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Solution	
  Focus	
  in	
  Organizations	
  
                                                                                         	
  
                                                                  Alan	
  Kay:	
  The	
  Glasgow	
  Group	
  
                                                                         Accelerate	
  Change	
  
	
  
          Solution	
  Focus	
  (SF)	
  is	
  a	
  smart	
  model	
  for	
  change,	
  unique	
  only	
  in	
  its	
  simplicity.	
  Much	
  of	
  what	
  is	
  espoused	
  
          and	
  practiced	
  in	
  solution	
  focus	
  has	
  been	
  around	
  in	
  various	
  ways	
  for	
  some	
  time.	
  What	
  makes	
  it	
  different	
  
          and	
  possibly	
  more	
  effective	
  is	
  the	
  framework	
  in	
  which	
  it	
  is	
  practiced,	
  namely:	
  
          	
  
                                   • What’s	
  working	
  
                                   • What	
  we	
  want	
  once	
  the	
  problem	
  goes	
  away	
  
                                   • What	
  small	
  steps	
  might	
  get	
  us	
  moving	
  in	
  that	
  direction	
  
          	
  
          There	
  are	
  many	
  change	
  practices	
  that	
  are	
  helpful	
  to	
  individuals	
  and	
  organizations.	
  Positive	
  Psychology,	
  
          Appreciative	
  inquiry,	
  etc.,	
  have	
  helped	
  build	
  a	
  base	
  of	
  powerful	
  research	
  and	
  practice	
  knowledge	
  
          supporting	
  the	
  idea	
  that,	
  more	
  often	
  than	
  not,	
  we	
  can	
  make	
  change	
  work	
  for	
  us.	
  	
  
          	
  
          The	
  origins	
  of	
  Solution	
  Focus	
  lie	
  in	
  the	
  world	
  of	
  therapy.	
  Not	
  the	
  kind	
  of	
  therapy	
  that	
  requires	
  lots	
  of	
  our	
  
          time	
  getting	
  to	
  understand	
  what’s	
  wrong	
  and	
  why	
  with	
  the	
  purpose	
  of	
  yielding	
  insights	
  about	
  getting	
  
          better.	
  Instead,	
  SF	
  looks	
  at	
  what	
  we	
  want	
  to	
  happen	
  so	
  that	
  we	
  can	
  go	
  forward.	
  We	
  reframe	
  problems	
  
          by	
  looking	
  among	
  them	
  for	
  purposeful	
  elements,	
  solutions	
  within,	
  and	
  we	
  willfully	
  ignore	
  the	
  cause	
  of	
  
          what	
  troubles	
  us.	
  	
  
	
  
	
  
       "Instead of problem solving, we focus on solution-building. Which sounds
             like a play on words, but it's a profoundly different paradigm"
                                                	
  Insoo	
  Kim	
  Berg,	
  Founder,	
  Solution-­‐Focused	
  Therapy	
  
	
  
	
  
          Insoo	
  Kim	
  Berg’s	
  partner,	
  Steve	
  De	
  Shazer,	
  subsequently	
  came	
  up	
  with	
  the	
  notion	
  that	
  SF	
  was	
  like	
  a	
  set	
  
          of	
  skeleton	
  keys	
  that	
  opened	
  the	
  door	
  to	
  solutions.	
  Based	
  on	
  what	
  had	
  worked	
  in	
  the	
  past,	
  participants	
  
          were	
  encouraged	
  to	
  do	
  something	
  different	
  and	
  pay	
  attention	
  to	
  the	
  effect	
  it	
  had	
  on	
  them	
  and	
  others.	
  	
  
          	
  
          Today,	
  SF	
  is	
  helping	
  transform	
  organizations.	
  Few	
  change	
  models	
  can	
  have	
  so	
  easily	
  transferred	
  from	
  
          one	
  discipline	
  to	
  another.	
  	
  Perhaps	
  that’s	
  because	
  organizations	
  are	
  just	
  like	
  families.	
  	
  
          	
  
          Most,	
  if	
  not	
  all,	
  organizations	
  tend	
  to	
  be	
  problem-­‐focused.	
  	
