Decision-making requires a strategic lens that goes beyond immediate solutions. The “So What?” or “And Then What?” analysis approach is a powerful tool that encourages leaders to consider the implications and consequences of their potential solutions. This ‘7 So-Whats: Consequences of Actions’ methodology is simple and adaptable, making it a versatile tool for improved decision-making, encouraging thoughtful analysis and strategic foresight.
“In any moment of decision the best thing you can do is the right thing, the next best thing is the wrong thing, and the worst thing you can do is nothing.”
– Teddy Roosevelt
In this article, we explore the main benefits, some practical applications, and common challenges associated with this impactful stage to any decision-making approach.
How Do the ‘7 So-Whats’ Help Leadership?
The ‘7 So Whats’ goes one step further in the traditional decision-making frameworks by challenging leadership to think deeply about the downstream effects of their chosen solutions. By applying the ‘So What?’ tool, leaders gain an enhanced understanding of the ripple effects of their proposed solution, prompting a thorough evaluation of any impacts on the business, product/services, and stakeholders.
The best part of this framework is that it’s simple to use and doesn’t require specific tools – it’s as simple as asking the question ‘So What’. You can also use ‘ And then what happens’ after each statement if you don’t like ‘So What’.
Let’s take a closer look at how it helps leadership in the following ways:
- Enhanced Understanding of Consequences
- Improved End Point of Decision-Making
- Identification of Unforseen Challenges
- Comprehensive Solution Analysis
Enhanced Understanding of Consequences
It prompts leaders to think beyond the immediate effects of a decision, considering the longer-term consequences and ripple effects on the business, market, and stakeholders.
Improved End Point of Decision-Making
Often we look at tools for making a decision but this adds to it by ‘testing the decision that we are making. By systematically questioning the outcomes of a solution, leaders can avoid superficial or impulsive decisions, leading to more robust and well-considered actions.
Identification of Unforeseen Challenges
This approach helps in uncovering potential challenges or problems that might not be immediately apparent, allowing for preemptive strategies and solutions.
Comprehensive Solution Analysis
It serves as a form of root cause analysis, helping leaders understand not just the ‘what’ but the ‘why’ behind a solution, leading to more effective implementation strategies.
How To Use the ‘7 So-Whats?
Let me guide you through the step-by-step process of using the 7 So-Whats.
- Define the Initial Action or Solution
- Question Each Layer of Impact: With each ‘So What?’ or ‘And Then What?’
- Continue the Inquiry
Define the Initial Action or Solution
Begin by clearly stating the initial problem statement and then the proposed solution or action. For instance,
Problem statement: Our current online ordering system is not meeting the evolving needs of our business and customers, leading to decreased efficiency, lower customer satisfaction, and hindered growth potential.”
Solution: “We are changing our online ordering system to platform X.”
Question Each Layer of Impact: With each ‘So what?’,/b>
Delve deeper into the implications. For example, “So what will that mean for the business?” leading to “It means training the staff on the new platform.”. Or if you want to use ‘And then what” you would say “ And then what does that mean for the business?”
Continue the Inquiry
Keep probing with ‘So what?’ (Or and then what) until you reach the seventh layer, by which time you should have a comprehensive understanding of the potential impact and required actions.
What are the Key Challenges when Using ‘7 So-Whats’ and How To Overcome Them.
Using the ‘7 So-Whats’ comes with several challenges when seeking to implement this questioning style to make a decision. Here are the key challenges associated with using this approach and leaders can consider using the below strategies to resolve a particular challenge.
Time & Resource(People) Constraints
Challenge: It takes time to invest in this thorough analysis. For some teams, especially in fast-paced environments, the method can be seen as too time-consuming and resource-intensive. Overcome this by scheduling dedicated sessions for strategic planning and emphasising the long-term benefits of this investment.
How to Overcome the Challenge: Schedule dedicated sessions for ‘7 So-Whats’ during non-critical periods. Emphasise long-term benefits and showcase how in-depth analysis contributes to informed decision-making.
Overwhelm and Bias
Challenge:The depth of analysis can be overwhelming, and biases towards certain actions can hinder objective thinking. Address this by instilling a culture of open-mindedness and encouraging diverse perspectives in the discussion.
How to Overcome the Challenge: Build a culture of open-mindedness. Break down the process into manageable steps. Encourage participants to step back and view the analysis objectively.
Behavioral Preferences
Challenge: Different leadership styles may find this detailed analysis either too cumbersome or too slow. Adapt the approach to suit the team’s style, perhaps by breaking the process into smaller, more manageable sessions.
How to Overcome the Challenge: Adapt the approach to suit the team’s style. Break the ‘7 So-Whats’ process into smaller, more manageable sessions for greater flexibility.
Surface-Level Answers
Challenge: There’s a risk of providing superficial responses to each ‘So what?’ question without truly delving into the deeper implications, thereby reducing the effectiveness of the exercise.
How to Overcome the Challenge: Encourage participants to go beyond surface-level answers. Implement prompts like ‘And then what happens?’ to prompt deeper thinking.
Assumption Bias
Challenge: Users might base their responses on assumptions rather than data or facts, leading to a skewed understanding of the consequences of a decision.
How to Overcome the Challenge: Stress the importance of relying on concrete data. Encourage participants to validate responses with relevant information.
Limited Perspective
Challenge: If the analysis is conducted in a vacuum, without diverse perspectives, it can suffer from echo chamber effects, where only a narrow view of the situation is considered.
