pitfalls. We need systems like Five Whys to overcome our psychological limitations because we tend to overreact to what’s happening in the moment. We also tend to get frustrated if things happen that we did not anticipate. When the Five Whys approach goes awry, I call it the Five Blames. Instead of asking why repeatedly in an attempt to understand what went wrong, frustrated teammates start pointing fingers at each other, trying to decide who is at fault. Instead of using the Five Whys to find and fix problems, managers and employees can fall into the trap of using the Five Blames as a means
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