causes and effects of problem solving

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7 Powerful Root Cause Analysis Tools and Techniques

By Sebastian Traeger

Updated: April 21, 2024

Reading Time: 5 minutes

1. The Ishikawa Fishbone Diagram (IFD)

2. pareto chart, 4. failure mode and effects analysis (fmea), 5. proact® rca method, 6. affinity diagram, 7. fault tree analysis (fta).

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 these root cause analysis 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.

Root Cause Analysis (RCA) shines as a pivotal process that helps organizations identify the underlying reasons for problems, failures, and inefficiencies. The goal is simple: find the cause, fix it, and prevent it from happening again. But the process can be complex, and that’s where various RCA techniques come into play. 

Let’s dive into seven widely utilized RCA techniques and explore how they can empower your team’s problem-solving efforts.

Named after Japanese quality control statistician Kaoru Ishikawa, the Fishbone Diagram is a visual tool designed for group discussions. It helps teams track back to the potential root causes of a problem by sorting and relating them in a structured way. The diagram resembles a fishbone, with the problem at the head and the causes branching off the spine like bones. This visualization aids in categorizing potential causes and studying their complex interrelationships.

The Pareto Chart, rooted in the Pareto Principle, is a visual tool that helps teams identify the most significant factors in a set of data. In most situations, 80% of problems can be traced back to about 20% of causes. By arranging bar heights from tallest to shortest, teams can prioritize the most significant factors and focus their improvement efforts where they can have the most impact.

The 5 Whys method is the epitome of simplicity in getting to the bottom of a problem. By repeatedly asking ‘why’ (typically five times), you can delve beneath the surface-level symptoms of a problem to unearth the root cause. This iterative interrogation is most effective when answers are grounded in factual evidence.

When prevention is better than cure, Failure Mode and Effects Analysis (FMEA) steps in. This systematic, proactive method helps teams identify where and how a process might fail. By predicting and examining potential process breakdowns and their impacts, teams can rectify issues before they turn into failures. FMEA is a three-step process that involves identifying potential failures, analyzing their effects, and prioritizing them based on severity, occurrence, and detection ratings.

The PROACT ® RCA technique is a robust process designed to drive significant business results. Notably used to identify and analyze ‘chronic failures,’ which can otherwise be overlooked, this method is defined by its name:

PReserving Evidence and Acquiring Data: Initial evidence collection step based on the 5-P’s – Parts, Position, People, Paper, and Paradigms.

Order Your Analysis Team and Assign Resources: Assembling an unbiased team to analyze a specific failure.

Analyze the Event: Reconstructing the event using a logic tree to identify Physical, Human, and Latent Root Causes.

Communicate Findings and Recommendations: Developing and implementing solutions to prevent root cause recurrence.

Track and Measure Impact for Bottom Line Results: Tracking the success of implemented recommendations and correlating the RCA’s effectiveness with ROI.

PROACT® RCA excels in mitigating risk, optimizing cost, and boosting performance, making it a valuable addition to any RCA toolkit.

The Affinity Diagram is a powerful tool for dealing with large amounts of data. It organizes a broad range of information into groups based on their natural relationships, creating a clear, visual representation of complex situations. It’s particularly beneficial for condensing feedback from brainstorming sessions into manageable categories, fostering a better understanding of the broader picture.

Fault Tree Analysis (FTA) is a top-down, deductive failure analysis that explores the causes of faults or problems. It involves graphically mapping multiple causal chains to track back to possible root causes, using a tree-like diagram. FTA is particularly useful in high-risk industries, such as aerospace and nuclear power, where preventing failure is crucial.

Each RCA technique provides a unique approach for viewing and understanding problems, helping you pinpoint the root cause more effectively. The key is to understand when and how to use each tool, which can significantly enhance your team’s problem-solving capabilities.

Power up your RCA analysis with our EasyRCA and revolutionize your problem-solving process. Start Your Free Trial.

In conclusion, the techniques presented offer a diverse set of tools to help organizations address problems and inefficiencies effectively. From visual representations like the Ishikawa Fishbone Diagram and Pareto Chart to more proactive approaches such as the 5 Whys and Failure Mode and Effects Analysis (FMEA), each technique provides a unique perspective on identifying and mitigating root causes.

The PROACT® RCA Method stands out for its comprehensive process, particularly suited for chronic failures. Additionally, the Affinity Diagram and Fault Tree Analysis (FTA) contribute valuable insights by organizing data and exploring causal chains, respectively. Leveraging these techniques strategically enhances a team’s problem-solving capabilities, enabling them to make informed decisions and drive continuous improvement.

I hope you found these 7 techniques 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 our Reliability Resources .

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The Art of Effective Problem Solving: A Step-by-Step Guide

Whether we realise it or not, problem solving skills are an important part of our daily lives. From resolving a minor annoyance at home to tackling complex business challenges at work, our ability to solve problems has a significant impact on our success and happiness. However, not everyone is naturally gifted at problem-solving, and even those who are can always improve their skills. In this blog post, we will go over the art of effective problem-solving step by step.

Problem Solving Methodologies

Methodology of 8D (Eight Discipline) Problem Solving:

A3 Problem Solving Method:

The A3 problem solving technique is a visual, team-based problem-solving approach that is frequently used in Lean Six Sigma projects. The A3 report is a one-page document that clearly and concisely outlines the problem, root cause analysis, and proposed solution.

Subsequently, in the Lean Six Sigma framework, the 8D and A3 problem solving methodologies are two popular approaches to problem solving. Both methodologies provide a structured, team-based problem-solving approach that guides individuals through a comprehensive and systematic process of identifying, analysing, and resolving problems in an effective and efficient manner.

Step 1 – Define the Problem

By repeatedly asking “ why ,” you’ll eventually get to the bottom of the problem. This is an important step in the problem-solving process because it ensures that you’re dealing with the root cause rather than just the symptoms.

Step 2 – Gather Information and Brainstorm Ideas

Gathering information and brainstorming ideas is the next step in effective problem solving. This entails researching the problem and relevant information, collaborating with others, and coming up with a variety of potential solutions. This increases your chances of finding the best solution to the problem.

Next, work with others to gather a variety of perspectives. Brainstorming with others can be an excellent way to come up with new and creative ideas. Encourage everyone to share their thoughts and ideas when working in a group, and make an effort to actively listen to what others have to say. Be open to new and unconventional ideas and resist the urge to dismiss them too quickly.

Step 3 – Evaluate Options and Choose the Best Solution

Once you’ve compiled a list of potential solutions, it’s time to assess them and select the best one. This is the third step in effective problem solving, and it entails weighing the advantages and disadvantages of each solution, considering their feasibility and practicability, and selecting the solution that is most likely to solve the problem effectively.

You’ll be able to tell which solutions are likely to succeed and which aren’t by assessing their feasibility and practicability.

Step 4 – Implement and Monitor the Solution

When you’ve decided on the best solution, it’s time to put it into action. The fourth and final step in effective problem solving is to put the solution into action, monitor its progress, and make any necessary adjustments.

Finally, make any necessary modifications to the solution. This could entail changing the solution, altering the plan of action, or delegating different tasks. Be willing to make changes if they will improve the solution or help it solve the problem more effectively.

You can increase your chances of success in problem solving by following these steps and considering factors such as the pros and cons of each solution, their feasibility and practicability, and making any necessary adjustments. Furthermore, keep in mind that problem solving is an iterative process, and there may be times when you need to go back to the beginning and restart. Maintain your adaptability and try new solutions until you find the one that works best for you.

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What is Problem Solving? (Steps, Techniques, Examples)

By Status.net Editorial Team on May 7, 2023 — 5 minutes to read

What Is Problem Solving?

Definition and importance.

Problem solving is the process of finding solutions to obstacles or challenges you encounter in your life or work. It is a crucial skill that allows you to tackle complex situations, adapt to changes, and overcome difficulties with ease. Mastering this ability will contribute to both your personal and professional growth, leading to more successful outcomes and better decision-making.

Problem-Solving Steps

The problem-solving process typically includes the following steps:

• Identify the issue : Recognize the problem that needs to be solved.
• Analyze the situation : Examine the issue in depth, gather all relevant information, and consider any limitations or constraints that may be present.
• Generate potential solutions : Brainstorm a list of possible solutions to the issue, without immediately judging or evaluating them.
• Evaluate options : Weigh the pros and cons of each potential solution, considering factors such as feasibility, effectiveness, and potential risks.
• Select the best solution : Choose the option that best addresses the problem and aligns with your objectives.
• Implement the solution : Put the selected solution into action and monitor the results to ensure it resolves the issue.
• Review and learn : Reflect on the problem-solving process, identify any improvements or adjustments that can be made, and apply these learnings to future situations.

Defining the Problem

To start tackling a problem, first, identify and understand it. Analyzing the issue thoroughly helps to clarify its scope and nature. Ask questions to gather information and consider the problem from various angles. Some strategies to define the problem include:

• Brainstorming with others
• Asking the 5 Ws and 1 H (Who, What, When, Where, Why, and How)
• Analyzing cause and effect
• Creating a problem statement

Generating Solutions

Once the problem is clearly understood, brainstorm possible solutions. Think creatively and keep an open mind, as well as considering lessons from past experiences. Consider:

• Creating a list of potential ideas to solve the problem
• Grouping and categorizing similar solutions
• Prioritizing potential solutions based on feasibility, cost, and resources required
• Involving others to share diverse opinions and inputs

Evaluating and Selecting Solutions

Evaluate each potential solution, weighing its pros and cons. To facilitate decision-making, use techniques such as:

• SWOT analysis (Strengths, Weaknesses, Opportunities, Threats)
• Decision-making matrices
• Pros and cons lists
• Risk assessments

After evaluating, choose the most suitable solution based on effectiveness, cost, and time constraints.

Implementing and Monitoring the Solution

Implement the chosen solution and monitor its progress. Key actions include:

• Communicating the solution to relevant parties
• Setting timelines and milestones
• Assigning tasks and responsibilities
• Monitoring the solution and making adjustments as necessary
• Evaluating the effectiveness of the solution after implementation

Utilize feedback from stakeholders and consider potential improvements. Remember that problem-solving is an ongoing process that can always be refined and enhanced.

Problem-Solving Techniques

During each step, you may find it helpful to utilize various problem-solving techniques, such as:

• Brainstorming : A free-flowing, open-minded session where ideas are generated and listed without judgment, to encourage creativity and innovative thinking.
• Root cause analysis : A method that explores the underlying causes of a problem to find the most effective solution rather than addressing superficial symptoms.
• SWOT analysis : A tool used to evaluate the strengths, weaknesses, opportunities, and threats related to a problem or decision, providing a comprehensive view of the situation.
• Mind mapping : A visual technique that uses diagrams to organize and connect ideas, helping to identify patterns, relationships, and possible solutions.

Brainstorming

When facing a problem, start by conducting a brainstorming session. Gather your team and encourage an open discussion where everyone contributes ideas, no matter how outlandish they may seem. This helps you:

• Generate a diverse range of solutions
• Encourage all team members to participate
• Foster creative thinking

When brainstorming, remember to:

• Reserve judgment until the session is over
• Encourage wild ideas
• Combine and improve upon ideas

Root Cause Analysis

For effective problem-solving, identifying the root cause of the issue at hand is crucial. Try these methods:

• 5 Whys : Ask “why” five times to get to the underlying cause.
• Fishbone Diagram : Create a diagram representing the problem and break it down into categories of potential causes.
• Pareto Analysis : Determine the few most significant causes underlying the majority of problems.

SWOT Analysis

SWOT analysis helps you examine the Strengths, Weaknesses, Opportunities, and Threats related to your problem. To perform a SWOT analysis:

• List your problem’s strengths, such as relevant resources or strong partnerships.
• Identify its weaknesses, such as knowledge gaps or limited resources.
• Explore opportunities, like trends or new technologies, that could help solve the problem.
• Recognize potential threats, like competition or regulatory barriers.

SWOT analysis aids in understanding the internal and external factors affecting the problem, which can help guide your solution.

Mind Mapping

A mind map is a visual representation of your problem and potential solutions. It enables you to organize information in a structured and intuitive manner. To create a mind map:

• Write the problem in the center of a blank page.
• Draw branches from the central problem to related sub-problems or contributing factors.
• Add more branches to represent potential solutions or further ideas.

Mind mapping allows you to visually see connections between ideas and promotes creativity in problem-solving.

