Jawn Lam

Causal Chain Breaker

Problem Solving & Decision MakingEssay3 min read

This tool helps find the best place to solve a problem.

Builds on the Five Whys (Sakichi Toyoda and Taiichi Ohno, Toyota Production System, 1978), branched as a why-why diagram, with the mid-chain break of Heinrich's domino model (H. W. Heinrich, Industrial Accident Prevention, 1931) and the within-your-control solution test of Apollo Root Cause Analysis (Dean L. Gano, 1999).

What it is for

The purpose of the Causal Chain Breaker thinking tool, earlier called the Domino Sequence Breaker, is to identify the most effective point at which to intervene and solve a complex problem. Recognizing that not all problems can be solved at their origin, this tool helps to trace the sequence of causes that led to the problem, allowing one to consider where they have the capacity and resources to implement a solution.

This tool is especially useful when direct action on the root cause is not feasible or when control over the initiating factors is limited. By working through the causal chain, one can pinpoint where actions can be taken to disrupt the sequence and resolve the problem or mitigate its effects.

Why use it

This tool helps find the best place to solve a problem. It might not be possible to fix the problem right where it starts. To find the right place to solve it, ask, "Where in the series of events leading to the problem can I actually make a change, given what I can control and the resources I have?"

How to use it

  1. Quickly describe the situation needing a cause-and-effect analysis.
  2. Make a list of possible causes (like Cause A, Cause B, Cause C, and so on).
  3. For each possible cause, create a cause-and-effect chain. Ask, "Why did this happen?" Answer with, "It happened because of this reason."
  4. For each "because of this reason" part, ask yourself, "Can I start solving the problem from here?"
  5. Keep doing this until you find where you can effectively start solving the problem.
  6. Do this for each cause (Cause B, Cause C, and so on).
  7. Look at all the cause-and-effect chains to figure out the best place to start fixing the problem.

Each cause traced back to a point you can act on

Write the situation, then each suspected cause and the reasons behind it, one because to a box. Tick "Can resolve?" at the first link where you have the control and resources to start; the lines under the chains name the point in each one.

Situation Overview

  • Cause A
    • Cause A, first because
      • Cause A, second because
  • Cause B
    • Cause B, first because
      • Cause B, second because
  • Cause C
    • Cause C, first because
      • Cause C, second because
  • Cause D
    • Cause D, first because

Cause ANo point chosen in this chain yet.Start solving at: Cause AStart solving at: Cause A, first becauseStart solving at: Cause A, second because

Cause BNo point chosen in this chain yet.Start solving at: Cause BStart solving at: Cause B, first becauseStart solving at: Cause B, second because

Cause CNo point chosen in this chain yet.Start solving at: Cause CStart solving at: Cause C, first becauseStart solving at: Cause C, second because

Cause DNo point chosen in this chain yet.Start solving at: Cause DStart solving at: Cause D, first because

Where to start, and what happens next

With every chain worked, choose the best place to start and plan the actions from there. Copy the canvas when you are done; nothing is saved.

Analysis and Decision

Summarize the optimal points for resolution and any decisions made based on the analysis.

Actions and Follow-Up

List the steps for action based on the chosen course of action.

Include follow-up measures and feedback mechanisms.

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Where it fits

The process recommends it at Finding the Past Facts, the second step of the Learn phase. Root Causes and the Case for Going Back asks its question again in one line: the earliest failure point in the chain that you have the control and resources to fix. Its sibling, Layered Actions Breakdown, is the same ladder turned around: this tool asks why, working backward from the problem; that one asks how, working forward from a goal.

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