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Simple & Pragmatic Problem Solving
#25Chapter 3: Problem Identification Techniques• Problem IdentificationLogical ThinkingGroup Mode1-2 hours(Time consuming)

Why-Why Diagram

From the book "Advanced Problem-Solving Toolbox: 115 Creative Plays" | Compiled & Edited by: Mojtaba Goudarzi, Open translation: Mehrshid Goudarzi
Executive Synopsis & Core Logic:

Hierarchical and linear tree drawing Rooting by constantly repeating the question "Why?" To get to the basics of the problem.

Operational Parameters & Specifications

Category
Problem Identification
Dominant Thinking
Logical
Participation
Group
Estimated TimeTime consuming
1-2 hours
Workshop
Input Format
Information and data
Output Format
Problem diagnosis
Key Application
Autopsies of quality defects, new product marketing failures, and budget delays in projects.
Core Differentiator:

Presenting tree and linear structured analysis which, unlike fishbone, traces the direct causal link of each branch step by step.

Quick Field Example:

Rooting Poor New Product Sales: Asking Why at the 5 Layers of Design, Promotion, Pricing, and Distribution.

Operational Benefits & Implementation Risks

Advantages & Value Creation:

Clear logical structure, deep root understanding, more informed decision making, simplicity in tree visualization.

Risks & Potential Trade-offs:

The possibility of over-complexity and branching in very broad problems if the facilitator is not restrained.

Real-World Organizational & Industry Scenarios

New Product Launch: Rooting Out Initial Market Unacceptance and Failure of Pricing Assumptions.
Production lines and quality control: finding operator error or part failure in the manufacturing chain.
Project and budget management: analysis of schedule deviations and cost overruns.

Strategic Rationale & Why to Apply

1Getting past the surface cues: not focusing on the negatives and penetrating the underlying layers of reality.
2Systematic and linear approach: following a logical rosary thread at each branch.
3Facilitate team decision-making: Viewing the path of the chain of causes makes decision-making clear and without erosive discussions.
4Establishing a detailed action plan: By modifying the last node at the end of the why branch, the entire problem is automatically resolved.

Conceptual Framework & Book Method Description

"Why-Why Diagram" technique is a tree rooting tool.

The main problem is written on the left, and by asking the first "why?", categories of primary causes are formed as branches. Then for each branch again "Why?" It is repeated until we reach the third, fourth and fifth layers; Where the fundamental reason has emerged and the solution is directly in front of us.

Step-by-Step Real-World Implementation Scenario

Scenario: Rooting out poor sales of a company's new product with a why-why diagram
1
Step 1: Mapping the problem at the root of the treeRecord the phrase "Weak sales of the new product in the first quarter of release" on the left side of the diagram.
2
Step 2: Asking the first layer of reasons (main branches)Extracting 5 main branches: Why 1) Inappropriate design Why 2) Inadequate advertising Why 3) Poor distribution Why 4) High price Why 5) Lack of knowledge of the target market.
3
Step 3: Asking the second layer of whys for each branchin the price branch: Why is the price high? Because the cost of construction has increased. Why has the cost increased? Due to the selection of non-modular parts and frequent changes of the production line.
4
Step 4: Infiltrating the third layer and discovering the common rootin the advertising and distribution branch, the reasons continue; It is clear that the final root in all branches was the "removal of the market research phase before design" by the management's hasty order.
5
Step 5: Designing a Radical Corrective Action PlanTemporarily stopping mass production, conducting in-depth interviews with potential buyers, and modular redesign of parts to reduce the cost price by 40%.

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Previous Play (#24)
What Patterns Exist?
Next Play (#26)
Assumption Reversal
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