A tool to methodically uncover and organize the specific steps necessary to realize a goal or implement a solution.
Adapted from the how-how diagram of quality-improvement practice (David Straker, A Toolbook for Quality Improvement and Problem Solving, 1995), itself the means-ends tree diagram of the Seven Management and Planning Tools (JUSE committee; Shigeru Mizuno, ed., Management for Quality Improvement: The Seven New QC Tools, 1979), with the three-to-five depth rule of the Five Whys (Sakichi Toyoda and Taiichi Ohno, Toyota Production System, 1978).
What it is for
The purpose of the Layered Actions Breakdown thinking tool is to methodically uncover and organize the specific steps necessary to realize a goal or implement a solution. By consistently probing deeper with the question "How?" at each stage of planning, it ensures that every critical detail is addressed, creating a layered structure of tasks that cumulatively lead to the achievement of the objective. This tool aids planners in developing a thorough, step-by-step strategy that accounts for all aspects of execution, minimizing oversights and maximizing the chances of success.
Why use it
This tool is designed to uncover the exact steps needed to execute a solution effectively. By continually asking "How," it prompts you to explore every layer of action until you have a comprehensive and detailed plan.
How to use it
Employ this tool by persistently questioning the implementation process with "How" to reveal a sequence of detailed actions. It guides planners to meticulously map out each necessary task, ensuring nothing is overlooked for successful execution.
- Identify the solution or goal. Clearly define what you aim to achieve or implement.
- Determine key milestones or objectives. List the main outcomes that will guide you toward your goal or solution.
- Ask how to accomplish each milestone. For each objective, question how it can be achieved. (For example, "How will we implement A? By doing B.")
- Detail the steps for each "how." Repeat the questioning for each answer given. (For example, "How will we implement B? By doing C.")
- Continue asking "how" to elaborate the tasks. Keep asking "how" until you've listed all tasks needed for each objective, usually three to five times.
Note: address any unachievable "how." If a task seems impossible, use it as a signal to reassess the overall plan and ensure feasibility.
From the goal to the tasks, one how at a time
Write the goal, then under each objective write how it will be implemented, then how that step will be implemented, four levels down; repeat for each subsequent step, and treat any how you cannot answer as a signal to reassess the plan. Nothing you type is saved.
Goal/Objective
- Objective #1
- How will Objective #1 be implemented? (A1)
- How will Step A1 be implemented? (B1)
- How will Step B1 be implemented? (C1)
- How will Step C1 be implemented? (D1)
- Objective #2
- How will Objective #2 be implemented? (A2)
- How will Step A2 be implemented? (B2)
- How will Step B2 be implemented? (C2)
- How will Step C2 be implemented? (D2)
- Objective #3
- How will Objective #3 be implemented? (A3)
- How will Step A3 be implemented? (B3)
- How will Step B3 be implemented? (C3)
- How will Step C3 be implemented? (D3)
Where it fits
The process recommends it at Creating an Action Plan, the second step of the Execute phase, where it is the one tool named.
Related tools
Where the Causal Chain Breaker works backward from a problem by asking why, this tool works forward from a goal by asking how.
- Five Whys (Toyoda and Ohno)
- Issue Tree (Minto and Rasiel)
- Critical Path Method (Kelley, Walker, and Goldratt)
- So-What Laddering (Minto and Rasiel)