The depth of thinking is the degree to which you can see the root of a problem.
The essence of a problem is the underlying cause behind the visible phenomenon. It is the root cause. The depth of thinking can be understood through three dimensions: how many layers of causes you can see (depth), how many related factors you can connect (breadth), and how far across time you can trace cause and effect (length).
The Onion Theory: Using Root Cause Analysis to Ask Better “Why”
When facing a problem, how many times do you ask “why”?
Prof.Zhao often uses the Onion Theory to explain this. Consider a patient with a fever. An average doctor prescribes you a fever killer. An experienced doctor identifies whether the cause is infection or inflammation. An even better doctor examines the patient’s physical condition and lifestyle. A truly exceptional doctor explores deeper factors that shape health — such as emotions and environment.
One of the most remarkable traditional Chinese medicine practitioners, who is known as “One Needle.” He once said, “An illness is like an onion. The better the doctor, the more layers they can peel away. When you reach the centre, the problem becomes simple to solve”.
The same applies to business. When sales decline, many people blame the sales team. But by asking “why” repeatedly, we may uncover issues with pricing, positioning, strategy, even leadership. Eventually, we may discover that the problem begins with our own decisions.
Through numerous corporate leadership training sessions, Prof. Zhao has observed that many challenges in management, sales, and innovation stem from the same root cause: insufficient depth of thinking.
The depth of thinking behind them ultimately limits the quality of executive decisions.
The 4D Leadership Framework: Future-Oriented Thinking
To develop deeper thinking, leaders should cultivate four orientations:
Higher-Angle: Break through the limitations of existing perspectives and understand the broader context.
Broader Orientation: Understand the bigger picture rather than focusing on isolated issues.
Essential Orientation: Identify root causes rather than addressing surface-level symptoms.
Future Orientation: Consider long-term consequences and opportunities.
Great solutions begin with great questions. When facing a challenge or making a critical decision, don’t rush to find answers — start by asking ‘Why’ and keep peeling back the layers. The depth of your questions often determines the effectiveness of your solutions.