal is to design a balloon-powered vehicle that can travel a distance of at least 10 feet. Kids can begin this activity by sketching out their designs on paper.

After they have a basic design, they can begin building their vehicle from various materials. Then kids can explain why they think the balloon traveled or did not travel as far as it did.

6. The Marshmallow Challenge

Marshmallows are not only delicious, but they are also soft and malleable. So kids can have fun using it for some construction projects.

This activity was selected because it requires kids to think creatively about how to build a structure using limited materials. It also helps them learn about engineering and work as a team.

To do this activity, you will need marshmallows and spaghetti noodles. The goal is to build the tallest free-standing structure possible using only marshmallows and spaghetti noodles. If you don't have spaghetti noodles, use something similar like pretzel sticks.

You may even want to establish certain rules like each team can only use a certain number of marshmallows or noodles. A time limit can also make it more fun and challenging.

For more fun activities, check out our post on problem solving exercises for team building .

7. The Balloon Pop Challenge

If you remember your childhood, you probably remember popping balloons for fun at times. But this activity is different because it requires kids to use strategy and critical thinking.

This activity was selected because it helps kids learn about patterns and problem-solving. It is also a lot of fun for kids who like popping balloons. The goal is to create a device that will allow them to pop a balloon without using their hands.

To do this activity, you will need balloons and various materials such as straws, string, paper clips, etc.

8. Picture Pieces Puzzle Game

As mentioned earlier, puzzles are a great pastime – especially in childhood. Kids must think critically about how to put the pieces together to create a certain picture. It also helps them learn about shapes, colors, and other concepts.

problem solving activities | how do you teach a child problem solving skills | are problem-solving games good for kids

You can take a medium to large picture and cut it into pieces. If you have younger kids, you may want to make the pieces larger. However, if you have kids closer to the 8-11 age range, you should be able to provide a challenge and make the pieces smaller.

9. Copy the Block Model

For this challenge, you can build a model out of blocks for the kids to copy. Put kids into groups and make sure each group has the same number of blocks you used for your model.

Make your model block as simple or complex as needed for your child's age group.

Set a time limit and make sure each group starts at the same time.

10. Team Scavenger Hunt

A scavenger hunt is great for kids because they have to search for items and use investigative skills. It is also a lot of fun and can be done both indoors and outdoors .

To do this activity, you will need to create a list of items for the kids to find. The items can be anything from common household items to things you would find outside.

These types of activities can also revolve around a theme like a holiday, movie, or book. For example, if the kids are fans of “Harry Potter” you can make a list of items to find that are related to the movie.

11. Obstacle Course

This activity requires kids to think creatively about how to get from one point to another while maneuvering around obstacles. If you have outdoor space, this can be done with common objects such as hula hoops, cones, etc.

If you don't have access to an outdoor space, you can use common household items to create an indoor obstacle course. For example, you can use chairs, blankets, pillows, etc.

Begin by setting up the course and then timing each child as they complete it. You can also have them race against each other to make it more fun.

Obstacle courses are also great because kids get to be physically active while they are thinking critically.

12. Reading Storybooks

There are many great benefits for kids that read storybooks. One of the excellent benefits is the ability to problem-solve. When they read the stories in the books, they see scenarios that cause them to be attached to the various characters they read about.

So, when they encounter a real-life problem, it is often productive to ask a child how their favorite character would solve that problem. Your kids can also be encouraged to come up with various options and possible outcomes for some of the situations they may encounter.

This not only helps kids solve various problems but become more independent as well.

13. Ask Them Open-Ended Questions

A good way to improve a child's ability to think critically and creatively and improve their ability to solve problems is by asking open-ended questions. It also helps them to develop healthy personalities .

There are no right or wrong answers to these questions. In addition, the solution requires more than a simple “yes” or “no” answer. Furthermore, it allows kids to put some extra thought into their responses.

Here are some examples of open-ended questions you may want to ask.

What did this experience teach you?
Was this easy? What was easy about it?
What this difficult? What is complicated about it?
What may happen next in this situation?
How did you come to this solution?
What, if anything, would you do differently next time?
What can we do to make things more fun next time?

