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16 results (expanded search) for "root-cause"
Parenting
The Sibling Rivalry Root-Cause Conversation
Surface rivalry (a toy, attention) often hides a deeper need — one question uncovers it for each side separately.
Social
5-Whys Drill on a Deep Conflict
Ask "why?" five times on a recurring fight's root — discover the real cause.
Administrative
Five Whys for Every Recurring Problem
Don't treat symptoms. Ask why five times to reach the root cause.
Administrative
Plan-Do-Check-Act (PDCA) Cycle
Improve any process via a weekly four-stage loop: Plan, Do, Check, Act.
Administrative
The 5 Whys for Root Causes
For each problem, ask "why?" five times in a row to reach the root cause.
Administrative
Fishbone: Cause-Effect Diagram
Draw a "fish skeleton" of the problem: head = issue, bones = cause categories.
Administrative
Theory of Constraints — Find the Bottleneck
In any system, identify the slowest process — it caps the whole system.
Administrative
OODA Loop: Observe-Orient-Decide-Act
In dynamic problems, cycle OODA faster than the adversary.
Parenting
Repair After Rupture — The Accountability Protocol
A conscious repair that goes beyond apology — it examines the root of the reaction and changes the pattern, not just repeats it weekly.
Parenting
Collaborative Problem Solving
Instead of imposing a fix, collaborate with your child to solve concerns of both — Ross Greene method.
Social
ABC Trace for an Anger Flare
In anger, dissect: Antecedent → Belief → Consequence.
Social
Workplace Conflict: From Critique to Dialogue
Convert mutual critique into a two-way SBI meeting with 5-whys for root cause.
Social
Renegotiate Parental Expectations
Renegotiate parental expectations (career, marriage, presence) in a calm structured talk.
Social
When a Friend Changes
Accept your friend's change instead of trying to restore their old version.
Administrative
The Andon Cord: Everyone's Stop Authority
Give every employee the right to halt the process instantly upon spotting a defect, without waiting for manager approval.
Administrative
Managing the Difficult Stakeholder
Before labeling someone "difficult", diagnose the specific type: are they anxious, ignored, or genuinely conflicted in interest?