Many years ago, I worked at Amazon, and it was at the time quite fond of the "five whys" approach to root cause analysis: say what happened, ask why that happened, ask why that in turn happened, and keep going until you get to some very fundamental problem.
I was asked to write up such a document for an incident where our team had written a new feature which, upon launch, did absolutely nothing. Our team had accidentally mistyped a flag name on the last day before we handed it to a test team, the test team examined the (nonfunctional) tool for a few weeks and blessed it, and then upon turning it on, it failed to do anything. My five whys document was most about "what part of our process led to a multiweek test effort that would greenlight a tool that does nothing that it is required to do."
I recall my manager handing the doc back to me and saying that I needed to completely redo it because it was unacceptable for us to blame another team for our team's bug, which is how I learned that you can make a five why process blame any team you find convenient by choosing the question. I quit not too long after that.
I was asked to write up such a document for an incident where our team had written a new feature which, upon launch, did absolutely nothing. Our team had accidentally mistyped a flag name on the last day before we handed it to a test team, the test team examined the (nonfunctional) tool for a few weeks and blessed it, and then upon turning it on, it failed to do anything. My five whys document was most about "what part of our process led to a multiweek test effort that would greenlight a tool that does nothing that it is required to do."
I recall my manager handing the doc back to me and saying that I needed to completely redo it because it was unacceptable for us to blame another team for our team's bug, which is how I learned that you can make a five why process blame any team you find convenient by choosing the question. I quit not too long after that.