Examples of Problem Solving in Various Contexts

In the business world, you might encounter problems related to finances, operations, or communication. Applying problem-solving skills in these situations could look like:

• Identifying areas of improvement in your company’s financial performance and implementing cost-saving measures
• Resolving internal conflicts among team members by listening and understanding different perspectives, then proposing and negotiating solutions
• Streamlining a process for better productivity by removing redundancies, automating tasks, or re-allocating resources

In educational contexts, problem-solving can be seen in various aspects, such as:

• Addressing a gap in students’ understanding by employing diverse teaching methods to cater to different learning styles
• Developing a strategy for successful time management to balance academic responsibilities and extracurricular activities
• Seeking resources and support to provide equal opportunities for learners with special needs or disabilities

Everyday life is full of challenges that require problem-solving skills. Some examples include:

• Overcoming a personal obstacle, such as improving your fitness level, by establishing achievable goals, measuring progress, and adjusting your approach accordingly
• Navigating a new environment or city by researching your surroundings, asking for directions, or using technology like GPS to guide you
• Dealing with a sudden change, like a change in your work schedule, by assessing the situation, identifying potential impacts, and adapting your plans to accommodate the change.
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• Virtual Brainstorming Sessions: A Comprehensive Overview
• Crossword Puzzles and Sudoku: A Problem-Solving Exploration
• Analyzing Arguments Logically
• Exploring Lateral Thinking: A Comprehensive Guide to Problem Solving Strategies
• Analytical problem solving
• Identifying root causes
• Analyzing consequences
• Brainstorming solutions
• Heuristic problem solving
• Using analogies
• Applying existing solutions
• Trial and error
• Creative problem solving
• Mind mapping
• Brainstorming
• Lateral thinking
• Research skills
• Interpreting information
• Data collection and analysis
• Identifying patterns
• Critical thinking skills
• Recognizing bias
• Analyzing arguments logically
• Questioning assumptions
• Communication skills
• Negotiation and compromise
• Listening skills
• Explaining ideas clearly
• Planning techniques
• SWOT analysis
• Gantt charting
• Critical path analysis
• Decision making techniques
• Force field analysis
• Paired comparison analysis
• Cost-benefit analysis
• Root cause analysis
• Five whys technique
• Fault tree analysis
• Cause and effect diagrams
• Brainstorming techniques
• Brainwriting
• Brainwalking
• Round-robin brainstorming
• Creative thinking techniques
• Serendipity technique
• SCAMPER technique
• Innovation techniques
• Value innovation techniques
• Design thinking techniques
• Idea generation techniques
• Personal problems
• Deciding what career to pursue
• Managing finances effectively
• Solving relationship issues
• Business problems
• Increasing efficiency and productivity
• Improving customer service quality
• Reducing costs and increasing profits
• Environmental problems
• Preserving natural resources
• Reducing air pollution levels
• Finding sustainable energy sources
• Individual brainstorming techniques
• Thinking outside the box
• Word association and random word generation
• Mind mapping and listing ideas
• Group brainstorming techniques
• Synectics technique
• Online brainstorming techniques
• Online whiteboarding tools
• Virtual brainstorming sessions
• Collaborative mind mapping software
• Team activities
• Group decision making activities
• Debate activities and role-play scenarios
• Collaborative problem solving games
• Creative activities
• Creative writing exercises and storyboards
• Imagination activities and brainstorming sessions
• Visualization activities and drawing exercises
• Games and puzzles
• Crossword puzzles and Sudoku
• Logic puzzles and brain teasers
• Jigsaw puzzles and mazes
• Types of decisions
• Structured decisions
• Simple decisions
• Complex decisions
• Problem solving techniques
• Cause and Effect Diagrams: A Problem-Solving Technique

A comprehensive guide to understanding and utilizing cause and effect diagrams for problem solving and root cause analysis.

Cause and effect diagrams are a powerful problem-solving technique that can help you identify the root cause of any issue, from small everyday annoyances to complex organizational problems. By following a systematic process of gathering data, analyzing it and then developing solutions, cause and effect diagrams can be used to effectively tackle any problem that you may face. This article will provide an overview of the cause and effect diagram technique, outlining how it works and the steps involved in using it. We will also look at some examples of how it can be used to solve a variety of problems. When trying to solve a problem, it is important to break down all the possible causes.

A cause and effect diagram is a visual tool used to represent all the possible causes of a problem or event. It can be used to brainstorm different causes in order to identify the root cause of a problem. The process of creating a cause and effect diagram begins by identifying the problem or event, then listing all the possible causes that could be contributing to it. The causes can then be grouped together into categories.

For example, if the problem is a defect in a product, the categories might include “materials”, “suppliers”, “manufacturing process”, “transport”, etc. After the categories have been identified, arrows can be added to show the relationship between each cause and the effect. Once the cause and effect diagram is complete, it can be used to identify potential causes and solutions. By looking at the diagram as a whole, it is possible to identify which causes may have the most impact on the problem.

This can help narrow down potential solutions and make it easier to identify the root cause of a problem. There are several benefits of using cause and effect diagrams in problem-solving. First, they provide an organized way of looking at problems. By breaking down each component of the problem, it is easier to identify potential causes and solutions. Second, cause and effect diagrams can help individuals think more creatively about problems.

Benefits of Cause and Effect Diagrams

• they are useful for documenting problems and their solutions, which can be helpful when troubleshooting future issues., creating a cause and effect diagram.

Next, list all possible causes that could contribute to the problem or event. This includes both direct and indirect causes. Then, similar causes should be grouped into categories . This helps to narrow down the potential causes and makes the diagram easier to read.

After this, arrows should be added to show the relationship between each cause and the effect. Finally, the diagram should be reviewed as a whole to identify potential causes and solutions . Cause and effect diagrams can be an invaluable tool for problem solving and root cause analysis. By taking the time to create a diagram, individuals can better understand the various factors that may be contributing to a problem or event and identify potential solutions.

Cause and effect diagrams are an invaluable tool for problem solving and root cause analysis. By organizing problems into component parts, they allow individuals to think more creatively and identify potential causes and solutions more effectively. Furthermore, they provide a documented record of the problem and its solution for future reference. By following these steps, individuals can use cause and effect diagrams to effectively solve problems.

• Recognizing Bias: A Problem Solving and Critical Thinking Skills Guide

Learn how to identify and address bias in decision making with our guide to recognizing bias in problem solving and critical thinking.

• Questioning Assumptions: A Critical Thinking Skill

Understand the importance of questioning assumptions and learn to use it as an effective critical thinking skill when problem solving.

• Exploring Synectics Technique: A Comprehensive Guide

This article provides an overview of Synectics Technique, a creative problem-solving approach for groups. Learn about the benefits, key concepts and tools of this technique.

• Data Collection and Analysis - Problem Solving Skills and Research Skills

Learn about data collection and analysis, and how it can help you develop your problem solving and research skills.

• Interpreting Information: A Problem-Solving and Research Skills Primer
• Solving Relationship Issues
• Debate Activities and Role-Play Scenarios
• Cost-benefit Analysis: A Guide to Making Informed Decisions
• Word Association and Random Word Generation
• Round-robin brainstorming: Exploring a Group Brainstorming Technique
• Collaborative Problem Solving Games: Exploring Creative Solutions for Teams
• Reducing Air Pollution Levels
• Visualization Activities and Drawing Exercises
• Five Whys Technique: A Comprehensive Analysis
• Identifying Root Causes
• Mind Mapping and Listing Ideas
• Collaborative Mind Mapping Software
• Logic Puzzles and Brain Teasers: A Comprehensive Overview
• Mind Mapping - Creative Problem Solving and Creative Thinking Techniques
• Exploring the SCAMPER Technique for Creative Problem Solving
• Listening Skills: A Comprehensive Overview
• Exploring Online Whiteboarding Tools for Brainstorming
• Simple Decisions - An Overview
• Using Analogies to Solve Problems
• Mind Mapping: A Creative Problem Solving Tool
• Critical Path Analysis: A Comprehensive Guide
• Gantt Charting: A Primer for Problem Solving & Planning Techniques
• Force Field Analysis for Problem Solving and Decision Making
• Value Innovation Techniques
• Exploring Brainwalking: A Creative Problem-Solving Technique
• Fault Tree Analysis: A Comprehensive Overview
• Maximizing Efficiency and Productivity
• Group Decision Making Activities
• Managing Your Finances Effectively
• Design Thinking Techniques: A Comprehensive Overview
• Negotiation and Compromise
• Analyzing Consequences: A Problem Solving Strategy
• Brainwriting: A Group Brainstorming Technique
• Brainstorming Solutions: A Problem-Solving Guide
• Applying Existing Solutions for Problem Solving Strategies
• Structured Decisions: An Overview of the Decision Making Process

Exploring the Serendipity Technique of Creative Problem Solving

• Brainstorming: A Comprehensive Look at Creative Problem Solving
• Reducing Costs and Increasing Profits: A Problem Solving Example
• SWOT Analysis: A Comprehensive Overview
• Jigsaw Puzzles and Mazes: Problem Solving Activities for Fun and Learning
• Creative Writing Exercises and Storyboards
• Finding Sustainable Energy Sources
• Brainwriting: A Creative Problem-Solving Technique
• Imagination Activities and Brainstorming Sessions
• Thinking Outside the Box: An Overview of Individual Brainstorming Techniques
• Round-robin Brainstorming: A Creative Problem Solving Tool
• Paired Comparison Analysis: A Comprehensive Overview
• Preserving Natural Resources

Identifying Patterns: A Practical Guide

• How to Explain Ideas Clearly
• Idea Generation Techniques: A Comprehensive Overview
• Choosing the Right Career: Problem-Solving Examples
• Improving Customer Service Quality
• Making Complex Decisions: A Comprehensive Overview

Exploring Trial and Error Problem Solving Strategies

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• Section 4. Analyzing Root Causes of Problems: The "But Why?" Technique

Chapter 17 Sections

• Section 1. An Introduction to the Problem-Solving Process
• Section 2. Thinking Critically
• Section 3. Defining and Analyzing the Problem
• Section 5. Addressing Social Determinants of Health and Development
• Section 6. Generating and Choosing Solutions
• Section 7. Putting Your Solution into Practice

• Main Section

What are "root causes?"

Root causes are the basic reasons behind the problem or issue you are seeing in the community. Trying to figure out why the problem has developed is an essential part of the "problem solving process" in order to guarantee the right responses and also to help citizens "own" the problems.

What is the "but why?" technique?

The "But why?" technique is one method used to identify underlying causes of a community issue. These underlying factors are called "root causes."

The "But why?" technique examines a problem by asking questions to find out what caused it. Each time an answer is given, a follow-up "But why?" is asked.

For example, if you say that too many people in poor communities have problems with alcoholism, you should ask yourself "but why?" Once you come up with an answer to that question, probe the answer with another "but why?" question, until you reach the root of the problem, the root cause.

Why should you identify root causes?

Identifying genuine solutions to a problem means knowing what the real causes of the problem are. Taking action without identifying what factors contribute to the problem can result in misdirected efforts, and that wastes time and resources. However, by thoroughly studying the cause of the problem, you can build ownership, that is, by experiencing the problem you will understand it better, and be motivated to deal with it.

The "But why?" technique can be used to discover basic or "root" causes either in individuals or broader social systems:

• Do people need more knowledge about nutrition?
• Do children need to learn refusal skills to avoid smoking?
• Do teenagers need to learn how to use contraceptives?
• Cultural factors, such as customs, beliefs, and values;
• Economic factors, such as money, land, and resources;
• Political factors, such as decision-making power.
• It can uncover multiple solutions for a certain problem and allow the user to see alternatives that he or she might not have seen before. It increases the chances of choosing the right solution, because many aspects of the problem are explored during the "But why?" exercise.

When should you identify root causes?

• Whenever you are faced with addressing a challenging community problem. Of course, the "But why?" technique is not always your best bet and should not be used 100% of the time. It's extremely efficient to find a variety of solutions and is a quick and inexpensive technique that can be done by anyone, at any time, anywhere. For some issues, however, you should use more sophisticated methods, such as surveys, interviews and data collecting.
• When there is support for a "solution" that does not seem to get at the real causes of the problem. For example, if there is hunger in community, let's distribute free turkey at Thanksgiving.
• When there is ignorance or denial of why a community problem exists.

How does the "but why" technique work?

Technique guide.

Here's how it works. A group examines a community problem by asking what caused it. Each time someone gives an answer, the "asker" continues to probe, mostly by asking "But why?" or "How could that have been prevented."Example:

Too many (too few) people are ________. Q: But why? A. Because... Q: But why? A. Because... Q: Could that have been prevented? A. Yes Q: How? Q: But why? A. Because... Q. But why? A. Because... Q But why? (and so forth)

• First, invite people who are both affected by the problem and are in a position to contribute to the solution to brainstorm possible causes. The more representative the working group is, the more likely it is for the root causes to be uncovered.
• The working group should then examine a community problem, such as substance use or violence, by asking what caused it. Each time someone gives an answer, the group asks, "But why?"Here's an example:

A child has an infected foot. Q: But why? A. She stepped on broken glass while walking. Q: Could that have been prevented? A. Yes. Q: How? A . She could have been wearing shoes. Q: But why doesn't the child have shoes? A. Because the family can't afford shoes. Q. But why? A. The father or mother has no job. Q. But why? (and so forth)

In this example, the "But why?" analysis leads to at least two very different conclusions. The criterion for choice between them is to look into the environment of each one. Many solutions may apply to your problem, so it's up to you to find the one that fits it better. The "But why?" analysis by itself doesn't lead automatically to the best solution. It just points out many paths you may take.

Print Resources

Altman, D., Balcazar, F., Fawcett, S., Seekins, T., & Young, J. (1994). Public health advocacy: Creating community change to improve health . Palo Alto, CA: Stanford Center for Research in Disease Prevention.

Sholtes, P.R. (1988). The team handbook . Madison, WI: Joiner Associates Inc.

Problem Solving: Cause and Effect

One tool that can be helpful when problem solving is the Cause and Effect diagram, also known as a fishbone diagram, (Kaoru Ishikawa 1968)

This tool provides a systematic approach to problem solving and can be used to generate ideas for several potential causes, leading to identification of the key root cause.

It allows teams to look at issues from different perspectives and can help overcome conflicting views.

The  backbone (central arrow) represents the problem or the effect, with the body of the  skeleton representing the causes which can be broken down further to get to the real  root cause.

Fishbone Diagram Example

Click the DOWNLOAD button to access the Problem Solving Cause and Effect template.

Hints & Tips

• This is a useful exercise to carry out within a workshop using a whiteboard or flip chart.​
• It helps to be specific with the problem that is to be addressed.​
• The causes can be broken down as much as is required.​

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Cause and effect analysis with a fishbone (Ishikawa) diagram

Imagine you have been tasked with solving a problem: customers are experiencing lag while attempting to check out from their carts. Specifically, the app takes two minutes to transition from the cart page to the payment page once a customer clicks Continue .

What would you do? The first question that comes to mind is “why,” right? To answer this question, you’ll need to identify all the steps that customers take when checking out, and then assess how each step is performing. Together, these answers will enable you to determine the exact point in the checkout process where the problem is occurring.

This is called “root cause analysis” — you tried to list all the possibilities that could have created this problem. And out of all possibilities, you found which likely created the problem.

Let’s refer to the problem as the “effect,” and all the potential causes you identified during your analysis as the “causes.” Now, imagine trying to represent this cause-and-effect analysis visually. What types of diagrams could you create?

