Have You Ever Wondered Why There Are Mirrors in Elevators and Lobbies?

In the heart of New York City, a peculiar yet ingenious solution was found for what seemed an insurmountable problem in an old multi-story building. The elevators were slow, and during peak times, the wait was so unbearable that tenants threatened to vacate. Engineers were brought in, but the building's structure limited their options to speed up the service. That's when a young psychology graduate offered a perspective shift that would redefine problem-solving: Why not install mirrors in the elevators and lobbies to distract and engage the tenants?

This simple solution turned out to be revolutionary. The mirrors made the wait seem shorter, not by speeding up the elevators, but by alleviating the boredom that intensified the tenants' frustration. This story is a brilliant example of reframing a problem—a key aspect of adaptability and effective leadership.

This anecdote prompted me to write this article after a recent engagement with a group of bright minds tasked with addressing their yearly challenges. While interacting with some of them, it became apparent that identifying the real "WHY" behind problems was their greatest challenge. We often take issues at face value and apply a flavor-of-the-month solution, hoping to remedy the situation. It’s akin to taking paracetamol for a persistent headache without investigating the underlying causes, which could range from dehydration to something more severe.

Similarly, in organizational settings, when issues like lack of motivation, engagement, or recognition arise, the knee-jerk reaction is often to throw money, team-building events, or other incentives at the problem. However, these are merely superficial fixes if we fail to explore deeper.

By deeply understanding the "WHY" behind problems, we can devise more than just temporary fixes; we can find innovative solutions that address the root of the issue, much like the mirrors that transformed an old building's elevator wait times from a deal-breaker to a non-issue. I am sharing three techniques that might help you:

1. The 5 Whys Technique

A simple but powerful tool for uncovering the root cause of a problem is the 5 Whys technique. Developed within Toyota's manufacturing process, this method involves asking "Why?" five times (or as many as needed) to peel away the layers of symptoms and reach the core issue. Here’s how to apply it:

• Identify the problem. Clearly define the problem you are facing.

• Ask the first 'Why?' Why is the problem occurring? Provide an answer based on your current understanding.

• Ask 'Why?' four more times (or as needed). For each answer, ask a further "Why?" to dig deeper.

• Know when to stop. Once asking "Why?" no longer yields useful responses, you've likely reached the root cause.

2. Cause-and-Effect Diagrams

Also known as Ishikawa or fishbone diagrams, these tools help you visually map out the causes of a problem. To use this method:

• Draw a diagram. Place the problem at the head (the fish's mouth) and draw a spine with branches that represent different categories of potential causes (e.g., people, processes, tools).

• Brainstorm potential causes. For each category, identify factors that might contribute to the problem.

• Analyze the diagram. Look for the most common or recurring themes, which likely point to root causes.

3. Critical Thinking

Apply critical thinking to challenge assumptions and view the problem from multiple perspectives. This includes:

• Question assumptions. Ask whether the current understanding of the problem is based on solid evidence.

• Consider alternative viewpoints. Discuss the issue with others to gain different perspectives.

• Evaluate the evidence. Look at the data or evidence supporting each potential cause and assess its validity.

Practical Application:

In practice, combine these tools and techniques based on the complexity of the problem. For instance, if you’re dealing with a drop in employee engagement, start with the 5 Whys to get an initial sense of potential causes, use a fishbone diagram to organize your thoughts, and then apply critical thinking and data analysis to test your conclusions.

By continually applying these methods, you can develop a deeper understanding of the problems you face and ensure that your solutions are effective and sustainable.