  Witness	
  the	
  SWOT	
  analysis	
  which	
  
          mysteriously	
  weighs	
  heavily	
  on	
  the	
  weaknesses	
  and	
  threats	
  with	
  scant	
  attention	
  to	
  strengths	
  and	
  
          opportunities.	
  That	
  said,	
  having	
  a	
  problem-­‐focus	
  is	
  not	
  entirely	
  a	
  problem	
  –	
  a	
  great	
  capability	
  of	
  humans	
  
          is	
  to	
  understand	
  problems	
  and	
  fix	
  them.	
  If	
  scientists	
  and	
  engineers	
  didn’t	
  root	
  around	
  problems,	
  many	
  
          medical	
  discoveries	
  wouldn’t	
  happen	
  and	
  bridges	
  would	
  collapse.	
  Of	
  course,	
  creativity	
  also	
  has	
  a	
  hand	
  in	
  
          the	
  journey	
  of	
  human	
  progress	
  so	
  have	
  happy	
  accidents,	
  usually	
  caused	
  by	
  diligent	
  work.	
  	
  
          	
  
          So,	
  if	
  a	
  problem-­‐focus	
  works	
  for	
  engineers,	
  why	
  is	
  it	
  less	
  helpful	
  among	
  people	
  inside	
  organizations?	
  The	
  
          simple	
  answer	
  is	
  that	
  discussing	
  problems	
  and	
  their	
  causes	
  slows	
  things	
  down,	
  obstructs	
  productivity	
  
          and	
  under-­‐utilizes	
  people	
  resources.	
  In	
  SF	
  we	
  don’t	
  obsess	
  about	
  the	
  problem,	
  and	
  certainly	
  not	
  its	
  
          cause,	
  so	
  we	
  can	
  move	
  more	
  effectively	
  and	
  faster	
  to	
  things	
  that	
  work.	
  	
  
	
  



                                                                                                           Accelerate change: Solutions Focus
Solution	
  Focus	
  in	
  Organizations	
  
	
  
                “Ah yes,” you say, “but what if the solution is the wrong one?”
	
  
                               The	
  answers	
  to	
  that	
  often	
  raised	
  challenge	
  are:	
  	
  
       	
  
                               a)	
  it’s	
  what	
  people	
  want.	
  Who	
  knows	
  what’s	
  ‘right’.	
  So,	
  it’s	
  better	
  to	
  make	
  progress	
  right	
  
                               away	
  and	
  to	
  learn	
  something;	
  	
  
                               b)	
  if,	
  indeed,	
  we	
  do	
  manage	
  to	
  get	
  a	
  solution	
  via	
  the	
  slower	
  problem/cause	
  mode	
  the	
  
                               solution	
  is	
  often	
  highly	
  constrained;	
  	
  
                               c)	
  things	
  change	
  all	
  the	
  time	
  and	
  the	
  situation	
  often	
  resolves	
  itself	
  by	
  osmosis,	
  only	
  more	
  
                               slowly	
  and	
  not	
  the	
  way	
  we	
  want.	
  So,	
  why	
  not	
  use	
  SF	
  to	
  speed	
  up	
  the	
  process.	
  	
  
                               How?	
  
	
  
       The	
  first	
  step	
  is	
  to	
  be	
  counterintuitive:	
  	
  stop	
  using	
  the	
  ancient	
  and	
  well-­‐loved	
  tool	
  –	
  
       complain/understand/fix.	
  Instead:	
  
	
  
	
  
              The	
  solution	
  focus	
  steps	
                Why?	
                                                  So	
  that	
  we…	
  
              	
                                                 	
                                                      	
  
              Talk	
  briefly	
  about	
  the	
                  To	
  quickly	
  define	
  a)	
  where	
  to	
          Begin	
  somewhere	
  
              problem,	
  the	
  ‘issue’	
                       focus	
  and	
  b)	
  what	
  we	
  want	
  to	
  
              	
  –	
  not	
  the	
  cause	
                     be	
  different	
  
              	
  
              	
                                                 	
                                                      	
  
              What	
  worked	
  in	
  the	
  past?	
             Despite	
  the	
  problem	
  we’re	
  here	
            Affirm	
  that	
  we	
  have	
  
              What’s	
  working	
  now?	
                        today,	
  so	
  how	
  did	
  we	
  do	
  it?	
         strengths	
  /	
  resources	
  that	
  
                                                                 Something’s	
  working!	
                               will	
  allow	
  us	
  to	
  see	
  forward	
  
                                                                                                                         more	
  purposefully	
  	
  
                                                                                                                         	
  
              	
                                                 	
                                                      	
