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Extend the Five- Whys to Eight- Whys! Why? Ali Anani
Before A previous publication of mine on “Consultative Selling and Customers’ Needs Identification” triggered quite some interest.  A subsequent presentation on “Emotions in Action” gave further support to the first presentation. Out of no where a question jumped into my head.
The Origin of the Question The five basic needs of humans as proposed by Maslow were extended to eight needs. This was done to accommodate the eight- wave structure of stock prices. Human actions, as Anani envisaged in the consultative selling presentation, composed of five waves followed by three corrective actions of refining human needs.
The Probing Question Why not then extend the five- why questions to an eight- structured why questions? This will allow greater consistency of standardizing human behavior (if it is!)  Five questions and not eight?
The Probing Question- 2 Is there any problem with asking only five questions? Five questions Problems
Before Answering a quick Reminder of the Five- Whys Technique The Five –Whys technique is used to ensure that you are analyzing a root cause problem and not only a symptom of a greater issue. By repeating “why” five times, the nature of the problem and its solution becomes clear.  We want to reach the core of the problem and not its covering layers
Problems with the Five- Whys Technique First, using 5 Whys doesn’t always lead to root cause identification when the cause is unknown The success of 5 Whys is to some degree contingent upon the skill with which the method is applied The method isn’t necessarily repeatable For an excellent reference see Stewart Anderson on the “Root Cause Analysis: Addressing Some Limitations of the 5 Whys”
But There is another Factor Missing?
Let us Get a Clue The core problem here is with the parents
Let us Get a Clue- 2 The core problem here is with the parents
What is Missing The five whys uses a logical approach. The answers given are logical. But what about emotional intelligence that moves work, relations and contributes up to 67% of our success
The Emotional Intelligence (EI)Quadrant Let me introduce this new quadrant Why? This is the goal High EI competency Good for solving pure technical problems Expected outcome Low EI competency Low quality solution High quality solution
The EI Quadrant- 2 The inspection of the why section of the quadrant shows a case in which we have  low quality solution even though we have high EI Have we over-emphasized the role of EI in this case?
The EI Quadrant- 3 The yellow quadrant is the quadrant that combines high EI with high quality solutions In these cases we need to involve emotions intelligently to arrive at such good solutions. This is only possible if the why questions we ask covers the EI territory.
The Conclusion We may need to expand the five- Whys to Eight- Whys to correct for missing the emotional factors. This is analogous to extending the five basic human needs into eight, as I proposed before.

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Extend the five whys to eight- whys! why

  • 1. Extend the Five- Whys to Eight- Whys! Why? Ali Anani
  • 2. Before A previous publication of mine on “Consultative Selling and Customers’ Needs Identification” triggered quite some interest. A subsequent presentation on “Emotions in Action” gave further support to the first presentation. Out of no where a question jumped into my head.
  • 3. The Origin of the Question The five basic needs of humans as proposed by Maslow were extended to eight needs. This was done to accommodate the eight- wave structure of stock prices. Human actions, as Anani envisaged in the consultative selling presentation, composed of five waves followed by three corrective actions of refining human needs.
  • 4. The Probing Question Why not then extend the five- why questions to an eight- structured why questions? This will allow greater consistency of standardizing human behavior (if it is!) Five questions and not eight?
  • 5. The Probing Question- 2 Is there any problem with asking only five questions? Five questions Problems
  • 6. Before Answering a quick Reminder of the Five- Whys Technique The Five –Whys technique is used to ensure that you are analyzing a root cause problem and not only a symptom of a greater issue. By repeating “why” five times, the nature of the problem and its solution becomes clear. We want to reach the core of the problem and not its covering layers
  • 7. Problems with the Five- Whys Technique First, using 5 Whys doesn’t always lead to root cause identification when the cause is unknown The success of 5 Whys is to some degree contingent upon the skill with which the method is applied The method isn’t necessarily repeatable For an excellent reference see Stewart Anderson on the “Root Cause Analysis: Addressing Some Limitations of the 5 Whys”
  • 8. But There is another Factor Missing?
  • 9. Let us Get a Clue The core problem here is with the parents
  • 10. Let us Get a Clue- 2 The core problem here is with the parents
  • 11. What is Missing The five whys uses a logical approach. The answers given are logical. But what about emotional intelligence that moves work, relations and contributes up to 67% of our success
  • 12. The Emotional Intelligence (EI)Quadrant Let me introduce this new quadrant Why? This is the goal High EI competency Good for solving pure technical problems Expected outcome Low EI competency Low quality solution High quality solution
  • 13. The EI Quadrant- 2 The inspection of the why section of the quadrant shows a case in which we have low quality solution even though we have high EI Have we over-emphasized the role of EI in this case?
  • 14. The EI Quadrant- 3 The yellow quadrant is the quadrant that combines high EI with high quality solutions In these cases we need to involve emotions intelligently to arrive at such good solutions. This is only possible if the why questions we ask covers the EI territory.
  • 15. The Conclusion We may need to expand the five- Whys to Eight- Whys to correct for missing the emotional factors. This is analogous to extending the five basic human needs into eight, as I proposed before.