14. Build Various Structures with Toys

Whether wooden blocks, LEGO blocks, or engineering blocks… giving your kid blocks to build whatever their minds can dream up is fun. In addition, it requires them to think about how they will make a structure, put the pieces together, and creatively ensure the building's function and design.

fun activities for kids | kids creative activities at home | fun activities for kids near me

You may also want to challenge them to build something more complicated and watch them use their brain power to make it happen.

15. Acting Out Skits

Impromptu activities like acting out skits help kids identify problems, develop solutions, and execute them. This process works with multiple kids being divided into teams.

First, you will want to write down different situations, such as resolving a disagreement between siblings or dealing with bullying on the playground on a piece of paper. Second, you will fold the paper and place it in a hat or bowl.

Third, each team will pick a scenario out of the hat. Finally, you can give the kids a few minutes to discuss their solution and act out.

16. Solving Moral Dilemmas

In this simple game, you will help your kids solve simple dilemmas they may find themselves in. You could write down a situation your child may find themselves in and help them learn the moral way to solve the problem.

For instance, “The cashier gave them an additional $5 change back on my purchase. What should they do?” Another scenario could be, “I saw my friend cheating on a test. Should I tell on them or let it go?” A third one could be, “I caught my friends stealing some gum from the store. What should I do?”

After writing down the dilemmas and placing them in a bowl, get each child to select one and read it aloud. Finally, you will help them devise morally correct solutions to the moral dilemma.

17. Animal Pairing Game

This is a fun and creative game to help your kids with focus, critical thinking, and team building skills . In addition, this activity requires an even number of players to participate (4, 6, 8, etc.)

Before starting the game, you will want to write the names of different animals twice, each on a separate slip of paper. Then pass out the slips of paper to each individual or team member, instructing them not to share with anyone the name of the animal they received.

Then the children will perform activities the animals might do without talking or making sounds. Some of these activities might include:

The way the animal cleans or grooms itself
The way the animal sleeps
The way the animal fights
The way the animal eats or drinks
The way the animal walks or runs

The goal is for each child to successfully pair up with the other child who has selected the same animal.

How Problem Solving in Childhood Helps in Adulthood

Children are not born with problem-solving skills. It is something that needs to be learned and developed over time .

From babies who learn how to communicate their needs to toddlers who figure out how to get what they want, to children who are starting to understand the consequences of their actions – problem-solving is a process that begins in childhood and continues into adulthood.

Some of the benefits of teaching problem-solving skills to children include:

Improved critical thinking skills
Better decision-making skills
Enhanced creativity
Improved communication and collaboration skills
Increased confidence

There are many ways to teach problem-solving skills to children. The activities mentioned above are just a few examples. It is important to find activities that are appropriate for the age and abilities of the child.

With practice, children will develop these skills and be better prepared to face challenges in both childhood and adulthood.

Final Thoughts About Fun Problem Solving Activities For Kids

These are just a few ideas to get you started on teaching your child crucial problem solving skills. Perhaps they’ve inspired to come with some of your own, or seek out others? The important thing is to make sure the activity is age-appropriate and challenging enough to engage the kids.

Problem-solving skills are important for kids to learn because they can be applied to various situations in life. These skills also promote critical thinking, which is an important life skill.

There are many other problem-solving activities for kids out there. In time, you’ll find the ones that work best for your child. And be sure not to forget about your own needs and self-improvement, both of which will make you a better parent and mentor. Here are some useful activities for adults to get your started.

Finally, if you want to level up your parenting skills, then check out this resource that will show you how to get your kids to listen WITHOUT yelling, nagging, or losing control .

problem solving activities for kids | problem solving activities for students | games that promote problem solving for kids