  
              What	
  we	
  want	
  to	
  happen	
               If	
  the	
  problem	
  were	
  to	
                    Build	
  on	
  our	
  resources	
  to	
  
              ideally	
  in	
  the	
  future	
                   disappear,	
  what	
  would	
  we	
  do	
               paint	
  a	
  detailed	
  picture	
  of	
  
                                                                 instead?	
                                              progress	
  and	
  things	
  done	
  
                                                                                                                         well	
  with	
  the	
  problem	
  gone	
  
                                                                                                                         	
  
              	
                                                 	
                                                      	
  
              Small	
  steps	
                                   With	
  the	
  resources	
  and	
  the	
                See	
  ourselves	
  making	
  
                                                                 better	
  future	
  in	
  mind,	
  what	
               progress	
  in	
  order	
  to	
  take	
  
                                                                 micro	
  steps	
  do	
  we	
  need	
  to	
  get	
       on	
  more	
  later	
  
                                                                 going?	
  
                                                                 	
  
	
  
       	
  
       It	
  can’t	
  be	
  that	
  simple,	
  can	
  it?	
  Not	
  really.	
  In	
  every	
  practice	
  there	
  are	
  many	
  deviations	
  and	
  exceptions	
  
       thus,	
  in	
  SF	
  we	
  treat	
  every	
  case	
  as	
  different.	
  	
  



                                                                                                          Accelerate change: Solutions Focus
Solution	
  Focus	
  in	
  Organizations	
  
                                	
  
                                	
  
	
  
                                                   Those who use SF see it as a ‘toolbox’ rather than a ‘system.’
	
  
	
  
                                What	
  really	
  matters	
  is	
  how	
  we	
  practice	
  SF.	
  These	
  tenets	
  help	
  make	
  the	
  SF	
  difference	
  come	
  to	
  life:	
  
	
  
                                         •                        Ask,	
  not	
  tell	
  
                                         •                        The	
  customer	
  is	
  the	
  expert	
  in	
  the	
  change	
  they	
  want,	
  not	
  you	
  
                                         •                        You	
  and	
  the	
  client	
  do	
  not	
  need	
  to	
  have	
  all	
  the	
  answers	
  in	
  order	
  to	
  make	
  progress	
  –	
  work	
  with	
  
                                                                  what	
  you	
  have	
  
                                         •                        Find	
  the	
  resources	
  and	
  the	
  small	
  steps	
  will	
  appear	
  
                                         •                        Support	
  your	
  client	
  by	
  letting	
  them	
  own	
  the	
  ideas	
  and	
  support	
  that	
  notion	
  
                                         •                        Change	
  as	
  little	
  as	
  possible	
  	
  	
  
	
  
                                If	
  this	
  all	
  sounds	
  a	
  little	
  like	
  buttercups	
  and	
  butterflies	
  then	
  SF	
  may	
  not	
  be	
  for	
  you.	
  But,	
  be	
  careful	
  not	
  to	
  
                                dismiss	
  it	
  simply	
  because	
  it	
  doesn’t	
  fit	
  your	
  framework	
  for	
  change.	
  Change	
  is	
  happening	
  all	
  the	
  time,	
  
                                with	
  or	
  without	
  your	
  influence,	
  and	
  SF	
  is	
  simply	
  a	
  method	
  to	
  speed	
  up	
  change	
  that	
  might	
  just	
  work.	
  	
  	
  	
  
                                	
  
                                More	
  Reading:	
  The	
  Solutions	
  Focus	
  
	
  
                                                                                                                                                                                                                                                                                    	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
                                                                                                                                                                                                                                                                                    	
  
                                                                                                                                                                                                                                                                                    	
  
                                                                                                                                                                                                                                                                                    	
  
                                                                                                                                                                                                                                                                                    	
  



   The	
  Glasgow	
  Group	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  www.alankay.ca	
  	
     	
  
                                                                                                                                                                                                                                                                                       	
  
416	
  -­‐	
  481	
  3588	
   Blog:	
  www.sforganization.com	
  	
  	
  Website:	
  www.glasgrp.com	
   	
  	
  http://www.asfct.org	
  	
  	
  	
  Twitter:	
  alankay1	
  	
  
	
  
	
  
	
