True Detective – Finding True Root Cause through Interrogation Techniques

Finding the true root cause is imperative to correctly identifying deficiencies and subsequently developing effective solutions. No matter the Root Cause Analysis technique employed while conducting Kaizen Events, there should always be a conscious effort to challenge the initial root cause hypothesis. What makes this task difficult is that often Project Leaders or Investigators are not Subject Matter Experts (SMEs). Therefore, every great investigator should have some additional interrogation skills in their toolbox to help ensure that they cull the right information.
The key to finding true root cause is to realize that every testimonial implicates someone or something that has an owner. Therefore, sometimes SMEs may protect their own interest if the true root cause does not favor them or their process.
The following are 5 essential interrogation techniques to bring to your next root cause analysis session:

1. Be Friendly!
   The first key is simple. Being friendly is the best step towards getting the right feedback. Remind your interviewees of the ultimate goal for continuous improvement and that no one’s personal performance is on trial. You are simply interested in collecting facts and not opinions.

2. Listen Carefully
   Listen closely and intently at what the SME has to say. Do not take a statement of the root cause at face value and ensure there is proper supporting documentation. Take a moment to make sure all the information makes sense to you, if it doesn’t then it may mean you don’t have the full picture and there may be another avenue of investigation to pursue.

3. Ask Questions
   As an investigator, your goal is to collect information and understand the issue at hand. It is OK to ask questions, even dumb questions. This speaks to the simplicity and power of the 5 Whys process. Challenging a root cause statement with another question such as “why?” or “how?” could lead to further insights.
   The key is to ask open ended questions. For example, when reviewing a process ask “How did you perform Task A?”. Not “Did you follow protocol when performing Task A?”. The idea is to get an answer that more accurately reflects the work being done not necessarily what is written or expected. Sometimes this incongruence can be the root cause or a contributing factor.
   Don’t cut the speaker off. Don’t be afraid to even linger in silence for a few moments after you get a response while giving them your full attention. It is natural for people to want to fill the silence with more talking and often it is these moments that yield the most candid responses.   

4. Read Body Language
   When performing an investigation, be attuned to others’ body language as well as your own. Communication is not just verbal and you should also be receptive to how people are responding to you physically.
   A book I found helpful in this subject matter is Louder Than Words by Joe Navarro, a retired FBI agent. In it, Joe details how emotions and attitude get represented through body posture, how you clasp your hands, to eye movement/engagement. Whether it is a furrowed brow or fiddling with clothing accessories, it is beneficial to recognize some hidden truths when they reveal themselves so you can properly address them. 

5. Verify the Conclusion
   Make sure you have multiple sources and evidence that corroborates the same root cause. If feasible or applicable, this is an opportunity to carry out some hypothesis testing to verify that the established root cause is correct. Find additional testimony from other SMEs and get both sides of the story. Analyze related data sets that correlate and point to the same root cause. If this step is missed or skipped, you risk mounting a plan of attack that is misguided.

Discussion
What challenges do you face when interviewing employees? Do you have any other techniques to share?