Maybe a tree whose roots are the effect and all the branches as the cause(s). Or maybe an Excel table listing all the causes and sub-causes in columns. Those are all good options, but in this article, we’ll discuss a cause-and-effect diagram (also called a fishbone diagram or Ishikawa diagram).

What is a fishbone diagram?

To start, a fishbone diagram (or Ishikawa diagram) is a tool to visually explore and represent the possible causes of an effect. The tool helps in identifying the potential causes that could have caused the problem.

A sample fishbone diagram looks like this:

It is called a fishbone as it looks like the skeleton of a fish. The head of the fish explains the problem statement (or the effect) and the bones attached explain the possible cause and sub-causes.

The history behind fishbone diagrams

Although the early history of fishbone analysis is slightly unclear, fishbone diagrams are believed to have been in use since the 1920s. However, it was during the 1960s that the diagram gained widespread popularity, thanks to the work of Dr. Kaoru Ishikawa on quality management processes for Kawasaki Shipyards.

It’s believed that Ishikawa first presented the fishbone analysis method in 1945, as part of the development of a company-wide quality control process. The creation of quality improvement processes and tools, along with the introduction of quality circles, played a significant role in the evolution of the concept of total quality management. The Ishikawa diagram became recognized as one of the seven basic quality tools.

When to use a fishbone diagram

The purpose of the fishbone diagram is to identify all the root causes of a problem. You can use fishbone analysis in product development — let’s list a few cases where you should use fishbone analysis:

• When you have to identify the possible causes of a problem
• When you have to develop a feature or product to fix the cause of a problem. This is a reverse analysis where business analysts find the gap in market need and fill that gap with a product or feature
• When evaluating a business process to find loopholes or gaps that create problems
• When you’re defining a process for quality control. Evaluate and find the current gap in quality and build processes to fill it

You can apply the fishbone analysis tool to most applications that need an establishment of quality control and management.

Now, we’ll go over the fishbone diagram and how you can apply it to multiple industries. Most businesses fall into one of these operation areas: services, manufacturing, and marketing, each of which can use a different fishbone diagram. While manufacturing may not be directly relevant to digital products, the fishbone diagram can still be a useful tool for uncovering problems and identifying potential causes. You can modify them accordingly to fit the context of your product.

Let’s start with the 4 Ws: what, why, when, and where. Applying these will help you find the possible potential causes for any effect. This is a good way to brainstorm and all fishbone diagrams must start with these, regardless of the industry you’re in. The 4 Ws are:

• What? There will be materials, products, lines of code, and other resources involved in the problem creation. Ask “what?” to help to pinpoint the specific components or resources that may be contributing to the issue
• Why? There will be situations or conditions that lead to the problem. Asking “why?” may help to uncover factors such as network failure, temperature, weather conditions, or other external considerations that may be impacting the system
• When? There will be a moment when a particular problem occurs. Ask “when?” to find out the time the problem occurs and figure out if it’s a recurring or isolated incident
• Where? Asking this question can help to identify specific areas, such as during the checkout process, a different part of the application, or within a specific context where the issue is most prominent.

Many businesses in the service industry indeed share similarities when it comes to cause analysis in their operational areas. Specifically, the 5 S’s (systems, suppliers, surroundings, safety, and skills) can be applied to cause and effect analysis within the service business.

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While all service businesses don’t need to conduct a complete cause analysis using the 5 S’s, many find that these principles can be applied at the initial levels and then gradually approached more thoroughly as they identify potential causes within their unique environment:

Systems are the methods, policies, processes, products, and tools used to build operational excellence and provide service without any failure.

Suppliers are any issues in delivering the service itself, like lower quality of service, failure to support customers, delay in refunding payments, agents or vendors delay, and more.

Surroundings are any external factors such as market, competition, public relations, brand value/image, etc. that may contribute to the issue.

Skills focus on finding issues in training, qualifications, skill set, and the experience of employees providing the service.

Safety focuses on finding issues in the system’s overall safety, products, operational procedures, and work environment.

Though the 6 Ms apply mainly to the manufacturing industry, you can transfer this framework into the software industry as well. Since digital products don’t have physical parts, not all of them will be relevant, but we’ll highlight them anyway:

Material focuses on finding issues in any raw materials used for manufacturing. This includes issues with the quantity or quality of supplies, any issues with the timeline of procurement and supply, and more.

Method focuses on finding issues in processes, policies, regulations, training, and guidelines used by companies. Though this is relevant to manufacturing physical goods, these apply to digital products as well (in context).

Machine focuses on finding issues in machines that are used in manufacturing (production). This will help uncover any issues with the maintenance of machines, any failures in the machine or assembly line, etc.

Mother nature , aka the environment, focuses on finding issues in environmental conditions. For physical goods, this could mean issues with temperature, light conditions, etc. For digital products, this could mean issues with servers going down, weather causing latency problems, and more.

Manpower (aka people) focuses on finding issues in the workforce. This means any issues with the work itself, employee burnout, training and skill sets, and more.

Measurement focuses on finding issues in measuring the process and results. This is huge in any business, as metrics and measuring success are vital to the health of a company. Use this to find any issues in quality readings, calculations, and more.

There are 7 Ps that can be commonly applied in cause analysis. These are all related to marketing businesses, but nearly all physical and digital products have marketing functions that affect their product and that this can apply to:

People focuses on finding issues in people involved in marketing a product or service to customers. This implies issues with not targeting the right audience or marketers not having a good understanding of the product.

Product is focused on finding issues in the product or service of an organization. This could be several things, including the perceived image of the product , issues with availability to reach customers, or failure to meet customer needs .

Process works on finding issues in procedures for promoting and marketing the product or service. Are there any gaps in cross-functional team collaboration ? Are they any issues with the escalation matrix?

Price is a big one. This is where to uncover issues in the pricing of the product or service. Is the price too low? Maybe it’s too high? Are there any issues with the price range not matching the competition or with accepting certain payment methods?

Promotion focuses on finding issues in promotion methods, mediums, and strategies. Are social media advertisements reaching the right audience? Is it generating enough clicks?

Place identifies problems with the location of your product. Are there any issues with the availability of your product on particular devices?

Physical evidence is the last of the Ps. It focuses on finding issues in the direct visibility of your product or service. If it has a physical component, is there a problem with the packaging? Physical evidence literally implies any physical issues with the product getting into the hands of customers.

Advantages and disadvantages of fishbone diagrams

There are many advantages you carry when you use a fishbone diagram as a tool for your cause analysis, including:

• Simplicity : the visual representation is simple and easy to understand. Anyone who understands the problem can easily go through all the possible causes of that problem
• Flexibility : you can dissect the cause into sub-causes and go deeper to find the cause
• Associativity : any cause becomes a potential candidate to generate the effect. The relationship with the problem is tightly defined, helping you conclude your analysis
• Ease of use : it’s easy to brainstorm with a team and explain how to use the diagram. Everyone can instantly adapt and be involved in a brainstorm
• Fast : it helps you analyze the root causes quickly by applying the 5 Why’s and drill down potential causes
• Prioritization : visual representation helps you to prioritize your causes and narrow down the most important ones

There are also a few limitations that can make fishbone diagrams difficult to use, including:

• Causes may not be as relevant as you once thought. This could lead to confusion on the path forward or create another problem by accident
• If oversimplified, the fishbone analysis may not uncover what you’re looking for
• There’s potential to prioritize smaller causes over critical ones. Since prioritization is so easy, the team may focus on small causes and waste time in fixing them
• The more dissection into sub-clauses you do leads to more complex diagrams. These may eventually become messy and difficult to understand
• The analysis is mostly based on understanding and brainstorming. It needs additional evaluation of the cause, which in case all possibilities have to be evaluated, can become inefficient and time-consuming

Fishbone diagram template

If you’d like a fishbone diagram template to work with, you can download this one I made on Google Sheets . Feel free to make a copy of it and customize it for your own use.

If you’d like to try to create a fishbone diagram yourself for your own team and organization, here are some common steps to make and analyze it:

• Identify and write the effect (problem statement) as the fish head
• Brainstorm and identify major causes. Write a major cause on each side bone. These major causes can be the Ms, Ps, or S’s with regard to the industry you’re in, or a combination of multiple
• Brainstorm and identify sub-causes. Write the sub-cause on each smaller bone
• Check for completeness. Evaluate or review for too few causes or narrow it down if you have too many
• Analyze each potential cause to narrow it down further. The goal is to end up with one or more that need to be fixed
• Prioritize the potential cause based on its severity on the effect

Let’s draw the fishbone diagram for a digital product. We’ll use the problem we listed at the beginning where customers are facing problems during the checkout process:

While this list may not be comprehensive, it does cover many potential causes that could lead to delays in opening the payments page. It’s important to note that during a brainstorming session, many potential causes can arise, but it’s important to focus on the most likely causes to address first. In this case, we’ve highlighted a sub-cause in red that represents the result of the analysis and the area that should be addressed.

How product managers can use fishbone diagrams

There are many cases where product managers have to analyze the cause of a problem, and a fishbone diagram is a powerful tool for product managers to benefit from. Its easy and quick creation helps quickly narrow down potential causes and act upon them.

A few examples where product managers can make use of fishbone diagram are:

• Finding the root cause for a reduction in feature usage
• Finding the root cause of churn
• Learn the effects of new features on the application upfront
• Analyze what the team should focus on while prioritizing enhancements for a feature
• Presenting the quality measures taken on certain features to senior management

The process type fishbone diagram

A not-so-popular and not-so-in-use flavor for creating fishbone diagrams is the process-type fishbone diagram. It’s very similar but has a small change in the drawing:

The main bone of the fish is divided into multiple cause areas. Team brainstorms potential causes that could have created the problem in each of these areas. It is called process type because each area in the main bone (mostly) represents a process, but each area in the main bone also represents a department. Causes are explored in the process of each department as a result.

These diagrams are not that popular but are an efficient way to involve multiple cross-functional teams from various departments.

Kaoru Ishikawa popularized the fishbone diagram to analyze the root cause of any problem. It is also called the Ishikawa diagram or cause and effect diagram.

One can use the 4 Ws — what, why, when, and where — to begin cause analysis. Based on industry type, there are common areas of cause analysis: the 5 S’ for services, 6 Ms for manufacturing, and 7 Ps for marketing. If your company or product has a combination of these, you can create multiple fishbone diagrams to get to the root cause of your issue.

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5 Simple Steps to Effective Problem Solving

The ability to solve problems is a crucial skill in the modern workplace. It can make the difference between success and failure, and it can help you navigate the complexities of a fast-paced environment. But what exactly is effective problem solving? And how can you develop the skills needed to solve problems efficiently and effectively?

Effective problem solving involves several key steps that can help you identify the root cause of a problem, develop a plan of action, and implement that plan to achieve a successful outcome . Here are five simple steps you can take to develop your problem-solving skills and tackle any challenge that comes your way in the workplace.

Introduction

Have you ever found yourself in a situation where you’re faced with a workplace problem, and you’re not sure where to start? Whether it’s a customer complaint, a team conflict, or a project delay, it’s essential to address it promptly to maintain productivity and morale. In this article, we’ll provide practical steps that can help you effectively solve problems at your workplace.

Step 1: Define the Problem

The first step in effective problem solving is to define the problem clearly. Take the time to analyze the issue and gather as much information as possible. It’s crucial to identify the cause of the problem and its impact on your team or organization. For example, if a team member is underperforming, it’s essential to understand the root cause of the issue and how it’s affecting the team’s productivity. Is it a lack of training, motivation, or resources? Are there external factors, such as personal issues or workload, that are affecting their performance?

Once you have a clear understanding of the problem, you can begin to develop a plan of action to address it. It’s important to involve all stakeholders in this process, including those who are directly affected by the problem, to ensure that you have a complete picture of the situation. Involving others in the process can also help you gain different perspectives and insights, which can be valuable in developing an effective solution.

Step 2: Brainstorm Possible Solutions

After identifying the problem, the next step is to brainstorm possible solutions. It’s important to be creative and come up with as many solutions as possible, even if they seem unrealistic or impractical. Brainstorming can be done individually or in a group setting, where team members can bounce ideas off each other. In a group setting, it’s important to create an open and safe environment where everyone feels comfortable sharing their ideas. Remember to focus on generating ideas, without evaluating or criticizing them during the brainstorming session.

Once you have a list of possible solutions, evaluate each one based on their feasibility, potential impact, and costs. It’s important to consider the pros and cons of each solution before selecting the most appropriate one. Keep in mind that the solution may not be perfect, but it should be the best one available given the resources and constraints. By considering different options, you can increase the chances of finding an effective solution that addresses the problem.

Step 3: Evaluate the Solutions

When evaluating the solutions, it’s important to keep an open mind and consider different perspectives. Seek feedback from other team members or colleagues who may have a different point of view. It’s also important to consider the long-term effects of each solution, rather than just the immediate impact. For instance, while changing the project scope may seem like a quick fix to a delayed project, it could cause further delays or even impact the project’s success in the long run.

During the evaluation process, it’s essential to prioritize solutions based on their impact on the problem and their feasibility. Consider the resources, time, and effort required to implement each solution. Some solutions may be quick fixes that can be implemented immediately, while others may require more planning and preparation. It’s important to choose a solution that addresses the problem effectively while also being feasible to implement within the given resources and timeframe.

It’s also important to remember that not all solutions may work as expected. Be prepared to modify or pivot to a different solution if the initial solution does not yield the desired results. Additionally, ensure that the chosen solution aligns with the company’s policies and values and does not violate any ethical standards.

Step 4: Implement the Solution

Implementing the chosen solution requires careful planning and execution. The team needs to work together to ensure that the solution is implemented smoothly and efficiently. The plan should include a timeline, specific tasks, and deadlines. Assigning roles and responsibilities to each team member is crucial to ensure that everyone understands their role in the implementation process.