How to Overcome the Challenge: Ensure diverse participation in the analysis. Seek input from individuals with varied backgrounds, roles, and expertise.
Misinterpretation of Questions
Challenge: The simplicity of the question ‘So what?’ might lead to misunderstandings or misinterpretations of its purpose, leading to irrelevant or off-topic discussions.
How to Overcome the Challenge: Provide clear guidance on the purpose of each question. Ensure participants understand the intention behind each ‘So What.’
Failure to Act
Challenge: Continuous questioning can sometimes lead to a sense of uncertainty or doubt about any action, potentially leading to inaction or a reluctance to commit to decisions.
How to Overcome the Challenge: Emphasise that the goal is not to stall decision-making. Establish a clear endpoint for the analysis and reinforce the importance of translating insights into decisive actions.
Dependency on Facilitator’s Skill
Challenge: The effectiveness of the method can heavily depend on the skill of the facilitator in guiding the conversation, asking the right follow-up questions, and keeping the discussion on track.
How to Overcome the Challenge: Invest in training facilitators to guide the process effectively. Provide them with tools and techniques for a smooth ‘7 So-Whats’ analysis.
Ignoring External Factors
Challenge: The method might focus too much on internal consequences and actions, neglecting external factors like market trends, competitor actions, or regulatory changes.
How to Overcome the Challenge: Incorporate a step explicitly dedicated to considering external factors. Ensure the analysis extends beyond internal operations.
Resistance to Analysis
Challenge: Individuals who are deeply committed to a specific solution may resist engaging in the ‘7 So Whats’ analysis. They might perceive this process as unnecessary or a potential threat to their preferred outcome. This resistance can stem from a variety of reasons, such as personal attachment to the idea, fear of criticism, or a desire to avoid the effort involved in reevaluating the decision.
How to Overcome the Challenge: Cultivate a culture valuing constructive critique. Communicate the benefits of reevaluating decisions as part of an evolving decision-making process.
Frustration with Continuous Questioning
Challenge: Even if these individuals participate in the process, they might become quickly frustrated with the continuous questioning. They may view the ‘7 So Whats’ as a series of obstacles or challenges to their chosen solution, rather than as an opportunity for deeper understanding and validation. This frustration can lead to defensiveness, curtailing open and productive discussions, and potentially undermining the entire analysis process. -this is why you need a skilled leader or manager facilitating the process.
Overcome the Challenge: Clearly communicate the purpose of ‘7 So-Whats’ as a means to deepen understanding. Encourage a mindset shift, viewing questioning as an opportunity for validation and improvement.
Case Studies Of Using ‘7 So Whats’
Scenario 1: Implementing a New Marketing Strategy
Initial Solution: A retail company decides to launch a new social media marketing campaign targeting a younger demographic to increase brand awareness and sales.
Applying the ‘7 So Whats’:
So what will launching this campaign mean for the company?
Answer: Increased online presence and potential to attract a younger customer base.
So what will attracting a younger customer base mean?
Answer: A shift in product offerings and marketing content to cater to younger tastes and trends.
So what will shifting product offerings entail?
Answer: Research and development into new products and possibly phasing out less popular items among this demographic.
So what will this R&D initiative lead to?
Answer: A need for additional investment and perhaps collaboration with designers or influencers who resonate with a younger audience.
So what will investing in these collaborations result in?
Answer: A potential increase in brand visibility and reputation among the targeted demographic, but also a risk of alienating existing customer base.
So what will the impact on the existing customer base be?
Answer: A need to balance new strategies with maintaining loyalty programs and marketing that cater to existing customers.
So what is the final consideration in implementing this strategy?
Answer: Evaluating the long-term sustainability of this shift in market focus, ensuring that it aligns with the company’s overall growth and branding strategy.
Scenario 2: Changing an Operational Process
Initial Solution: A manufacturing company plans to automate a section of its production line to improve efficiency and reduce costs.
Applying the ‘7 So Whats’:
So what will automating part of the production line mean?
Answer: Increased production speed and potentially lower labour costs.
So what will increased production speed result in?
Answer: The ability to meet higher demand more quickly, but also a need for rigorous quality control checks to maintain product standards.
So what will implementing more stringent quality control checks entail?
Answer: Training staff in new quality assurance protocols and possibly hiring more quality control specialists.
So what will training staff in new protocols lead to?
Answer: A temporary decrease in production efficiency during the training period and adjustment to new processes.
So what will the decrease in production efficiency during training cause?
Answer: A potential short-term dip in order fulfillment and revenue, requiring communication with stakeholders about the long-term benefits of this change.
So what will communicating these changes to stakeholders involve?
Answer: Transparency about the short-term challenges and a clear outline of the long-term gains in efficiency and cost savings.
So what is the final consideration in automating the production line?
Answer: Ensuring that the automation aligns with the company’s long-term operational goals and does not compromise on the quality or values of the products produced.
7 So-Whats Methodology: Consequences of Actions
In navigating the nuances of decision-making, the ‘7 So-Whats’ methodology is a powerful tool that challenges leaders to probe deeper into the consequences of their actions. As a result, it enhances understanding of the challenge and uncovers unforeseen challenges with potential solutions.
The simplicity and adaptability of this approach makes it a versatile tool for strategic foresight. While challenges such as time constraints and biases exist, strategic solutions—scheduling dedicated sessions, encouraging open-mindedness, and adapting to behavioural preferences offer a path forward. Overcoming these challenges ensures that the ‘7 So-Whats’ becomes a transformative tool, guiding leaders toward more informed, comprehensive, and impactful decision-making.
