If you’re doing “five* whys” analyses correctly, you don’t stop at the technical causes. You continue further to analyze the causes that precipitated the techni

If you’re doing “five* whys” analyses correctly, you don’t stop at the technical causes. You continue further to analyze the causes that precipitated the technical errors, too. This exposes the business reasons behind them and forces management to face them. * the number five isn’t magical here. You don’t have to stop at five, and you often shouldn’t.