Satvik Beri was telling me recently about a thing in management culture about this: “5 whys”—keep asking why several times, so that you get a causal chain as an answer. (Satvik then amended this to say “and when using it to debug systems, ask 5 whys at a whole bunch of different problems in parallel, and then look for common causes.”)
Satvik Beri was telling me recently about a thing in management culture about this: “5 whys”—keep asking why several times, so that you get a causal chain as an answer. (Satvik then amended this to say “and when using it to debug systems, ask 5 whys at a whole bunch of different problems in parallel, and then look for common causes.”)