5 Whys

A simple root cause analysis tool to uncover the most impactful issues to pursue. 

Applying the tool

Step 1: State the problem

"Our quarterly project reports are consistently submitted 2-3 weeks late, causing delays in budget approvals and strategic planning."

Step 2: Ask 'Why?' five times

Key insights

Notice how each 'why' became progressively more specific, moving from an observable symptom (late reports) to the underlying systemic issue (lack of software integration). The process revealed a technology and workflow problem rather than a time management or accountability issue.

What to do

• Be specific and concrete – Point to actual processes, actions or decisions, not vague generalities like "poor communication" or "insufficient resources."
• Build a logical chain – Each subsequent 'why' must build directly on the previous answer.
• Challenge assumptions – Question what seems "normal" or "just how things are done." The most valuable insights emerge from critical examination.
• Treat five as a guide – Stop when you reach a root cause that is specific, actionable and within your control. This might take 3 whys or 7.
• Document your thinking – Write down each why and answer for transparency and to help others understand your reasoning.

What to avoid

• Stopping at symptoms – "People are too busy" is often a symptom. Keep asking why until you reach the underlying process or decision.
• Accepting vague answers – Push past responses like "lack of motivation" or "not enough time" to identify what specifically led to this situation.
• Blaming people – Focus on processes and structures, not personalities. Ask what system allowed the problem to occur.
• Using this for complex problems – 5 Whys works best for problems with clear, linear causal chains. For multi-causal problems, use Causal Mapping.
• Guessing – Base each answer on observable facts or data, not speculation.

When to use this tool

Use 5 Whys for quick root cause analysis of relatively straightforward problems, when challenging assumptions about what the "real" problem is, or when a problem keeps recurring despite attempted solutions.

Consider a different tool if: The problem has multiple significant causes (use Causal Mapping), the problem involves highly complex, interconnected systems, or you need multiple stakeholder perspectives (use Problem Tree or Perspective Shift).

Related tools: Causal Map (p.65) • Problem Tree (p.50) • Problem Statement (p.57)