When we step into a complex organization—whether in manufacturing, healthcare, or finance—we often find ourselves navigating a sea of competing truths. Everyone seems certain they see the problem clearly. Yet somehow, solving it feels harder than it should.

Why?

Often, it’s not the facts that differ. It’s the interpretation.

Enter the Rashomon effect

Named after Akira Kurosawa’s iconic 1950 film Rashomon, the term refers to how multiple people can witness the same event and come away with completely different accounts. Each person believes they’re telling the truth, but their truths conflict.

In organizations, the Rashomon effect shows up when departments, teams, or individuals interpret the same issue in vastly different ways—based on background, incentives, or domain expertise. It shapes how we identify problems, assign blame, and pursue solutions.

Let’s explore how it plays out and how we can navigate through it.

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