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3 effective issue-solving resolutions with the EOS framework

closed door meeting, issue solving, leadership team
  • Nick Dickinson
  • June 27, 2023

In today’s fast-paced business world, it’s essential to have a system in place to address and resolve issues effectively and efficiently. The Entrepreneurial Operating System® (EOS) provides just that. As a holistic management system for small and medium-sized businesses, EOS includes a structured approach to issue-solving that has proven to be highly effective for many organizations. 

At the heart of EOS’s issue-solving process is the issue-solving track. The goal of these sessions is to tackle the root cause of problems and implement lasting solutions that align with the organization’s vision and support its overall success. EOS identifies three resolution methods to achieve this goal: action-required, consensus-based, and research-based.

1. The
action-required resolution method involves taking immediate action to resolve the issue. This is the quickest and simplest solution for straightforward problems.

2. The
consensus-based resolution method involves reaching a collective agreement on the best course of action. This approach is best used for issues that require input and agreement from multiple stakeholders.

3. The
research-based resolution method involves conducting research and analysis to determine the best solution. This approach is best used for complex and significant issues. 

No matter the resolution method chosen, the key is to find a solution that aligns with the organization’s vision and supports its overall success. Resolving issues may take varying amounts of time, but the focus should always be on finding a lasting solution.
 

In conclusion, the EOS approach to issue-solving provides a structured and effective way for organizations to address and resolve issues. By focusing on finding the root cause of problems and implementing lasting solutions, the EOS framework helps organizations achieve their goals and maintain their vision for success.
 

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