  
Alan	
   Kay,	
   Principal	
   of	
   The	
   Glasgow	
   Group	
   is	
   a	
   solution	
   focused	
   change	
   consultant.	
   Since	
   founding	
   The	
   Glasgow	
   Group	
   in	
   1994,	
   his	
  
busy	
   consulting	
   practice	
   counts	
   some	
   of	
   a	
   wide	
   range	
   of	
   large,	
   mid-­‐sized	
   and	
   small	
   organizations	
   among	
   its	
   clients.	
   Focused	
   on	
  
speeding	
   up	
   strategic	
   and	
   human	
   change	
   using	
   existing	
   resources,	
   his	
   work	
   is	
   driven	
   by	
   Solution	
   Focus	
   to	
   create	
   sustainable	
  
attitudinal	
   and	
   behavioural	
   change	
   particularly	
   towards	
   the	
   customer.	
   	
   Alan’s	
   work	
   has	
   been	
   published	
   several	
   times	
   in	
   books	
   and	
  
journals.	
  Alan	
  also	
  executive	
  development	
  students	
  at	
  the	
  Schulich	
  School	
  of	
  Business,	
  York	
  University,	
  is	
  board	
  member	
  of	
  ABC	
  
Life	
  Literacy	
  Canada	
  and	
  a	
  member	
  of	
  the	
  CMA	
  education	
  committee.




                                                                                                                                                                                                                                                                                                                                       Accelerate change: Solutions Focus

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Solution focus in organizations