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COMMENTS

5 Whys
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
What is a 5 Whys? Step-by-Step Guide to Running a 5 Whys Exercise
The 5 Whys technique was developed and fine-tuned within the Toyota Motor Corporation as a critical component of its problem-solving training. ... It's important to note that the purpose of the 5 whys isn't to place blame, but rather to uncover the root cause of why something unexpected occurred. Additionally, it helps a team create small ...
Root Cause Analysis with 5 Whys Technique (With Examples)
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.
5 Whys: A Powerful Problem-Solving Tool
The 5 Whys is a problem-solving technique used to explore the cause-and-effect relationship that leads to a particular problem. The name derives from the method's frequent utilization of the question "Why?" This repeating question is used to determine the root cause of a problem by repeating why the problem occurs five times.
Guide: 5 Whys
The 5 Whys Problem-Solving technique is also useful for: Problem Prevention: By identifying the root cause of the problem, businesses can implement long-term solutions, leading to more robust systems and processes and prevent the problem reoccurring. Cost-Efficiency: Addressing root causes is often more cost-effective in the long run as it prevents recurrence and the associated costs of ...
Root Cause Analysis
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 ...
The 5 Whys Analysis: How to Find The Cause of Crucial Problems
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 ...
5 Whys template & guide
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.
What is the 5 Whys framework?
The 5 Whys framework is a problem-solving technique used to identify the root cause of a problem. It's a simple but powerful way to uncover the underlying reasons behind a problem by asking the question "why" repeatedly. By doing so, you can delve beyond the symptoms and surface-level causes of a problem and reach the fundamental cause ...
5 Whys Technique: Root Cause Analysis (With Examples)
Effective problem solving can help organizations improve in every area of their business, including product quality, client satisfaction and finances. The five whys method offers a simple, focused strategy for finding the root cause of a problem with minimal cost. In this article, we discuss what the five whys technique is and how to use it, plus share examples of businesses using the five ...
Five whys
Five whys (or 5 whys) is an iterative interrogative technique used to explore the cause-and-effect relationships underlying a particular problem. ... It is a critical component of problem-solving training, delivered as part of the induction into the Toyota Production System.
How to Use the 5 Whys Technique for a Root Cause Analysis
Root cause analysis (RCA) is a common process for discovering the origin of a business problem. While there are many RCA problem-solving techniques, one popular and easy technique is the 5 Whys method. Performing a 5 Whys analysis is one of the most efficient ways to both discover the root cause of a problem and ensure that steps are taken to prevent it from happening again.
What Is 5 Why Problem-Solving?
The 5 Whys is a simple and effective tool. The method "5 Whys" is named as such because it involves asking "why" repeatedly to delve deeper into the layers of a problem or issue to uncover its root cause. By asking "why" multiple times (typically five times), the method aims to encourage deeper investigation beyond the symptoms or ...
The Power of the Five Whys: Drilling Down to Effectively Problem-Solve
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 ...
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 ...
Clarifying the '5 Whys' Problem-Solving Method
To help lean thinkers apply this powerful approach to overcoming work obstacles, LEI Senior Advisor John Shook guides lean thinkers through a detailed exampl...
The 5 Why Problem-Solving Technique
The 5-Why Problem Solving Technique is an effective way of troubleshooting and problem solving by asking a series of five "why" questions. The goal is to drill down to the root cause of the problem, rather than accepting surface explanations. The technique involves beginning with a symptom or problem statement, and then asking subsequent "why ...
How to use the 5 whys (With examples of problem solving)
Here are some tips to make the 5 Whys process more effective: 1. Ask open-ended questions: Open-ended questions can help you get the most out of the 5 Whys process. Avoid questions you can answer with a yes or no and ask questions that give you more information about the problem. 2.
Clarifying the '5 Whys' Problem-Solving Method
Clarifying the '5 Whys' Problem-Solving Method. This brief animation offers a detailed explanation of one way to discover a problem's root cause. To help lean thinkers apply this powerful approach to overcoming work obstacles, LEI Senior Advisor John Shook guides lean thinkers through a detailed example from Taiichi Ohno's Toyota ...
5 Whys Root Cause Analysis (Toyoda)
5 Whys Root Cause Analysis: this article explains the 5 Whys Root Cause Analysis, or 5 Whys Technique, developed by continuous improvement guru Sakichi Toyoda in a practical way. It covers an introduction to the method, the application and an example. After reading you will understand the basics of this powerful root cause analysis and problem solving tool.
PDF Learning Enrichment Activity 5 Whys Problem Solving
What is 5 Whys Problem Solving? The 5 Whys Problem Solving technique is a simple process to follow to solve any problem by repeatedly asking the question "Why" (five times is a good rule of thumb), to peel away the layers of that can lead to the root cause of a problem. This strategy relates to the principle of systematic problem solving. 1.
Five Whys and Five Hows
The five whys and five hows techniques constitute a questioning process designed to drill down into the details of a problem or a solution and peel away the layers of symptoms. The technique was originally developed by Sakichi Toyoda who stated that "by repeating why five times, the nature of the problem as well as its solution becomes clear ...
Do You Understand the Problem You're Trying to Solve?
Problem solving skills are invaluable in any job. But all too often, ... There wasn't necessarily an After Action Review or a 5 Whys exercise or a Six Sigma type intervention. I don't want to ...
Why "the pinch" can become your greatest problem-solving tool
Share Why "the pinch" can become your greatest problem-solving tool on LinkedIn Adapted from LIT: Use Nature's Playbook to Energize Your Brain, Spark Ideas, and Ignite Action by Jeff Karp, PhD.
Why is looking at a solar eclipse dangerous without special glasses
Why looking directly at a solar eclipse is so dangerous for your eyes 01:41. The solar eclipse will be visible for millions of Americans on April 8, 2024, making many excited to see it — but how ...
17 Fun Problem Solving Activities for Kids
Additionally, problem-solving helps children learn how to find creative solutions to challenges they may face both in and out of the classroom. These activities can also be fun and used in cohesion with school or playtime. 17 Fun Problem-Solving Activities for Kids 1. Marble Mazes. This activity was selected because it requires them to think ...
Boost Mechanical Engineering Skills with Feedback
In the dynamic field of mechanical engineering, your problem-solving skills are as vital as your technical knowledge. To excel, you must constantly refine your approach to challenges.