Effective communication is also essential during the implementation phase. The team should communicate regularly to discuss progress, identify any obstacles, and adjust the plan if necessary. For example, if the team decides to implement a new customer service strategy, they should train the customer service team, provide them with the necessary tools, and communicate the new strategy to customers.

It’s also important to track the progress of the implementation to ensure that everything is on track. Regular check-ins can help identify any problems early on and provide an opportunity to address them before they become bigger issues.

Step 5: Monitor and Adjust

Monitoring and adjusting the solution is crucial in ensuring that the problem is fully resolved. It’s essential to track the progress of the solution and evaluate its effectiveness. If the solution is not working as planned, it’s important to adjust it accordingly. This step requires flexibility and open communication among team members.

For example, if the team decided to adjust the project timeline, they should monitor the progress regularly and make adjustments if necessary. They should also communicate any changes to the stakeholders involved in the project. If the new timeline is not working, the team should be open to making further adjustments, such as revising the project scope or adding more resources.

Feedback plays a vital role in this step. It’s important to gather feedback from team members and stakeholders to ensure that the solution is meeting their needs. Feedback can also help identify any potential issues that may arise and allow the team to address them promptly.

Learning from mistakes is also an important aspect of effective problem solving. Every problem presents an opportunity to learn and grow. By reflecting on the process and the outcome, team members can identify areas for improvement and apply them in future problem-solving situations.

So, there you have it – a five-step process to solve any workplace problem like a pro! Whether it’s a pesky customer complaint, a tricky team conflict, or a stubborn project delay, you can tackle it with ease.

Remember, the first step is to define the problem – analyze it, gather information, and understand the root cause. Next, brainstorm possible solutions, even if they seem unrealistic or impractical. Get creative and come up with as many solutions as possible!

After that, evaluate the solutions by identifying their pros and cons, and choose the one that’s most feasible and practical. Make sure to consider the potential risks and benefits of each solution. Then, it’s time to implement the most practical solution. Develop a plan, communicate it to everyone involved, and assign roles and responsibilities.

Last but not least, monitor the progress and adjust the solution if necessary. Keep track of the progress and be open to feedback. Remember, learning from your mistakes is the key to success!

So, the next time you face a workplace problem, take a deep breath and follow these simple steps. You’ll be able to find a solution that works for everyone and become a valuable asset to your team or organization. With effective problem solving skills, you can maintain productivity, boost morale, and achieve success!

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Problem, Symptoms & Root Cause Analysis (RCA) Examples

Last updated: 30th Jan, 2024

Have you found yourself stuck in a cycle of solving the same or similar problems over and over again? Ever wondered why some solutions seem to only offer a temporary fix? Have you wondered if you have identified the correct problem or if you are trying to fix one of the symptoms? The key lies in your understanding of how we define problem statements, associated symptoms, root causes , and approach to problem-solving , which is fundamentally rooted in analytical thinking and critical thinking . What exactly is the difference between a problem and its symptoms ? And why is it crucial to conduct a root cause analysis to arrive at a lasting solution?

In both personal and professional spheres (workplace), the ability to identify correct problems and solve them is highly valued. Often, the issues we face are more complex than they first appear. Simply treating the visible symptoms of a problem rarely offers a lasting solution . This is where analytical thinking comes into play . Understanding the difference between a problem and its symptoms, and the role of root cause analysis in identifying and solving the actual problem, is a cornerstone of analytical thinking. This blog aims to throw light on these distinctions and demonstrate the importance of root cause analysis, empowering you to approach problems with a more analytical mindset for enduring solutions.

Table of Contents

What is a Problem?

In the context of problem-solving, a “ problem ” is a situation or condition that represents the obstruction for an entity (a person or a thing) to remain in or achieve the desirable or ideal state of being. Problems can also be referred to as “ challenges “. For example, a company aims to achieve a 20% increase in sales revenue by the end of the year. The problems or challenges that the company may face can be some of the following:

• Determining whether the product is not positioned correctly, and then coming up with the most apt product positioning in the manner that matches the needs of the customer
• Analyzing marketing strategy, identifying gaps, and coming up with a marketing strategy to reach out to potential customers matching the product positioning
• Create a potential customer pipeline from which X% can convert into the real ones
• Determine a sales strategy that can help make the sales to the potential customers.
• Determine the most apt communication channels for the potential customer to reach out and enquire
• Need for timely and cost-effective customer service

When the entity is moved to the ideal state (positive change) or most desirable condition, the problem stands resolved . The thing that takes the entity from an undesirable to a desirable state is called the solution .

Often, what we initially identify as a problem turns out to be merely a symptom of the underlying problem (or root cause). Symptoms of a problem can be understood as the indicators of the underlying “real problem”. Unlike symptoms , which are mere indicators or manifestations of the problem or real problem , the real problem itself is the root cause that leads to the observable symptoms. It is very important to discern between the symptom and the real problem. If not done well, there is a risk of solving the “ symptoms ” when you think that you are solving the problems.

Here is a problem vs symptom example . When you have a cough problem, it is important to differentiate between whether a cough is a problem and take medicines for it, or, if a cough is due to some lung problem and take the medicine to cure that lung-related problem.

Here is another example to understand problem vs symptoms . Let’s say, when a business is experiencing declining sales, one may call out the problem as “declining sales”. However, the “declining sales” is merely a symptom. The actual problem or the root cause can be traced to poor customer service based on the root cause scenario. It is the core issue that needs to be identified and resolved to bring about a positive change.

What are Symptoms? What’s the difference between Symptoms & Problems?

Symptoms of a problem are the observable effects or indicators that point towards an existing problem ; they are not the problem themselves. These are the signs that something is wrong, but they often don’t reveal the underlying cause. Understanding the distinction between symptoms and the actual problem is crucial because treating symptoms won’t eliminate the root issue.

The following are some of the problem vs symptom, or, symptom vs root cause examples :

• On the personal front, let’s consider recurring headaches. You might think the problem is the headache itself, but that is a symptom. The real problem or the root cause could be anything from dehydration to stress. Taking painkillers will temporarily relieve the headache but won’t resolve the underlying issue causing it.
• In a business setting, consider declining sales. At first glance, you might think the problem is the product or its pricing. However, declining sales are a symptom. The actual problem or the root cause could be poor customer service or ineffective marketing. Addressing only the symptom by slashing prices may bring a temporary boost in sales but won’t provide a long-term solution

By identifying and treating the root cause or actual problem rather than its symptoms , you can find a lasting solution that prevents the issue from recurring. This approach not only saves time and resources but also promotes better analytical thinking and decision-making.

The following are some of the key differences between symptoms and the problems or root cause :

• Symptoms when resolved can reappear after some time. Problems or root causes when resolved stay resolved.
• Symptoms are evident . They can be easily identified. Problems or root causes are difficult to unearth or determine. They can be deep-rooted .
• A problem can manifest in the form of many symptoms.

What is Root Cause Analysis (RCA)? Why is it needed?

Root Cause Analysis (RCA) is a structured approach for identifying the underlying causes of what is referred to as the problem (symptoms on the surface) . The goal is to find out what, how, and why something happened, thereby preventing recurrence. It’s like a detective’s investigation to find the “criminal” causing the symptoms, which in this context, are the undesired outcomes or challenges.

RCA is valuable because it helps you go beyond treating symptoms to find the real problem. It’s the difference between mopping up a water leak and fixing the pipe that’s leaking. By focusing on the root cause, you not only solve the immediate problem but also prevent similar issues in the future.

For instance, if a company is facing high employee attrition, addressing the symptoms might involve conducting exit interviews and providing compensation packages. However, a root cause analysis may reveal that the real issue is a toxic work culture or poor management. Addressing these root causes would lead to more effective and lasting solutions.

There are various methods for conducting RCA, and the choice often depends on the complexity of the problem and the resources available. Some popular techniques include:

• The 5 Whys : This method involves asking “Why?” repeatedly (usually five times) to drill down into the layers of a problem.
• Fishbone diagram : This visual tool allows you to categorize potential causes of a problem, helping to identify the root cause systematically.
• Analytical thinking : One can break down problems into sub-problems and continue this process until one reaches to most fundamental problems.
• First principles thinking : One can analyze a problem based on final, formal, material, and efficient causes and then repeat the process.

By understanding and applying these RCA techniques, you can develop a more analytical approach to problem-solving, thereby addressing issues at their core and preventing future recurrence.

Process for Arriving at the Root Cause of Symptoms / Problems

The following represents the process for arriving at the root cause of stated symptoms or problems:

• Distinguish Between Problem and Symptom : Your first task is to determine if what has been stated is the problem or merely a symptom of something deeper. For instance, experiencing a headache is generally a symptom, not the underlying problem itself.
• Identify the Underlying Problem : If what is stated is a problem, well and good. However, if you’ve identified a symptom, your next step is to discover what the problem could be. For example, if you’re dealing with headaches, the underlying issue may be something like ill-health.
• List All Observable Symptoms : Expand your perspective by identifying all the symptoms related to the issue at hand. This will give you a more comprehensive view and may provide additional clues about the root cause.
• Generate Cause Hypotheses for Stated Symptoms : Formulate hypotheses for what could be causing the symptoms for the identified problem. This step is essentially a diagnosis . Employ techniques like the “Five Whys” to dig deeper and identify potential underlying causes.
• Test Each Hypothesis to identify the real root cause : For each hypothesized cause, perform diagnostic tests to either validate or negate it. This could be in the form of data collection, interviews, or even controlled experiments. The aim is to gather evidence that either supports or refutes each hypothesis.
• Identify the Root Cause : After you’ve rigorously tested each hypothesis, you should be able to pinpoint one root cause that stands out as the most likely “actual problem” or “root cause” of the issues you’re observing.

Defining Problem Statement

The problem statement should consist of information related to the following:

• Ideal state: The ideal state outlines what the perfect scenario would look like once the problem is solved. This sets the vision and provides a clear goal for problem-solving efforts.
• What : Define the problem precisely. You can use root cause analysis to dig deep into the “What” aspect.
• Why : Identify why the problem is important.
• Where : Specify the areas or departments affected.
• When : Determine when the problem occurs or comes to notice.
• Who : Note who is impacted, either directly or indirectly.
• How : Describe the nature of the impact, be it financial, operational, or emotional.
• Outcome as a result of problem resolution : The outcome section elaborates on what success looks like, linking back to the ideal state. It can include quantitative and qualitative measures that indicate the problem has been solved.

Understanding the difference between a problem and its symptoms is the cornerstone of effective problem-solving. Many times, organizations or individuals get sidetracked by addressing symptoms without ever reaching the core issue. By employing a structured approach, like distinguishing between problems and symptoms, identifying all associated symptoms, formulating hypotheses for root causes , and rigorously testing these hypotheses, you set the stage for finding the actual root cause of the problem. This not only saves time and resources but also leads to long-lasting solutions.

From an analytical thinking standpoint, mastering this approach equips you with a crucial skill set. It helps you avoid the pitfalls of surface-level solutions and encourages a deeper understanding of challenges. So the next time you’re confronted with a “problem,” take a step back and consider: Is this the real issue, or is it just the tip of the iceberg? The answer to this question could be the first step toward effective and sustainable problem-solving.

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Blog Beginner Guides 15+ Fishbone Diagram Examples for Brainstorming Problem Causes

15+ Fishbone Diagram Examples for Brainstorming Problem Causes

Written by: Danesh Ramuthi Oct 13, 2023

The fishbone diagram, often referred to as the Ishikawa diagram or cause and effect diagram, is a powerful visualization tool that elucidates the intricate web of contributing factors behind a specific problem or issue. Characterized by its unique bone structure, it places the problem statement at the fish’s head, branching out to the various causes categorized into major segments.

The primary purpose of a fishbone diagram is to break down complex problems into understandable components, enabling team members to efficiently brainstorm and analyze causal relationships, making it indispensable in areas like quality management and root cause analysis.

Whether you’re aiming to delve deep into the causes of climate change or dissect the factors behind a the fishbone diagram provides a clear visual representation, highlighting the cause and effect relationship and underscoring the value of systematic problem solving.

For those eager to harness the potential of this great tool, Venngage offers a robust diagram maker . With customizable fishbone diagram templates , it empowers users to craft their diagrams effortlessly. These templates are meticulously designed to help you place ideas in the appropriate category, ensuring a comprehensive and organized cause and effect analysis.

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Root cause fishbone diagram example

Cause and effect fishbone diagram example, ishikawa fishbone diagram example, medical fishbone diagram example, climate fishbone diagram example, project management fishbone diagram example, simple fishbone diagram example, how to use a fishbone diagram.

A root cause fishbone diagram, at its core, is a tool specifically tailored to identify, analyze and represent the underlying causes or root causes of a problem. Imagine a scenario where a manufacturing process has a recurring defect. 

In such a scenario, the problem statement or defect would be placed at the fish’s head. As one begins the fishbone analysis, the spine of the fish represents the main flow of the process, with smaller bones branching out. Each of these bones corresponds to a contributing factor or potential cause of the defect.

Utilizing the fishbone diagram for root cause analysis involves gathering team members for a brainstorming session. Here, the group would identify various major categories like “Machinery”, “Manpower”, “Materials”, “Methods”, etc. 

Under each of these categories, multiple factors are explored. For instance, under “Machinery”, potential causes could include outdated equipment, calibration errors or frequent breakdowns. The aim is to determine the root cause, or in some cases, multiple root causes, responsible for the defect. 

The visual representation afforded by the diagram aids in systematically breaking down the problem, ensuring no stone is left unturned.

One of the advantages of using a root cause fishbone diagram is its ability to pinpoint areas that might otherwise be overlooked. It offers a structured approach, helping teams avoid short-term fixes and instead address the deeper, underlying issues. However, it’s crucial to be aware of its disadvantages too. 

The success of the diagram heavily relies on the expertise and insights of the team members. If not all possible causes are considered, the analysis may be incomplete, leading to erroneous conclusions.

