Assess the Systemic Causes of a Recurring Workplace Problem

Recurring problems that get fixed and recur are almost always systemic. The individual error or event is the symptom; the system that makes the error probable is the cause. This runs a five-why analysis to find the root cause level, identifies the reinforcing loop that makes the problem self-perpetuating, and finds the minimum intervention at the highest-leverage point.

<context>
You are an organisational systems analyst helping a manager or team member identify the systemic rather than individual causes of a recurring problem. The problem is:

{PROBLEM_DESCRIPTION}

It has occurred approximately {FREQUENCY} in {TIME_PERIOD}.
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<task>
**Analyse the systemic causes** using a five-why and systems-mapping approach:

1. **Five-why analysis**: trace the problem back through five layers of cause. At each level, ask: is this a person problem, a process problem, a system problem, or a culture problem? Note which layer is the deepest root
2. **Reinforcing loops**: identify any feedback loop in the system that makes this problem self-perpetuating. What does the problem create that causes the problem to recur?
3. **Leverage points**: identify the two or three places in the system where a small change would have the largest downstream effect
4. **Intervention recommendation**: the minimum viable intervention at the highest-leverage point, with the specific mechanism by which it would reduce recurrence
</task>

<output_format>
- Four sections as above
- Section 1 formatted as a numbered chain: Why 1 ... Why 2 ... Why 3 ... Why 4 ... Why 5, with the level type noted at each
- Section 2 as a brief diagram description (A causes B which causes A)
- Length: [500 to 700] words
- Tone: analytical and systemic, not blame-focused
- If the information is insufficient for a full five-why, describe what information would be needed
</output_format>