Five-Whys: Ask And Find Out, Don't Be Dumb
“Around here, however, we don’t look backwards for very long. We keep moving forward, opening up new doors and doing new things, because we’re curious…and curiosity keeps leading us down new paths.” – Walt Disney
THINKING TOOL
The five-whys framework is a technique used to explore the underlying cause-and-effect relationships of a problem. The primary goal is to identify the root cause of a problem by repeatedly asking “Why?” each time directing it to the answer from the previous “Why?” The method typically involves asking “Why?” five times, though it can be modified as needed. In most cases, five iterations are more than enough to get to a root cause that can be addressed. The key idea is to encourage the problem-solver to avoid jumping to conclusions, logic traps, and assumptions and instead to trace the chain of causality through layers of abstraction.
In history, there are multitudinous examples of scholars using repeated questions as methods to unveil answers and gain knowledge. Aristotle utilized a four-causes approach. Gottfried Wilhelm Leibniz, the guy who invented calculus, used iterative why questions as a method of argumentation. Yet the modern technique was honed by Sakichi Toyoda and was used within the Toyota Motor Corporation during the evolution of it’s renowned manufacturing technologies. The tool has now seen use broadly in Kaizen, lean manufacturing, lean construction, and Six Sigma.
The technique is simple, yet powerful. It emphasizes inquiry, curiosity, and a methodical approach to identify solutions to problems to ensure they do not repeat themselves. It is particularly effective where deeper systemic problems are not immediately apparent. The purpose of the five-whys is to shift from reactive problem-solving to proactive root-cause analysis. Addressing the underlying cause reduces the likelihood of recurrence. The method is named after it’s iterative nature, but it is not limited to exactly five questions, functioning as a feedback loop for incrementally refining our understanding.
Real life implications of the five-whys technique:
Manufacturing: a machine broke down on the assembly line—(why?) the machine overheated; (why?) the cooling system failed; (why?) the coolant levels were low; (why?) there wasn’t a regular maintenance check; (why?) a maintenance schedule was not implemented;
Customer service: complaints have increased—(why?) deliveries are late; (why?) the dispatch process is delayed; (why?) orders are not prioritized correctly; (why?) there’s no clear prioritization system; (why?) no one owns the prioritization process;
Software: a critical bug is found in development—(why?) the feature was not properly tested; (why?) the testing phase was skipped; (why?) the project was behind schedule; (why?) requirements were unclear at the start; (why?) there wasn’t a detailed requirement gathering process;
Personal: you miss an important deadline—(why?) you started the task too late; (why?) you underestimated how long it would take; (why?) you didn’t plan out the steps in advance; (why?) you didn’t think planning was necessary; (why?) you didn’t develop a habit of planning ahead;
Fitness: you gain unexpected weight—(why?) you have been eating unhealthy snacks; (why?) you feel stressed and snack for comfort; (why?) you are not managing your stress well; (why?) you are skipping exercise and relaxation techniques; (why?) you don’t prioritize them in your schedule.
How you might exploit the five-whys technique as a thinking tool: (1) clearly define the problem, articulating the problem as concretely as possible, as a poorly defined problem results in vague or incorrect root causes; (2) facilitate collaboration, engaging a diverse group of team members or stakeholders to question the status quo and provide perspectives that might otherwise be overlooked; (3) focus on processes, not people, avoiding the attribution of blame and instead identifying process flaws or systemic issues; (4) use data, ensuring each answer is as objective as feasible; (5) document the process, recording each answer to “Why?” not to get lost along the way.
Thought-provoking insights. “A problem well defined is a problem half solved.” is a textbook reminder of where the five-whys shines when clarity is present—or lacking. “Peeling the onion often reveals hidden layers.” shows how digging deeper than necessary prevents superficial fixes and prioritizes long-term solutions. “Symptoms can mask causes.” is a simple reminder that the most visible causes are often not the critical ones. Use the five-whys to spark curiosity and reveal the actual causes of your problems. Often they are not the surface-level ones straight away apparent.