The cause and effect fishbone diagram is primarily used to map out the various causes contributing to a specific effect or outcome. For instance, consider a problem statement like “Decreased Sales in Quarter 3”. 

Placed at the head of the fish, this statement becomes the focal point of the analysis. The spine extends outwards, branching into multiple categories that could be influencing this decline.

Starting with a brainstorming session, team members can identify major categories such as “Marketing”, “Product Quality”, “External Factors”, and “Customer Service”. Under “Marketing”, for example, potential causes could be insufficient advertising, poor social media engagement, or ineffective promotional campaigns. 

The aim is to capture all the possible causes contributing to the decline in sales. Through the fishbone diagram’s structured format, teams can effectively map out the causal relationships, understanding how various factors interplay and lead to the overarching problem.

Using the cause and effect fishbone diagram offers a comprehensive overview, helping businesses or teams strategize effectively. They can prioritize areas that need urgent attention and develop strategies for improvement. 

However, like all tools, it has its disadvantages. It requires thoroughness and can become convoluted if too many minor issues are included. Thus, it’s essential to keep the diagram focused on significant, impactful causes to maintain its efficacy as a problem-solving tool.

The Ishikawa fishbone diagram or just fishbone diagram, named after its creator Kaoru Ishikawa, is a powerful visualization tool designed to map out causal relationships concerning a particular problem or issue. Its unique design, reminiscent of a fish’s skeletal structure, places the primary problem or effect at the fish’s head.

From this focal point, the “spine” of the fish extends, leading to branching “bones.” Each branch represents a category or a group of potential contributing factors that lead to the main problem. Often used in root cause analysis and quality management, the Ishikawa diagram breaks down complex issues by categorizing them into major areas such as “People”, “Processes”, “Environment” and more.

This structure allows for an organized exploration of potential causes, ensuring that various perspectives and elements related to the problem are considered.

By facilitating systematic identification and categorization of causes, the Ishikawa fishbone diagram becomes an essential tool in problem-solving and decision-making processes.

In the medical realm, the fishbone diagram finds a specialized application, offering clinicians a structured format to diagnose and understand patient conditions.

Given the critical nature of healthcare, pinpointing the root causes of medical symptoms or conditions becomes paramount. A medical fishbone diagram aids in this by visualizing potential causes related to a specific medical problem or symptom. Categories in a medical context might include “Laboratory Results”, “Patient History”, “Physical Examination Findings” and “Environmental Factors”.

Under each category, various factors or sub-causes can be listed. For instance, “Laboratory Results” could delve into specifics like electrolyte imbalances or abnormal blood cell counts.

The diagram’s visual representation ensures that healthcare professionals can comprehensively analyze patient conditions, considering multiple facets before determining a diagnosis or treatment plan. This systematic approach fosters enhanced patient care and promotes more accurate diagnostic processes.

Designed for meticulous cause and effect analysis, this fishbone diagram delves into the complex problems associated with climate change. Its visual representation, characteristic of the fish’s skeletal structure, places the overarching problem statement — for instance, “Global Warming” — at the fish’s head. From here, multiple categories branch out, representing major aspects such as “Anthropogenic Activities”, “Natural Causes” and “Economic Factors”. 

Each of these major categories further branches out to depict the specific factors contributing to the primary problem. 

The strength of the climate fishbone diagram lies in its ability to present a comprehensive overview, ensuring that all potential causes, whether they relate to deforestation, industrial emissions, or natural volcanic activities, are captured and analyzed. 

It serves as a visualization tool that aids researchers and decision-makers in crafting informed and effective strategies to combat climate-induced challenges.

In project management, where precision and systematic problem solving are paramount, the fishbone diagram finds significant utility. Project delays, cost overruns and unmet objectives often have multifaceted root causes. 

The project management fishbone diagram, an adaptation of the Ishikawa diagram, serves to identify, categorize and analyze these causes. 

Each category delineates into specific contributing factors, ensuring a thorough exploration of all potential issues. The visual format of the diagram aids team members during brainstorming sessions, facilitating the identification of challenges within the project lifecycle. 

By offering a clear visual representation of the cause and effect relationships inherent in project challenges, the project management fishbone diagram stands as an invaluable tool, helping teams to preemptively address issues, optimize processes and enhance overall project execution.

Related: How to Write a Comprehensive Project Management Plan [+ Examples]

For problems that may not be as intricate but still require structured analysis, a simple fishbone diagram becomes the tool of choice. Stripped of excessive categories and branches, the simple fishbone diagram focuses on presenting the main causes of a problem in a straightforward manner. 

Despite its simplicity, the core structure remains consistent: the primary issue or problem statement occupies the fish’s head, while a few major categories branch out from the central spine. This diagram’s strength lies in its accessibility; without delving into overly detailed branches, it offers a clear, concise visualization of the root causes and contributing factors. 

It’s particularly beneficial for quick brainstorming sessions or when introducing the concept of cause and effect analysis to those unfamiliar with the fishbone methodology. 

The simple fishbone diagram, while not exhaustive, provides a foundational framework, promoting structured thought and problem-solving in various contexts.

A fishbone diagram , also known as an Ishikawa or cause and effect diagram, provides a visual representation of potential causes leading to a particular problem or effect. 

It is a structured brainstorming tool that helps teams identify, explore and visually display the many potential causes related to a specific problem.

• Begin your fishbone diagram with the problem statement or the main effect you’re trying to understand. This is written on the right side and represents the fish’s head.
• Draw a horizontal line extending from the problem statement towards the left. This is the fish’s spine and serves as a foundation for the potential causes.
• Identify the major categories of causes. Common categories include “People”, “Processes”, “Equipment”, “Materials” and others, depending on the context. These are the primary bones branching off the central spine.
• Draw diagonal lines or “fishbones” branching off the spine for each major category.
• Under each major category, brainstorm and list down the potential contributing factors or sub-causes. These represent the smaller bones branching out from the primary bones.
• Connect these sub-causes to the respective major category lines using smaller diagonal lines.
• For causes that may have sub-components or more detailed breakdowns, further branch out from the main cause.
• Make sure to clearly label each cause and sub-cause for clarity.
• After the brainstorming session, analyze the diagram to determine the most likely root causes of the problem.
• Once complete, your fishbone diagram should offer a comprehensive visual overview of all the potential causes leading to the main problem. This structure enables teams to better understand the problem, prioritize potential causes and develop effective solutions or interventions.

Related: 10+ Types of Diagrams and How to Choose the Right One

We explored over 15 examples of fishbone diagrams to help you effectively brainstorm the causes of problems. 

This tool, with its visually intuitive structure, serves as a game-changer in analyzing root causes across various fields, from business challenges to technological snags. 

This article doesn’t just present examples but also educates readers on how to harness the power of the fishbone diagram to its fullest. 

For anyone inspired to create their own or seeking specialized templates, Venngage stands out as a go-to resource.

Explore Venngage’s diagram maker and discover an array of pre-designed fishbone diagram templates to kickstart your brainstorming sessions.

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• How to Use Cause and Effect Analysis to Solve Any Problem

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Mistakes are an indispensable part of every business, big or small. Sometimes, a mistake in your business is a real setback and can lead to a total disaster. On the other hand, it can also be a great opportunity for your business to expand even further.

It all depends on how you take the mistakes and what necessary measures you take to solve the problem. Your task as an entrepreneur is to detect all the problems in your business and find their solutions before things get out of hand.

It is not enough to discover and remove problems only. It is equally important to find preventive measures for all the problems, so they would never reoccur.

In fact, problem solving is considered as one of the most important aspects of any business. Some companies even hire specialists whose only task is to solve problems that occur from time to time. They mostly consider various underline causes of the problems such as the interaction design, product design or service design to come up with a wide range of solutions.

However, it is also imperative to define the problem clearly to discover the right solution. The definition should include everything from its root causes to the ways it is affecting the business. There are many tools that allow entrepreneurs to target specific solution of any business problem.

One such tool is the Cause and Effect Analysis Method or Diagram (CEA). This particular method enables businessmen to fully explore and define a problem before start looking for its solutions and thus, it is a great tool to prevent similar complications in the future as well.

ISSUES WITH TRADITIONAL PROBLEM SOLVING METHODS

Before we discuss the Cause and Effect Analysis Method in detail, it is appropriate to discuss some of the reasons why traditional problem solving techniques in businesses do not produce the desired results. In this regard:

• Most of these methodspartially solve the problems.
• Or, they solve the problem without identifying the root causes and reasons why it occurred in the first place.
• They solve the problem temporarily. In most cases, the problems reoccur and considerably harm your business.
• Sometimes you end up identifying the reasons that are not causing the problems you are finding solutions for.
• Most entrepreneurs do not see the problem solving process as a business improvement process. Therefore, they normally do not pay much attention to the critical problems harming their business and leave them to others to handle.

HOW CAUSE AND EFFECT ANALYSIS METHOD CAN HELP?

How you can prevent your business from suffering a horrible fate? You can avert the disaster through proper analyses of the situation, identifying main causes of the problem and preventing them from happening again and this is what Cause and Affect Analysis does for you.

Japanese Professor Kaoru Ishikawa first proposed the idea of Cause and Effect Analysis in his book “Introduction to Quality Control”, first published in 1990. Professor Ishikawa is also the pioneer in the field of Quality Management. There are many other names of the CEA such as Ishikawa Diagram, Herringbone Diagram and Fishbone Diagram because the final diagram drawn in the Cause and Effect Analysis looks exactly like a fish skeleton.

Professor Ishikawa originally introduced Fishbone Diagrams for the purpose of quality control only. However, businessmen started using it as a tool to analyze various business processes especially identification of bottlenecks in the production process and problem solving.

The Fishbone diagram not only enables you to identify the causes of any problem and how it is hindering business growth but also to take preventive measures to avoid any such occurrence in the future.

Cause and Effect Analysis is actually a two steps process. Firstly, you look back in the past and analyze what has gone wrong and secondly, you plan for things to come by looking into the future.

• Looking Back in the Past.  This step involves identifying all the areas in which you made mistakes. You actually look into the past, analyze your mistakes and try to find all possible causes. By identifying the most problematic areas, you actually take necessary measures to prevent mistakes and problems in the future. Similarly, if any area of your business performed brilliantly, you can be able to replicate the performance in the future by applying CEA.
• Looking into the Future.  This step involves anticipating any future scenarios and planning for them well in advance. In this step, you contemplate about future problems and find their workable solutions. Similarly, you also plan how to further build on your possible business success in the years to come. In fact, you plan what to do in the present and determine future outcome of your business based on the steps you are going to take.

IMPORTANCE OF CAUSE AND EFFECT ANALYSIS

Cause and Effect Analysis is one of the most popular and powerful tools for finding root causes of problems and their solutions.

In this regard, a cause is root if its removal prevents the problem from reoccurring any time in future. Similarly, the problem becomes casual if it only affects the outcome of a process or an event. Therefore, the removal of the casual cause improves a business process but does not prevent a problem from reoccurring.

Most business use Cause and Effect Analysis to improve their operational activities. However, there is no reason why this extremely useful tool cannot be used to identify and solve problems in projects. In fact, the project manager can successfully detect root cause of a problem that is adversely affecting the project and ultimately remove it if he manages to use Cause and Effect AnalysisMethod effectively. Unlike other popular tools, you can use CEA over and over again because it aims at continuous improvement in business processes.

As the CEA helps you understand the underlying causes of a failure or problem, it can also enable you to develop a system or actions to sustain the correction. Similarly, Fishbone diagrams cannot only assist you in detecting problems but it also categorizes these causes into useful groups for future reference.

Similarly, CEA is unique in a way that it ensures you don’t deviate of the right path and always seek solutions for the actual problems and their causes.

WHAT IS A FISHBONE DIAGRAM?

A Fishbone diagram is the final outcome of any cause and effect analysis carried out for determining causes and finding solutions of a problem. In fact, it is a way to look at all these causes and their effect on business visually. Fishbone diagrams enable us to brainstorm causes of a mistake or problem more easily and effectively as compared to other tools such as Lessons Learned. It is a more structured approach of accomplishing this important task. Most often, it is used in conjunction with 5 Whys Analysis, another approach to carry out CEA.

The head of the fish displays the actual problem or mistake under discussion. Then there are smaller bones which list all the possible contributory causes in various categories. The right side of the “fish” actually lists all the problems whereas the left side denominates the possible root causes. Furthermore, you can group these causes into four distinct categories that are people, machines, materials and methods. These categories can have many further subcategories as well.

Now we discuss each of these categories in some detail.

All the causes created by human actions fall into this category. This category determines whether the employees are sufficiently experienced and trained? Are they good in communicating their needs and problems? Do they understand their tasks and assignments?

This category is related to the problems caused by issues with computers, machines, installations and tools etc. In this stage, you determine whether the workers used the right tools or machines? Do the machines meet minimum requirements to perform a task? Are they safe enough? Is there any problem with the installation of the machines? Are they reliable or not?

The material you are using to develop your products can also cause a lot of problems for your business. You need to determine whether the material you used was of reasonable quality or not? Did you use substandard material which resulted in the failure of the final product? Was there any issue with semi-finished products and consumables?

Similarly, you can also find answers to the questions like how long a material will last or has it enough resistance against foreign elements.

This category investigates whether work methods were responsible for the problem or not?You need to ascertain how your departments and employees communicated with each other? Were the business processes or work methods adequate and capable enough to carry on a special task?

These categories are commonly referred to as 4M’s. However, it is not mandatory to use only these four categories or areas in your diagram. There are many other options available to you such as:

• The 4 P’s: Place, Procedure, People, Policies.
• The 4 S’s: Surroundings, Suppliers, Systems, Skills.
• The 5 M’s: Machine, Method, Material, Man Power, and Measurement

Similarly, many organizations create their own categories or areas in the Fishbone Diagram depending upon their needs and objectives.

Fishbone diagrams distinctly differentiate between the causes and their effects. Following is one of the examples of a Fishbone Diagram.

HOW TO DO CAUSE AND EFFECT ANALYSIS?

