Use a fishbone before the obvious fix

The move: expand the cause map before you narrow the fix. Fishbone diagrams are useful when the team is already too sure. The diagram puts the problem at the head and possible cause categories as ribs. Each category gives the group a different lens, so the conversation does not collapse into the department, tool, or person everyone already suspects. Inputs and materials What data, parts, requests, documents, or upstream work entered the process? Tools and systems What software, equipment, templates, automations, or access rights shaped the work? Methods and process What standard work, handoffs, queues, rules, or decision points were…

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