Part one of “To Root Or Not To Root,”presented a dilemma that many managers face all too often. Regardless of approach, does a problem warrant a full-blown root cause analysis? A scan of the comments to part one indicates that root cause analysis has different meanings to different people. Some readers recommended a full analysis while others thought that would be overkill, preferring a quick fix.

I asked three high-level corrective action gurus in Fortune 500 companies what they would recommend. One expert opinion is printed verbatim below; the others are woven anonymously into the analysis because of respective legal constraints.

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