After explaining the Fishbone Diagrams in detail, it is now time to discuss how to use them to do Cause and Effect Analysis. The purpose of the Fishbone Diagram in general and the CEA in the particular is to analyze all the findings together and determine the most important factors to solve a problem or attain a goal.

There are usually four steps in Cause and Effect Analysis that are identification of the problem, brainstorming or identifying major factors that are part of the problem, determining root causes and finally, development of an action plan to resolve these problems.

Step 1:  Identifying the Problem

Multiple causes can lead to a single problem. Therefore, it is your duty to clearly identify and address the problem in this stage if you want to find the right solutions.

For the sake of explanation, we take the example of a design studio. In the first step of CEA, they have determined that they are not getting much business due to lack of creativity among their designers.

Therefore, the main problem is the lack of creativity which will be displayed on the head of the Fishbone diagram as shown in the following figure.

Step 2: Identifying the Main Factors   

After determining the main problem, the second step is to identify the main causes why designers are lacking creativity. In this particular example, the four main causes are people, machines, material and manpower.In this example, we are using the 4 M’s method of categorizing causes.

You can drag a line from the cause side on the left for each of the four categories to connect them to effect or problem on the right side.

Step 3: Investigating Causes

The third step is to determine and investigate all of the causes responsible for the lack of creativity. You need to thoroughly explore your business processes. Similarly, you need to run system check of all your equipment and find if there is any fault with it.

Do the computers you have provided to your designers are able to run the latest designing software? Do you provide your employees with excellent work environment? Are the employees satisfied with their jobs and roles? Do they get enough compensation for their services? Do they really understand the design process? Do your project managers brief them about the projects?

Similarly, other causes include hiring people with wrong skills, fixed working hours, lack of necessary training, lack of motivation or skill and underappreciated or undervalued performances etc. These may be some of the reasons why designers do not exhibit much creativity in their work. In this stage, the Fishbone Diagram will look like as under.

Step 4: Analyze

Once you have organized all of the causes into their respective categories and the diagram is complete, you need to analyze and discuss each of the above problems with your managers and designers. It is even better if you further categorize the problems depending upon the level of their influence on the problem and priority.

You may also need to use various research methods such as surveys, focus groups and interviews to understand different causes. For instance, you can interview each designer to learn how much he understands the design processes. Subsequently, you can use the findings to develop relevant training programs or courses for your employees in order to address the problem of insufficient knowledge.

In our example, the Cause and Effect Analysis will enable both the managers and designers to find the actual problem related to lack of creativity in the team and find the right solutions. CEA actually investigates the relation between the possible causes of a problem and its effect on the business. You get a better understanding of how each cause is contributing to the final problem. Similarly, you are able to address each problem based on its priority. This is exactly what you need to do as the owner of your design company to promote creativity within your team of designers.

It is also in this step that you develop a clear action plan for future. The action plan should contain clear priorities, goals and objectives and should be implemented as soon as possible. Similarly, the plan should describe in detail how you are going to solve all the problems and sub-problems for good. You also need to follow your plan vigorously for it to be effective.

You can also convert a sub-cause such as lack of motivation into a full-fledged action plan, the purpose of which is to promote staff motivation through various incentives. As a result, staff engagement and productivity will enhance and ultimately, the profitability will improve.

THE 5 WHYS?

You can also use another extremely useful tool that is the 5 Whys in conjunction with the Fishbone Diagram to carry out CEA. As the title suggests, you can ask 5 different questions or “Whys” to determine the root cause of any problem. Following is an example of how to use this particular technique.

• Because there is lack of creativity in our design team.
• Because there is lack of motivation.
• Because they do not have the latest equipment as designers in some other companies do.
• Because the project manager didn’t deem it necessary to purchase sophisticated laptops to run modern designing software.
• Because he does not have enough knowledge of design process and its requirements. He is actually an accounts manager who was appointed as overall project manager because of his loyalty to the organization. All he does is to find the ways to save money.

You can reach to the root causeof every problem you face by asking 5 Whys. Furthermore, the 5 Whys technique also helps you find smaller problems and their causes and sub-causes quite easily.

SOME TIPS FOR USING CAUSE AND EFFECT ANALYSIS METHOD EFFECTIVELY

There are some really nice tips for effectively using CEA to find business problems and their exact causes. Some of these tips include but are not limited to the following.

• Encourage all members of your team to participate.
• Apply all the brainstorming rules because it is essentially a brainstorming session.
• Only discuss one idea at a time. It will encourage your team members to come up with more creative ideas.
• The person discussing the idea should also mention which bone of the fish it belongs to.
• Pin a single idea to multiple bones if possible. For instance, the lack of motivation in above example can go to both machine and manpower bones.
• Do not start analyzing problems and causes while you are drawing a diagram. Similarly, never criticize anyone while he is presenting his ideas. This also include non-verbal criticism such as leaving the meeting or shaking of your head.
• Try to find new ideas from any idea being discussed.
• You should always use the major bones to find sub-causes of the problem. For instance, think about how your business methods and procedures can cause the problem under discussion.
• Return to each idea and cause that has already been discussed. Try to develop smaller bones or branches by asking questions like “Why does that happen?” or “How does that happen?”
• Always be honest and open. You should have the courage to state the cause or idea which no one else wants to openly discuss.

SOME ADVANTAGES OF CAUSE AND EFFECT ANALYSIS METHOD

We have already discussed a lot of disadvantages of the CEA. Some more advantages of the method are as under.

• It helps you define the relationship between problems and their causes.
• The method works on the principle of joint brainstorming sessions.
• CEA prevents you from adopting traditional thinking methods which distract you from the actual problems. On the other hand, brainstorming steers you towards attaining your actual goal.
• You eventually reach to the root cause of every problem through brainstorming and asking 5 Whys repeatedly.
• A fishbone diagram helps you identify both the root and casual causes of the problem. Subsequently, you can prioritize the causes and handle them accordingly.

SOME DISADVANTAGES OF DEA

There are certain demerits of everything and DEA is no exception. In this regard, following are some of the disadvantages of DEA.

• Brainstorming can result in time and energy drain.
• Brainstorming sometimes leads to irrelevant causes of problems as well.
• Brainstorming does not consider facts and evidences and is only a bunch of different opinions.
• If you are dealing with complex problems, you will have to draw a really big diagram with a lot of branches and smaller bones. This may take a lot of time, energy and space.
• It is difficult to show complex interrelationship of multiple causes and factors on the diagram.

Cause and Effect Analysis Method is a great tool to solve both simple and complex business problems. It is easy to understand and simple to implement.

In most cases, it helps you reach the exact cause of the problem, enabling you to find the right and long lasting solutions as well.

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How to Use Cause and Effect Analysis to Solve Business Problems

Updated on: 24 July 2023

Every business has its own problems, big and small.

A problem in your business can be an opportunity for the business to grow or can be the setback that leads to failure. It all depends on how you embark on problem-solving.

A good way of preventing the occurrence of undesirable things is by proper analysis of the business situation, identification of the root causes and solving the situation. Hence the need to have an efficient and effective cause and effect analysis . Here we offer you a clear guide on how to go about it.

How to Do a Cause and Effect Analysis

Cause and effect analysis is also known as a fishbone diagram . It was developed by Professor Kaoru Ishikawa, a pioneer professional in the field of quality management in the 1960s.

The diagram is called fishbone as its final look is in the form of a fishbone. It was initially used for quality improvement but it can also be helpful in analyzing business processes through the identification of its causes and hindrances, as well as on ways to improve it.

The cause and effect analysis basically involves two key steps which are looking backward and looking forward.

• In looking backward, the analysis focuses on identifying areas in which mistakes were made or money was lost. It looks into what had happened before. In identifying where the issues are, you are able to work towards avoiding the problem in the future. Another advantage of this is that, you’ll be able to replicate a positive outcome.
• Looking into the future and planning for it, the analysis seeks to find workable solutions that are to be implemented in the future and build on the future success of the business. This analysis enables you to determine your future outcome by planning what to do now to achieve it.

This method is unique in that it encourages creative thinking as well as brainstorming in the process of breaking down issues and aligning them in the process of finding its solutions.

Among the key advantages of this method is that it ensures that you don’t seek out to solve the wrong problems, it also ensures that you solve the problem well enough for it to go away.

Step 1: Problem Identification

The way to use this tool is very simple. You first need to identify the problem area that needs analysis. A good way to do this is by giving a brief description of the current business situation and the consequences as well as the reasons for why they occurred.

Here you can replace the problem with a goal that you want to achieve. For instance, high profitability. You need to be very specific about the problem that you’re facing as this forms the basis of your analysis. If the identification is wrong, then the analysis also tends to be wrong.

You should also identify the people involved as well as what the exact problem is and how it occurs. For example, low productivity due to absenteeism especially in the production department, which includes production personnel and the line manager, for the period from January to November 2017.

Step 2: Main Problem Causes

The next step is identifying the main causes of the problem, for example, the people, the procedures your business utilized as well as the materials or equipment. Here, you will need to do a lot of brainstorming to come up as many reasons as you possibly can.

You can use various models to help you identify as many problems as you can in a clear manner. For example, the McKinsey 7S Framework which includes, Strategy, Systems, the business Structures, Shared values of the business, Staff, Skills, and Style.

Step 3: Identify Plausible Sub-causes of the Main Causes

Thereafter, you can narrow down to further plausible causes of the main problems that you’ve listed. This is important for the problem-solving stage of analyzing the diagram, as you will know what to do exactly to rectify the situation. This can include issues like wrong norms and values that could be as a result of poor training of employees.

Step 4: Analyze the Diagram

By now, your diagram should be showing all the main and minor causes that you’ve thought of.

Depending on how complex the information is, you can do a much deeper investigation on the causes. This can be by conducting a survey as well as drawing up questionnaires.

For example, you can ask your employees to fill in a survey on how much they understand the products you sell in your business. The information you get from this will help you build upon areas of training in order to address the problem of lack or insufficient knowledge.

From here, a corresponding step is developing an action plan with clear priorities that can be implemented immediately. This is made simple as the plans can comprise of actions to solve the subproblem causes.

For the action plan to be effective, it needs to be clear and to be executed aggressively. For example, a sub cause like lack of staff morale can be turned into an action plan, which will be giving incentives for staff motivation, hence, improved productivity and in turn higher profitability which was the main goal.

Ready to Use Cause and Effect Analysis in Business Problem-Solving? 

The cause and effect analysis uses brainstorming and critical analysis by way of visual representation to enable problem-solving .

The main problem is drawn out on the left while the main causes are drawn out an extension of the problem. This then calls for a look at the sub causes which are written out as branches of the main problems.

Various models are also used as a guide to identifying the problem-causes. The models look into various business elements including, the people relation the processes, the systems and equipment use, the management as well as the general organizational structure.

Among the advantages of this analysis method include correct identification of problem-causers hence proper problem-solving, better visualization and hence the effectiveness of the problem-solving process.

Would you like to try drawing up your own Fishbone Diagram ?

BIO : Lori Wade is the content writer and a career specialist for college students. She is a content marketer, sharing experience in writing, education, and self-development in her publications, for example, https://eliteessaywriters.com/blog/toefl-essay-topics/ . Connect with her on Facebook and follow her on Twitter .

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7 Powerful Problem-Solving Root Cause Analysis Tools

The first step to solving a problem is to define the problem precisely. It is the heart of problem-solving.

Root cause analysis is the second important element of problem-solving in quality management. The reason is if you don't know what the problem is, you can never solve the exact problem that is hurting the quality.

Manufacturers have a variety of problem-solving tools at hand. However, they need to know when to use which tool in a manner that is appropriate for the situation. In this article, we discuss 7 tools including:

• The Ishikawa Fishbone Diagram (IFD)
• Pareto Chart
• Failure Mode and Effects Analysis (FMEA)
• Scatter Diagram
• Affinity Diagram
• Fault Tree Analysis (FTA)

1. The Ishikawa Fishbone Diagram IFD

The model introduced by Ishikawa (also known as the fishbone diagram) is considered one of the most robust methods for conducting root cause analysis. This model uses the assessment of the 6Ms as a methodology for identifying the true or most probable root cause to determine corrective and preventive actions. The 6Ms include:

• Measurement,
• Mother Nature- i.e., Environment

Related Training: Fishbone Diagramming

2. Pareto Chart

The Pareto Chart is a series of bars whose heights reflect the frequency or impact of problems. On the Chart, bars are arranged in descending order of height from left to right, which means the categories represented by the tall bars on the left are relatively more frequent than those on the right.

Related Training: EFFECTIVE INVESTIGATIONS AND CORRECTIVE ACTIONS (CAPA) Establishing and resolving the root causes of deviations, problems and failures

This model uses the 5 Why by asking why 5 times to find the root cause of the problem. It generally takes five iterations of the questioning process to arrive at the root cause of the problem and that's why this model got its name as 5 Whys. But it is perfectly fine for a facilitator to ask less or more questions depending on the needs.

Related training: Accident/Incident Investigation and Root Cause Analysis

4. Failure Mode and Effects Analysis (FMEA)

FMEA is a technique used to identify process and product problems before they occur. It focuses on how and when a system will fail, not if it will fail. In this model, each failure mode is assessed for:

• Severity (S)
• Occurrence (O)
• Detection (D)

A combination of the three scores produces a risk priority number (RPN). The RPN is then provided a ranking system to prioritize which problem must gain more attention first.

Related Training: Failure Mode Effects Analysis

5. Scatter Diagram

A scatter diagram also known as a scatter plot is a graph in which the values of two variables are plotted along two axes, the pattern of the resulting points revealing any correlation present.

To use scatter plots in root cause analysis, an independent variable or suspected cause is plotted on the x-axis and the dependent variable (the effect) is plotted on the y-axis. If the pattern reflects a clear curve or line, it means they are correlated. If required, more sophisticated correlation analyses can be continued.

