Week 11 Discussion- Improving Business Performance

Week 3 Learning Resources

Determining Root Cause: The 5 Why Tool

Using these resources, you will explore the use of the 5-Why tool in determining the root cause of a problem or dilemma. The root cause is the identified causal element. If you can remove, resolve, or change the root cause, you would eliminate or mitigate the dilemma being investigated. As you begin to use and practice root cause analysis, remember that the question of “why” leads to uncovering causes, as opposed to the question of “how,” which leads to implementing solutions to a problem that is potentially not fully understood—so be sure to ask “why.”

· iSixSigma Editorial. (n.d.).  Determine the root cause: 5 whys Links to an external site. . iSixSigma. https://www.isixsigma.com/tools-templates/cause-effect/determine-root-cause-5-whys/

· Lean Enterprise Institute. (2018, July 19).  The 5 whys—lean problem solvingLinks to an external site.  [Video]. YouTube. https://www.youtube.com/watch?v=SrlYkx41wEE Note: The approximate length of this media piece is 3 minutes.

· Shook, J. (2009, Summer).  Toyota’s secret: The A3 reportLinks to an external site. .  MIT Sloan Management Review,  50(4), 30–33.

Thinking In Circles: Causal Loop Diagrams

Through these resources, you will explore how systems are a series of cause-and-effect elements that are circular in nature. Each element is both a cause and an effect. Have you felt or heard the sentiment of “I feel like we are going in circles trying to figure out what the problem is; every time we think we have it solved it keeps coming back”? The concern is probably well founded because—unless you are aware of the circular nature of the cause and effect of each element—unintended consequences of previous actions are bound to occur. As counterintuitive as it may sound, to solve problems you must ultimately think in circles.

· Creative Learning Exchange. (2016, September 16).  Introduction to causal loops Links to an external site.  [Video]. YouTube. https://www.youtube.com/watch?v=tTo06jbSZ4M Note: The approximate length of this media piece is 4 minutes.

· Kim, D. (n.d.).  Guideline for drawing causal loop diagrams Links to an external site. . The Systems Thinker. https://thesystemsthinker.com/guidelines-for-drawing-causal-loop-diagrams-2/

· Lannon, C. (n.d.).  Causal loop construction: The basics Links to an external site. . The Systems Thinker. https://thesystemsthinker.com/causal-loop-construction-the-basics/

· Sweeney, L. B., & Seville, D. (n.d.).  Creating causal theories Links to an external site. . The Systems Thinker. https://thesystemsthinker.com/creating-causal-theories/

Complexity In System

Using these resources, you will explore the concept of complexity in systems. As you review these resources, keep in mind that complexity should not be confused with the word “complicated.” Through a systems thinking lens, these concepts are much different. From a systems thinking perspective, complexity in its simplest form is defined as  detail complexity, which is when each element of the system or step of the process leads or causes the next. A second type of complexity is  dynamic complexity, which is when the cause and effect are subtle and the interrelationships and interactions over time may not be obvious.

· Martin, R. L. (2013, September 6).  Our self-inflicted complexity .  Harvard Business Review Digital Articles, 1–4. http://hbr.org

· McGinn, D. (2019, January–February).  The costs of complexity are hard to see .  Harvard Business Review,  97(1), 56–59.

· Note: This article is part of a Harvard Spotlight titled “Rethinking Efficiency,” which includes additional articles. It is only recommended that you read the article titled “The Costs of Complexity Are Hard to See” by McGinn. The time estimate is only based on this article.

· McNulty, E. J. (2014, November 11).  The complexity of complexityLinks to an external site. .  strategy+business. https://www.strategy-business.com/blog/The-Complexity-of-Complexity?gko=e589d Time Estimate: 5 minutes

· Reeves, M., Levin, S., Fink, T., & Levina, A. (2020, January–February).  Taming complexity .  Harvard Business Review,  98(1), 112–121.

· Senge, P. M. (2006). Shift of minds. In  The fifth discipline: The art and practice of the learning organization (pp. 68–91). Doubleday.

· Sullivan, T. (2011, September).  Embracing complexity .  Harvard Business Review,  89(9), 88–92.

Important Documents and Resources for the Week

· Wood, D., Vachon, S., & Singh, M. (2015).  Benevento foods: When the rubber hits the dough . Ivey Publishing. http://hbr.org Time Estimate: 15 minutes

· Document:  How to Analyze a Business Case Study (PDF) Download How to Analyze a Business Case Study (PDF)

· Document:  Week 3 Assignment Template (Word document)