Our leadership team constantly jumps straight into brainstorming solutions the moment an issue is read, only to have the exact same problem return a few weeks later. How do we force the team to properly identify the root cause before moving to Solve?

Question

Tyler Smith · Accepted Answer

Jumping directly from naming an issue into brainstorming fixes is the most common facilitation trap in EOS. Teams rush to action because taking action feels productive. However, solving the wrong problem or addressing a surface symptom guarantees the underlying issue will return within a month.

The facilitator must strictly separate the I from the S in IDS. When an issue is selected, forbid anyone from proposing a solution until the root cause is agreed upon. The person who brought the issue to the list owns the floor first. They must state the issue clearly in one or two sentences, using facts and data rather than opinions.

Use the five whys technique to peel back layers. If the issue is delayed project delivery, ask why. If the answer is engineering was waiting on client assets, ask why. Continue digging until you uncover the breakdown in process, people, or vision. Often, the stated issue is merely an outcome of an entirely different operational breakdown.

Once the root cause is clearly articulated, restate it to the room: The real problem we are solving is X. Does everyone agree? Only when the entire room nods should the facilitator open the floor to Discuss and Solve.