Related Training: Excel Charting Basics - Produce Professional-Looking Excel Charts

6. Affinity Diagram

Also known as KJ Diagram, this model is used to represent the structure of big and complex factors that impact a problem or a situation. It divides these factors into small classifications according to their similarity to assist in identifying the major causes of the problem.

7. Fault Tree Analysis (FTA)

The Fault Tree Analysis uses Boolean logic to arrive at the cause of a problem. It begins with a defined problem and works backward to identify what factors contributed to the problem using a graphical representation called the Fault Tree. It takes a top-down approach starting with the problem and evaluating the factors that caused the problem.

Finding the root cause isn't an easy because there is not always one root cause. You may have to repeat your experiment several times to arrive at it to eliminate the encountered problem. Using a scientific approach to solving problem works. So, its important to learn the several problem-solving tools and techniques at your fingertips so you can use the ones appropriate for different situations.

ComplianceOnline Trainings on Root Cause Analysis

P&PC, SPC/6Sigma, Failure Investigation, Root Cause Analysis, PDCA, DMAIC, A3 This webinar will define what are the US FDA's expectation for Production and Process Control / Product Realization, the use of statistical tehniques, 6 sigma, SPC, for establishing, controlling , and verifying the acceptability of process capability and product characteristics, product acceptance or validation and other studies. Non-conformance, OOS, deviations Failure Investigations, and Root Cause Analysis, PDCA, DMAIC, and similar project drivers to improvement, A# and similar dash boards.

Accident/Incident Investigation and Root Cause Analysis If a major workplace injury or illness occurred, what would you do? How would you properly investigate it? What could be done to prevent it from happening again? A properly executed accident/incident investigation drives to the root causes of the workplace accident to prevent a repeat occurrence. A good accident/incident investigation process includes identifying the investigation team, establishing/reviewing written procedures, identifying root causes and tracking of all safety hazards found to completion.

Root Cause Analysis - The Heart of Corrective Action This presentation will explain the importance of root cause analysis and how it fits into an effective corrective and preventive action system. It will cover where else in your quality management system root cause analysis can be used and will give examples of some of the techniques for doing an effective root cause analysis. Attendees will learn how root cause analysis can be used in process control.

Addressing Non-Conformances using Root Cause Analysis (RCA) RCA assumes that systems and events are interrelated. An action in one area triggers an action in another, and another, and so on. By tracing back these actions, you can discover where the issue started and how it grew into the problem you're now facing.

Risk Management Under ISO 14971 ISO 14971:2019 is the definitive standard for risk management for medical devices and IVDs. The standard lays out a comprehensive approach to managing risks in the life sciences. The course will discuss practical approaches to complying with the standard.

Introduction to Root Cause Investigation for CAPA If you have reoccurring problems showing up in your quality systems, your CAPA system is not effective and you have not performed an in-depth root cause analysis to be able to detect through proper problem solving tools and quality data sources, the true root cause of your problem. Unless you can get to the true root cause of a failure, nonconformity, defect or other undesirable situation, your CAPA system will not be successful.

Root Cause Analysis and CAPA Controls for a Compliant Quality System In this CAPA webinar, learn various regulations governing Corrective and Preventive Actions (CAPA) and how organization should collect information, analyze information, identify, investigate product and quality problems, and take appropriate and effective corrective and/or preventive action to prevent their recurrence.

How to Design and Implement a Dynamic Control Plan This webinar training will discuss how to design a dynamic control plan that combines FMEA and the control plan by extending the FMEA to encompass the elements of the control plan and create a living document that helps to drive continual improvement.

An Easy to Implement Integrated Risk Management Approach Compliant with ISO 14971 This integrated risk management training for medical devices will discuss how to incorporate risk management as per ISO 14971 guidelines in all phases of medical device development. It will highlight the documentation needed to support the decisions made as part of the risk management process.

The Use and Mis-use of FMEA in Medical Device Risk Management The presentation will discuss the proper use of FMEA in risk management and how to recognize and avoid the traps associated with this tool in order to have a more efficient risk management process. Most medical device manufacturers use FMEA as a part of their risk management system. Most medical device manufacturers use FMEA as a part of their risk management system.

Root Cause Analysis for CAPA Management (Shutting Down the Alligator Farm) Emphasis will be placed on realizing system interactions and cultural environment that often lies at the root of the problem and prevents true root cause analysis. This webinar will benefit any organization that wants to improve the effectiveness of their CAPA and failure investigation processes.

Root Cause Analysis for Corrective and Preventive Action (CAPA) The Quality Systems Regulation (21 CFR 820) and the Quality Management Standard for Medical Devices (ISO 13485:2003), require medical device companies to establish and maintain procedures for implementing corrective and preventive action (CAPA) as an integral part of the quality system.

Strategies for an Effective Root Cause Analysis and CAPA Program This webinar will provide valuable assistance to all regulated companies, a CAPA program is a requirement across the Medical Device, Diagnostic, Pharmaceutical, and Biologics fields. This session will discuss the importance, requirements, and elements of a root cause-based CAPA program, as well as detailing the most effective ways to determine root cause and describing the uses of CAPA data.

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Root Cause Analysis 5 Whys: Mastering Problem-Solving Tool

Last Updated on September 8, 2024 by andrewshih

Ever found yourself repeatedly facing the same issue in your projects, despite implementing various solutions?

If so, understanding the Root Cause Analysis 5 Whys technique might be the key to uncovering and addressing the underlying problems effectively.

This method, rooted in simplicity and effectiveness, is a powerful tool for project managers aiming to identify the fundamental causes of recurring issues.

What is Root Cause Analysis 5 Whys?

The technique was developed by Sakichi Toyoda and is a critical component of Lean manufacturing and Six Sigma methodologies. By asking “Why?” five times (or as many times as necessary), the technique helps peel away the layers of symptoms to reveal the core issue.

The Purpose of Root Cause Analysis 5 Whys

By peeling away the symptoms, project managers can uncover the fundamental cause and implement solutions that prevent recurrence, ensuring long-term success and efficiency.

This method is not just about fixing the immediate problem but about understanding the deeper issues to prevent future occurrences.

When to Use Root Cause Analysis 5 Whys

Root cause analysis 5 whys in project management.

In project management, the 5 Whys technique helps in:

Advantages and Disadvantages

Disadvantages

Steps to Conduct Root Cause Analysis 5 Whys

Best practices, common mistakes to avoid, root cause analysis 5 whys examples, example 1: delayed project delivery, example 2: budget overrun, root cause analysis 5 whys vs other techniques comparison.

Alternatives to Root Cause Analysis 5 Whys

Tools for root cause analysis.

Root Cause Analysis 5 Whys is a straightforward yet powerful tool for project managers.

By asking the right questions and drilling down to the root cause, you can address issues more effectively and prevent them from recurring. Implementing this technique, along with best practices and avoiding common pitfalls, can significantly enhance your problem-solving capabilities and project outcomes.

How many times should you ask “Why?” in the 5 Whys technique?

If the problem has multiple root causes, it’s important to address each one separately using the 5 Whys method. Documenting each cause and its contributing factors can help develop comprehensive solutions.

How can you ensure the accuracy of the 5 Whys analysis?

If the root cause identified is too broad, break it down further by applying the 5 Whys technique again to drill down into more specific issues. This helps in developing targeted and effective solutions.

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Designorate

Design thinking, innovation, user experience and healthcare design

How to Use the Fishbone Diagram in Root Cause Analysis?

Solving problems is considered an initial part of designers’ practice as they aim for user-centred design. The target that requires root-cause analysis of problems using tools such as the Fishbone diagram. A clear definition for the problem should be highlighted in order to target the proper solution, including analysing the causes behind this problem and its impact on the business. Tools such as TRIZ , SCAMPER Technique and Fishbone Diagram are commonly used to allow exploring a specific problem before providing the proper solution.

Related Articles:

What is the 8D Problem Solving? And How to use the 8D Report?

Using the TRIZ Method for Creative Problem Solving

Problem Solving Using Hurson’s Production Thinking Model

What is the Fishbone Diagram?

The Fishbone diagram (also known as the root-cause analysis and Ishikawa diagram) is used to identify the root causes of problems by identifying the different factors that may cause the problem. Based on the results, the team can build an effective solution to eliminating the problem.

The term, Fishbone Diagram, was first coined by professor Kaoru Ishikawa in his book “Introduction to Quality Control,” published in 1990. The diagram is also known as the Ishikawa Diagram, Cause and Effect Diagram, and Herringbone Diagram.

The Cause and Effect Diagram can be implemented during the  development brainstorming session  to discover the roots of a specific problem or identify the bottleneck in a particular process by categorising the causes of problems into six main types: people, methods, machines, materials, measurements, and environment. The categorisation of the cause of a problem varies based on the industry, such as the following:

– Manufacturing industry (5 Ms) : Machine, Method, Material, Man Power, and Measurement

– Marketing industry (7 Ps) : Product, Price, Place, Promotion, People, Process, and Physical Evidence

– Service industry (5 Ss) : Surrounding, Suppliers, Systems, Skills, and Safety

The name Fishbone Diagram comes from the final shape of the diagram after analysing the problem because the structure looks like a fishbone, which is built gradually from right to left during the problem-solving session. The diagram starts with two main sections; Cause on the left and Effect on the right (video 1). 

Video 1. Definition of the Fishbone Diagram.

Then, the possible causes of the problem are explored by creating branches from the line that link between cause and effect sections, as we will explore in the following example. While this diagram looks similar to other creative thinking methods, such as  mind maps  and  starbursting , it focuses on solving problems rather than exploring ideas.

Using the Fishbone Diagram Example

To understand how the Cause-Effect Diagram works, we will explore an example of a problem and see how to use the Fishbone Diagram to investigate a problem, which is why a design studio company always fails to reach an innovative product or service.

Step 1: Identify the problem (Effect)

The effect, or problem, results from one or multiple causes. Therefore, the problem should be clearly addressed to investigate the related causes. In the Design Studio example, we start by writing the Effect (Lack of Creativity) or the problem on the right side, as shown in the figure below.

Step 2: Define the main causes model

Then, define the main categories of factors that can lead to the root causes of the problem. You can use any of the above highlighted three cause models. In this example, we’ll use the manufacturing industry model (5 Ms): Machine, Method, Material, Man Power, and Measurement.

Step 3: Investigate possible causes of the problem

After drawing the main general categories, where we can add causes, the discussion starts to investigate all the possible causes for the problem and organize them under the five categories. For example, under Man Power, causes can be a lack of motivation, lack of skills, under-evaluated skills, hiring inappropriate skills, or fixed working hours.

Step 4: Analyse the findings

Once the diagram is complete, and causes are organized in the model, the next step is to investigate and discuss each possible cause and rank them based on their priority and influence on the problem. Understanding the different causes may include using research methods such as interviews, focus groups, and surveys.

The below video provides another example of how to use the Fishbone Diagram in identifying the root causes of problems.

Video 2. Example of how to apply the Ishikawa Diagram in identifying the root-causes of problems.

Further resources:

Solve It!: The Mindset and Tools of Smart Problem Solvers

Root Cause Analysis Handbook: A Guide to Efficient and Effective Incident Investigation

When it comes to problems, both designers and managers can fail to find the solution, and part of this failur

e is their inability to find the correct causes of problems. Many methods to achieve this goal, such as the Fishbone Diagram, investigate the relationship between the effect of the problem and its possible causes. In this tool, the causes are categorised and organised in the diagram to build a better understanding of how these causes contribute to the final problem and to order causes based on their priority as a means of addressing the problem in the final solution plan.

Article cover copyrights: Image by storyset on Freepik

The steps to apply the Fishbone Diagram

– Manufacturing industry (5 Ms) : Machine, Method, Material, Man Power, and Measurement – Marketing industry (7 Ps) : Product, Price, Place, Promotion, People, Process, and Physical Evidence – Service industry (5 Ss) : Surrounding, Suppliers, Systems, Skills, and Safety

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Dr Rafiq Elmansy

As an academic and author, I've had the privilege of shaping the design landscape. I teach design at the University of Leeds and am the Programme Leader for the MA Design, focusing on design thinking, design for health, and behavioural design. I've developed and taught several innovative programmes at Wrexham Glyndwr University, Northumbria University, and The American University in Cairo. I'm also a published book author and the proud founder of Designorate.com, a platform that has been instrumental in fostering design innovation. My expertise in design has been recognised by prestigious organizations. I'm a fellow of the Higher Education Academy (HEA), the Design Research Society (FDRS), and an Adobe Education Leader. Over the course of 20 years, I've had the privilege of working with esteemed clients such as the UN, World Bank, Adobe, and Schneider, contributing to their design strategies. For more than 12 years, I collaborated closely with the Adobe team, playing a key role in the development of many Adobe applications.

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2 thoughts on “ how to use the fishbone diagram in root cause analysis ”.

Is there a tool with which I can create such a cause-effect diagram easily?

I’m sorry for the late reply as I was busy with my research. You can use online brainstorming tools such as Mural or Miro. It allows you to create the fish bone shape there.

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In-person and online studies examining the influence of problem solving on the fading affect bias.

1. Introduction

1.1. problem solving and emotions, 1.2. the fading affect bias (fab), 2. the current study, 2.1. study 1: in person, 2.1.1. method, participants, materials and measures, analytic strategy, 2.1.2. results, discrete two-way interactions, continuous two-way interactions, continuous three-way interactions, examining rehearsals as mediators of the three-way interactions, 2.1.3. discussion, 2.2. study 2: online replication, 2.2.1. method, procedure and analytic strategy, 2.2.2. results, only thinking rehearsals mediated two three-way interactions, 2.2.3. discussion, 3. general discussion, author contributions, institutional review board statement, informed consent statement, data availability statement, acknowledgments, conflicts of interest.