  • 1. Solution  Focus  in  Organizations     Alan  Kay:  The  Glasgow  Group   Accelerate  Change     Solution  Focus  (SF)  is  a  smart  model  for  change,  unique  only  in  its  simplicity.  Much  of  what  is  espoused   and  practiced  in  solution  focus  has  been  around  in  various  ways  for  some  time.  What  makes  it  different   and  possibly  more  effective  is  the  framework  in  which  it  is  practiced,  namely:     • What’s  working   • What  we  want  once  the  problem  goes  away   • What  small  steps  might  get  us  moving  in  that  direction     There  are  many  change  practices  that  are  helpful  to  individuals  and  organizations.  Positive  Psychology,   Appreciative  inquiry,  etc.,  have  helped  build  a  base  of  powerful  research  and  practice  knowledge   supporting  the  idea  that,  more  often  than  not,  we  can  make  change  work  for  us.       The  origins  of  Solution  Focus  lie  in  the  world  of  therapy.  Not  the  kind  of  therapy  that  requires  lots  of  our   time  getting  to  understand  what’s  wrong  and  why  with  the  purpose  of  yielding  insights  about  getting   better.  Instead,  SF  looks  at  what  we  want  to  happen  so  that  we  can  go  forward.  We  reframe  problems   by  looking  among  them  for  purposeful  elements,  solutions  within,  and  we  willfully  ignore  the  cause  of   what  troubles  us.         "Instead of problem solving, we focus on solution-building. Which sounds like a play on words, but it's a profoundly different paradigm"  Insoo  Kim  Berg,  Founder,  Solution-­‐Focused  Therapy       Insoo  Kim  Berg’s  partner,  Steve  De  Shazer,  subsequently  came  up  with  the  notion  that  SF  was  like  a  set   of  skeleton  keys  that  opened  the  door  to  solutions.  Based  on  what  had  worked  in  the  past,  participants   were  encouraged  to  do  something  different  and  pay  attention  to  the  effect  it  had  on  them  and  others.       Today,  SF  is  helping  transform  organizations.  Few  change  models  can  have  so  easily  transferred  from   one  discipline  to  another.    Perhaps  that’s  because  organizations  are  just  like  families.       Most,  if  not  all,  organizations  tend  to  be  problem-­‐focused.    Witness  the  SWOT  analysis  which   mysteriously  weighs  heavily  on  the  weaknesses  and  threats  with  scant  attention  to  strengths  and   opportunities.  That  said,  having  a  problem-­‐focus  is  not  entirely  a  problem  –  a  great  capability  of  humans   is  to  understand  problems  and  fix  them.  If  scientists  and  engineers  didn’t  root  around  problems,  many   medical  discoveries  wouldn’t  happen  and  bridges  would  collapse.  Of  course,  creativity  also  has  a  hand  in   the  journey  of  human  progress  so  have  happy  accidents,  usually  caused  by  diligent  work.       So,  if  a  problem-­‐focus  works  for  engineers,  why  is  it  less  helpful  among  people  inside  organizations?  The   simple  answer  is  that  discussing  problems  and  their  causes  slows  things  down,  obstructs  productivity   and  under-­‐utilizes  people  resources.  In  SF  we  don’t  obsess  about  the  problem,  and  certainly  not  its   cause,  so  we  can  move  more  effectively  and  faster  to  things  that  work.       Accelerate change: Solutions Focus
  • 2. Solution  Focus  in  Organizations     “Ah yes,” you say, “but what if the solution is the wrong one?”   The  answers  to  that  often  raised  challenge  are:       a)  it’s  what  people  want.  Who  knows  what’s  ‘right’.  So,  it’s  better  to  make  progress  right   away  and  to  learn  something;     b)  if,  indeed,  we  do  manage  to  get  a  solution  via  the  slower  problem/cause  mode  the   solution  is  often  highly  constrained;     c)  things  change  all  the  time  and  the  situation  often  resolves  itself  by  osmosis,  only  more   slowly  and  not  the  way  we  want.  So,  why  not  use  SF  to  speed  up  the  process.     How?     The  first  step  is  to  be  counterintuitive:    stop  using  the  ancient  and  well-­‐loved  tool  –   complain/understand/fix.  Instead:       The  solution  focus  steps   Why?   So  that  we…         Talk  briefly  about  the   To  quickly  define  a)  where  to   Begin  somewhere   problem,  the  ‘issue’   focus  and  b)  what  we  want  to    –  not  the  cause   be  different           What  worked  in  the  past?   Despite  the  problem  we’re  here   Affirm  that  we  have   What’s  working  now?   today,  so  how  did  we  do  it?   strengths  /  resources  that   Something’s  working!   will  allow  us  to  see  forward   more  purposefully             What  we  want  to  happen   If  the  problem  were  to   Build  on  our  resources  to   ideally  in  the  future   disappear,  what  would  we  do   paint  a  detailed  picture  of   instead?   progress  and  things  done   well  with  the  problem  gone           Small  steps   With  the  resources  and  the   See  ourselves  making   better  future  in  mind,  what   progress  in  order  to  take   micro  steps  do  we  need  to  get   on  more  later   going?         It  can’t  be  that  simple,  can  it?  Not  really.  In  every  practice  there  are  many  deviations  and  exceptions   thus,  in  SF  we  treat  every  case  as  different.     Accelerate change: Solutions Focus
  • 3. Solution  Focus  in  Organizations         Those who use SF see it as a ‘toolbox’ rather than a ‘system.’     What  really  matters  is  how  we  practice  SF.  These  tenets  help  make  the  SF  difference  come  to  life:     • Ask,  not  tell   • The  customer  is  the  expert  in  the  change  they  want,  not  you   • You  and  the  client  do  not  need  to  have  all  the  answers  in  order  to  make  progress  –  work  with   what  you  have   • Find  the  resources  and  the  small  steps  will  appear   • Support  your  client  by  letting  them  own  the  ideas  and  support  that  notion   • Change  as  little  as  possible         If  this  all  sounds  a  little  like  buttercups  and  butterflies  then  SF  may  not  be  for  you.  But,  be  careful  not  to   dismiss  it  simply  because  it  doesn’t  fit  your  framework  for  change.  Change  is  happening  all  the  time,   with  or  without  your  influence,  and  SF  is  simply  a  method  to  speed  up  change  that  might  just  work.           More  Reading:  The  Solutions  Focus                             The  Glasgow  Group                                                                                                                                                                                                                                  www.alankay.ca         416  -­‐  481  3588   Blog:  www.sforganization.com      Website:  www.glasgrp.com      http://www.asfct.org        Twitter:  alankay1           Alan   Kay,   Principal   of   The   Glasgow   Group   is   a   solution   focused   change   consultant.   Since   founding   The   Glasgow   Group   in   1994,   his   busy   consulting   practice   counts   some   of   a   wide   range   of   large,   mid-­‐sized   and   small   organizations   among   its   clients.   Focused   on   speeding   up   strategic   and   human   change   using   existing   resources,   his   work   is   driven   by   Solution   Focus   to   create   sustainable   attitudinal   and   behavioural   change   particularly   towards   the   customer.     Alan’s   work   has   been   published   several   times   in   books   and   journals.  Alan  also  executive  development  students  at  the  Schulich  School  of  Business,  York  University,  is  board  member  of  ABC   Life  Literacy  Canada  and  a  member  of  the  CMA  education  committee. Accelerate change: Solutions Focus