Getting to the Root of a Problem Quickly

5 Whys Root-Cause Analysis

Origins of the 5 Whys Technique

When to Use a 5 Whys Analysis

How to Use the 5 Whys

1. Assemble a Team

2. Define the Problem

3. Ask the First "Why?"

4. Ask "Why?" Four More Times

What Is a 5 Whys Template?

Figure 1: 5 Whys Example (Single Lane)

Figure 2: 5 Whys Example (Multiple Lanes)

Step 5. Know When to Stop

6. Address the Root Cause(s)

7. Monitor Your Measures

Appreciation

Tips for Using the 5 Whys Technique

Frequently Asked Questions About 5 Whys

2. Who Invented 5 Whys?

5 Whys Infographic

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Root Cause Analysis

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What Is the 5 Whys Technique?

Case Study: Manufacturing Defects

Application in Service Industry

Step 1: Identify the Problem

Step 2: Ask ‘Why’ Five Times

Recurring Issues

Process Improvement

Benefits of Using a Template

Customizing the Template

Encouraging Open Communication

Continuous Improvement Mindset

Recent Posts

Daniel Croft

Table of Contents

Why is the 5 Whys Important?

How to Conduct a 5 Whys Root Cause Analysis?

Step 2: Ask the First “Why?”

Step 3: Continue to Ask Why?

Step 4: Continue the Process

Step 5 Implement Solutions

An Example of 5 Whys Analysis

Download Template

Other Guides

Root Cause Analysis – The 5 Whys Technique

How to Conduct 5 Whys Analysis?

5 Whys Example

5-Whys Criticisms

Problem Solving using the 5 Whys

What is the 5 Whys root cause analysis?

5 Whys analysis in six sigma

How to use the 5 Whys template

Steps to using the 5 whys template

5 Whys Example

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What is the 5 Whys framework?

Table of Contents

Dive into the 5 Whys: Origins, basics, and benefits

Origins of the 5 Whys: From Toyota to today

Potential of the 5 Whys: Benefits and impact

Mastering the 5 Whys: Step-by-step guide

Step 1: State your problem

Step 2: Ask your first Why?

Step 3: Probe deeper with more Whys

Step 4: Unearth the root cause

Step 5: Develop and implement your solution

5 Whys in action: Real-world applications and examples

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