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At Toyota, the “burden of proof” is clearly on the subordinate to justify why a proposed action is necessary.

Managers in Toyota rarely say “Yes” easily – they  usually simply ask “Why?”

  1. “Why did things go wrong; what is the root cause?”

   2. “Why do you propose that?”  

A huge difference in determining organizational focus.

Each justification is rooted in actual practice, in the results of actual activities.

This applies to each and every decision, ensuring true organizational learning at every step.

Leadership at Toyota The “Why? Technique

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