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Share and Cite

Gibbons, J.A.; Vandevender, S.; Langhorne, K.; Peterson, E.; Buchanan, A. In-Person and Online Studies Examining the Influence of Problem Solving on the Fading Affect Bias. Behav. Sci. 2024 , 14 , 806. https://doi.org/10.3390/bs14090806

Gibbons JA, Vandevender S, Langhorne K, Peterson E, Buchanan A. In-Person and Online Studies Examining the Influence of Problem Solving on the Fading Affect Bias. Behavioral Sciences . 2024; 14(9):806. https://doi.org/10.3390/bs14090806

Gibbons, Jeffrey Alan, Sevrin Vandevender, Krystal Langhorne, Emily Peterson, and Aimee Buchanan. 2024. "In-Person and Online Studies Examining the Influence of Problem Solving on the Fading Affect Bias" Behavioral Sciences 14, no. 9: 806. https://doi.org/10.3390/bs14090806

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• Copy URL https://www.pbs.org/newshour/nation/how-social-media-became-a-storefront-for-deadly-fake-pills-laced-with-fentanyl

How social media became a storefront for deadly fake pills laced with fentanyl

Coco loved being the life of the party — cracking jokes, doing pranks and making people laugh, her mom, Julianna Arnold, recalled recently.

“Her favorite pastime was fashion,” Arnold said. “She didn’t like looking at magazines or going to fancy stores, but preferred to make her own creations from used clothing she would find at thrift stores…. And they always looked fabulous on her.”

In 2022, two weeks after she turned 17, Coco left home just outside New York City to meet with a dealer she’d messaged through Instagram who promised to sell her Percocet. She never made it home. She was found dead the next day, two blocks from the address that the guy had provided her.

Whatever the dealer gave Coco, her mother said, was not Percocet. It was a fake pill laced with fentanyl, which can be lethal in a dose as small as the tip of a pencil.

WATCH:  Why Baltimore is seeing more drug overdose deaths than any other American city

Fentanyl overdoses have become a leading cause of death for minors in the last five years or so, even as overall drug use has dropped slightly. In a 2022 analysis of fentanyl-laced prescription pills, the DEA found that six out of 10 contained a potentially lethal dose of the drug.

And social media, where tainted, fake prescription drugs can be obtained with just a few clicks, is a big part of the problem. Experts, law enforcement and children’s advocates say companies like Snap, TikTok, Telegram and Meta Platforms, which owns Instagram, are not doing enough to keep children safe.

A few taps away

The stories of these victims often play out similarly: The kids hear you can get pills on social media. A few taps later and then a package arrives. They retreat to the sanctity of their bedroom and take a pill. Fifteen minutes later, they’re dead. No one even knows until the next morning.

Paul DelPonte, executive director and CEO of the National Crime Prevention Council, likened this crisis to a Johnson & Johnson incident in 1982 when seven people died due to Tylenol bottles that had been tampered with. In that case, J&J recalled all bottles and stopped production until they discovered the source of the problem.

“As a result, we now have tamper-resistant caps on over-the-counter medicines and in other products. That’s corporate responsibility,” he said. “For years, social media companies have known this has been happening, yet they continue to operate their platforms without any significant changes.”

While data on the prevalence of drug sales on social platforms is hard to come by, the National Crime Prevention Council estimates 80% of teen and young adult fentanyl poisoning deaths can be traced to some social media contact.

In a sweeping 2023 report on the problem, Colorado’s attorney general called the availability of fentanyl and other illicit substances online “staggering.”

“Due to their ubiquity, convenience, and lack of regulation, social media platforms have become a major venue for drug distribution,” the report said. “Where once a teen might have had to seek out a street dealer, hassle friends, or learn to navigate the dark web to access illicit drugs, young people can now locate drug dealers using their smartphones — with the relative ease of ordering food delivery or calling a ride-share service.”

Accidental overdoses in the U.S. have decreased slightly each year since 2021 according to the Centers for Disease Control and Prevention. DelPonte attributes this in part to more education and awareness about the issue. Among young people ages 0 to 19, there were 1,622 overdose deaths in 2021, then 1,590 in 2022, and 1,511 last year.

The decline, DelPonte said, is “very small.”

A decade ago, people looking to buy illicit drugs online would visit the dark web. But this was quickly eclipsed by social media and messaging platforms’ rise. Using popular social media sites, encrypted chats, legitimate payment and shipping services, dealers moved into the light. Social platforms say they are constantly working to address the issue, while law enforcement has made some inroads.

Last May, for instance, the Drug Enforcement Administration’s “Operation Last Mile,” targeting Mexico’s Sinaloa and Jalisco Cartels, led to 3,337 arrests and the seizure of nearly 44 million fentanyl pills and other deadly drugs. More than 1,100 associated cases involved social media apps and encrypted communications platforms, the DEA said.

On Instagram, as recently as this summer, a simple hashtag search for popular prescription drugs brought up numerous results with accounts offering to sell illicit pills to anyone looking. Many accounts directed users to Snapchat or Telegram, where experts say encryption and alleged lax moderation make it even easier to engage in illegal activity. Money is sent through payment platforms and the drugs can be delivered by mail, DelPonte said.

Meta, for its part, has made it more difficult to search for drugs on its platform in recent weeks.

‘Never in a million years’

Mikayla Brown lost her son Elijah, who went by Eli, to a suspected fentanyl overdose in 2023, two weeks after his 15th birthday. Eli loved skateboarding, video games and cooking. His favorite was spicy Cajun pasta his mom made and he just started to get into cooking himself.

Eli began experimenting with marijuana in high school and he was going through what seemed like a phase many teenagers go through, his mom said. The family decided he’d go live with his biological father about three hours away in Woodland Hills in Los Angeles, to try to get a handle on what Brown called Eli’s “rebellion era.”

Brown said the family “never in a million years” would have thought he was getting into anything more dangerous than that. There was one exception, about a year before he passed away, his mom found him acting funny and he admitted to having taken Xanax, a prescription anti-anxiety drug.

On a September evening last year, Eli arrived home from a friend’s house, had dinner with his dad and stayed up late to watch a movie.

His father sent him to bed around “2 a.m., I guess,” Brown said. “And then when his alarm went off in the morning to wake up Eli for school he found him in his room…”

Eli was unresponsive. His cause of death was accidental fentanyl overdose. But he wasn’t trying to buy fentanyl, he was looking for Xanax, and, like Coco, ended up with tainted pills that killed him.

Until recently, a search for #Xanax on Instagram led to a warning page specifying that “This may be associated with the sale of drugs” and that the “sale, purchase of trade of illicit drugs can cause harm to yourself and others and is illegal in most countries.” A blue “Get help” link directed users to federal substance abuse resources. Underneath that link, users could click to “see results anyway.” After it was pointed out by the AP, the company quickly removed the ability to “see results anyway” for location-specific hashtags such as #xanaxdallas or #xanaxchicago. Later, it also removed the “see results” option for other drugs such as cocaine and Adderall, among others.

Meta also said it investigated accounts shared by The Associated Press and concluded they were not drug dealers, but financial scam artists based in Africa pretending to sell drugs locally.

Meta says it blocks and filters “hundreds” of terms associated with illicit drug sales and links to recovery and substance abuse resources when possible. But drug dealers and other bad actors constantly shift their strategies, coming up with fresh ways to avoid detection.

David Decary-Hetu, a professor at the School of Criminology at the University of Montreal, said Meta, in particular, has been “quite effective” in targeting people who sell drugs on its social platforms. But, he added, “it doesn’t mean it’s not going to happen.”

In a statement, Meta said drug dealers “are criminals who stop at nothing to sell their dangerous products. This is a challenge that spans across platforms, industries, and communities, and it requires all of us working together to address it.”

The company added that it works with law enforcement and proactively took down 2 million pieces of content, 99.7% before they were reported in the first three months of 2024.

“Our hearts go out to the families suffering at the hands of these criminals and we are committed to working with others to prevent these tragedies,” Meta added.

A persistent problem

Coco’s mother had many discussions with her daughter about being careful online.

The teen was in therapy — social media really affected her and she developed anxiety and depression, Arnold said. She frequently checked Coco’s social media and limited her time on Snapchat to 15 minutes per day.

“She knew about a lot of this stuff. We had talked about it. But then when this came up on Instagram, you know, I wasn’t checking and I couldn’t check all of her direct messages. It’s hard to know as a parent, no matter how on top of it you are,” she said.

Coco’s death is still under investigation, Arnold said.

Arnold said it took five months to remove the dealer’s profile from Instagram. Occasionally, she checks to see if he’s there under another name.

“I typed in something that I thought maybe could work, you know, based on what his previous handle had been. And there he was. He was back up under a different a different handle,” she said. “But I recognized his photo and I reported it to the police. And now again, it’s taking months to get it taken down.”

Experts often single out Snapchat as a particularly dangerous platform, something the company vehemently disagrees with. In October 2022, a group of parents who say their children bought fentanyl from drug dealers they met through Snapchat sued the company for wrongful death and negligence, calling it a “haven for drug trafficking.”

“Despite Snap promoting and portraying Snapchat as a ‘goofy’ app for kids to use to send each other silly pictures, its known common use is as an ‘open-air drug market,’” the lawsuit claims. Snapchat’s role in illicit drug sales to teens, it continues, “was the foreseeable result of the designs, structures, and policies Snap chose to implement to increase its revenues.”

The vast majority of fentanyl deaths among young people, the lawsuit says, involve kids who don’t know they are ingesting fentanyl. Rather, they are buying what they believe is marijuana, MDMA or prescription drugs like OxyContin. In January, a judge ruled that the lawsuit could move to trial.

It’ll be yet another test for Section 230, a 1996 law that generally exempts internet companies from liability for material users post on their networks.

In a statement, Snap said it is “heartbroken by the fentanyl epidemic and are deeply committed to the fight against it.”

“We’ve invested in advanced technology to detect and remove illicit drug-related content, work extensively with law enforcement helping to bring dealers to justice, and continue to raise awareness and evolve our service to help keep our community safe. Criminals have no place on Snapchat,” said Jacqueline Beauchere, Global Head of Platform Safety at the company.

While Snap wouldn’t comment on the lawsuit itself, the company argues its design actually makes it more difficult for bad actors to operate. For instance, the company says, it doesn’t allow people to get messages from people they haven’t added as friends or have a phone contact, and location sharing is off by default.

Regulatory remedies?

Advocates are hoping that regulation of tech companies could help address the problem, as it might help with other dangers kids face on social media. In July, the Senate passed the Kids Online Safety Act, legislation designed to protect children from dangerous online content. It still awaits a vote in the House. Sen. Jeanne Shaheen, D-N.H., and Sen. Roger Marshall, R-Kan., meanwhile, introduced a bill that would require social media companies to report illicit fentanyl, methamphetamine and fake pill activity occurring on their platforms to law enforcement.

“We must do more at the federal level to combat the flow of fentanyl into our communities, and it starts by holding social media companies accountable for their part in facilitating illicit drug sales,” Shaheen said.

But for parents like Arnold, Brown and others who already lost their children to overdoses, it is too late.

“Social media companies have the ability to make their platforms drug-free zones,” DelPonte said. “Instead, they keep evading the meaningful changes to keep the public safe.”

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Election officials warn mail problems could cause 2024 voting disruptions , signal contributor.

• September 12, 2024

By Jack Phillips   Contributing Writer  

A coalition representing state and local election officials across the United States warned that problems with the nation’s mail system could disrupt voting in some areas, with just weeks to go before the 2024 presidential election. 

In a Wednesday letter sent to the U.S. Postal Service’s postmaster, Louis DeJoy, the National Association of State Election Directors and the National Association of Secretaries of State said they have “ongoing concerns” about USPS’s ability to perform ahead of the Nov. 5 contest. 

Over the past year, they warned, mailed ballots that were postmarked on time were received by local election offices days after the deadline to be counted. They also noted that properly addressed election mail was being returned to them as undeliverable, a problem that could automatically send voters to inactive status through no fault of their own, potentially creating chaos when those voters show up to cast a ballot. 

In that time period, “election officials across the country have raised serious questions about processing facility operations, lost or delayed election mail, and front-line training deficiencies impacting USPS’s ability to deliver election mail in a timely and accurate manner,” the letter stated. 

Further, officials have told the two associations that mail sent to voters is being deemed “undeliverable” at higher-than-normal rates, sometimes in instances where a “voter is known not to have moved.” 

“This has affected a range of election mail, including informational mailers about critical election information and voter address confirmation cards, as well as ballots,” the letter said. 

Despite the alleged issues, the groups said that repeated attempts to contact the USPS to resolve them did not result in changes, adding that the mail delivery problems result from “a pervasive lack of understanding and enforcement of USPS policies among its employees.” 

“We implore you to take immediate and tangible corrective action to address the ongoing performance issues with USPS election mail service,” they said. “Failure to do so will risk limiting voter participation and trust in the election process.” 

Responding to their letter, the USPS said that it is equipped to deal with mail-in ballots. But the Postal Service said that voters who wish to submit ballots through the mail should not procrastinate. 

“We are ready to deliver. We were successful in 2020 delivering a historic volume of mail-in ballots; also in 2022 and will do so again in November 2024,” Adrienne Marshall, director of Election Mail and Government Services, said in a statement. 

In December, the Postal Service said in a news release that it has consistently delivered mail and packages to 98% of the U.S. population in fewer than three days during peak volume periods. 

DeJoy responded to previous criticism of his handling of the USPS in a Washington Post opinion article published in July, also noting that 98% of Americans received their mail and packages within three days. However, he noted that the service has suffered in recent times due to what he called “degraded operating conditions.” 

“Although we have slipped recently because of difficulties in overcoming our degraded operating conditions while opening new facilities, and remodeling and repositioning existing ones, we will soon be back to a performance level that can make the nation proud,” he said. 

During the 2020 election, due to the COVID-19 pandemic, election officials in multiple states expanded vote-by-mail efforts. After the conclusion of that election, former President Donald Trump said that mail-in ballots can lead to election fraud. However, in 2024, he has urged GOP voters to vote by mail, early in-person, or on Election Day itself. 

The Associated Press contributed to this report.  

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