Grow | SFiO.org

Collaborative Ecosystems Between Organisations

Mon, 02 Sep 2024 00:00:00 +0000

Jonas Wells, Susanne Burgstaller, Marika Tammeaid, Mark McKergow,Jesper Hankovszky Christiansen & Dominik Godat

Watch video

Introduced by John Brooker

We are delighted to feature this case study on the use of SF within inter-organisation collaboration, a collaboration that has been working for 15 years. You can view the video above or download / listen to the audio on Soundcloud below. As well we have added an associated article by Marika Tammeaid below.

In “Collaborative Ecosystems Between Organisations”, Jonas Wells, interviewed by SF colleagues, presents a detailed account of the work done by Jonas and his colleagues to coordinate a large-scale collaboration between various public agencies in Sweden A collaboration particularly focusing on social insurance, job centres, municipalities, and healthcare.

This collaboration aims to support individuals who often fall through the cracks of siloed services, particularly those dealing with unemployment and long-term health issues, including mental health. Jonas has been in this role since 2005 and has spent the last decade working to ensure that these collaborative efforts are effective and progressive.

Key Collaboration Aspects:

Collaboration Across Agencies: The work involves bringing together different agencies—national, regional, and local—to work in a coordinated manner, ensuring that individuals receive comprehensive support without falling between the gaps of these services.
Focus on Effectiveness and Progress: A central theme is the continuous questioning of whether the collaborative efforts are making a meaningful difference. This includes gathering data, conducting interviews, and creating indicators that can show progress at a national level. The information is then shared with the government and used to inform future work.
Inclusive and Open Process: Jonas emphasises the importance of inclusivity, ensuring that all voices are heard, from service users to professionals and politicians. The process is designed to be open and participatory, allowing for contributions from a wide range of stakeholders.
Micro and Macro Focus: There is a strong emphasis on the importance of micro-processes (small steps, careful communication) in contributing to macro-level outcomes (large-scale change). Jonas explains the art of crafting communications, such as emails, to set the tone for collaborative work.
Dynamic and Emergent Process: Jonas describes the process as organic and ever-changing, with no fixed formula. It requires constant adaptation, learning, and partnership-building. The approach is more about facilitating and supporting the process rather than controlling it.
Sustainability and Trust: The longevity of the project (over ten years) highlights the trust and consistency built within the network. Jonas underscores the importance of maintaining a balance between keeping the process fresh yet familiar enough to sustain engagement.

Solution Focused (SF) Aspects:

Questions as Tools for Progress: Jonas values the power of questions in driving the process forward. By asking what difference the work is making and how progress is recognised, the project continually evolves based on the insights gathered.
Co-Creation and Partnership: Emphasising partnership over top-down directives, Jonas discusses the importance of working alongside others in a collaborative, non-hierarchical manner. This approach aligns with the SF principle of partnering with clients to co-create solutions.
Focus on What Works: The SF approach is evident in the emphasis on identifying and amplifying what is already working within the system, rather than imposing predefined solutions. The process involves recognising and building on successful practices across different agencies.
Flexibility and Adaptation: The approach Jonas and his colleagues use, reflects the SF principle of flexibility, adapting to what emerges in the process rather than following a rigid plan. This allows the process to remain alive and responsive to the needs of the stakeholders.
In summary, Jonas showcases a deeply collaborative, inclusive, and adaptive approach to managing large-scale public sector coordination, with a strong emphasis on the principles of Solution Focus, such as asking powerful questions, partnering with stakeholders, and focusing on what works to drive meaningful change. There are valuable insights throughout and it is an hour very well spent!

Listen on Soundcloud

Soundcloud photo by NEOM on Unsplash+

SFiO - Solution Focus in Organisations · Collaborative Ecosystems Between Organisations

Read associated article

Article Abstract

Dr Marika Tammeaid interviewed Jonas Wells as part of the article “Measuring Learning Outcomes in the Context of Reforming Public Sector Leadership Through Learning”. Her article emphasises the limitations of traditional metrics in evaluating public sector leadership training. It advocates for a systemic, context-sensitive approach that prioritizes relational, motivational, and intentional aspects of learning over mere technical details.
Marika argues that meaningful evaluation should focus on actual learning outcomes, unbudgeted benefits, and the broader impacts on systems change.
She highlights the importance of co-created, dialogical assessment methods, and suggest that successful leadership training should aim to foster deep, systemic transformation rather than just replicating standardised processes.
Examples from Sweden and the Centre for Public Impact underscore these principles in practice.

Read and download it here:
Measuring Learning Outcomes. Author: Marika Tammeaid

This article is an excerpt from Tammeaid, M. (2023). Public sector leadership meta-skills. [Doctoral Dissertation, University of Vaasa]. ACTA WASAENSIA 507. PP199-203. https://osuva.uwasa.fi/handle/10024/15490

Transforming Legal Services

Tue, 24 Mar 2026 00:00:00 +0000

Janine Waldman & Paul Z Jackson & Michael Graham

Introduction by John Brooker

The Summary

In this video/audio, Michael Graham, Paul Z Jackson and Janine Waldman relate a Solution Focus case study from Reading Borough Council Legal Services.

From it, you will learn simple ways to apply aspects of this project in your own work, and the outline of the programme behind it.

The core shift displayed by the case study is simple; treat each conversation as the unit of change, because when conversations change, culture follows. In this case, small shifts in everyday conversations reduced case time by two thirds, saved tens of thousands per lawyer, avoided unnecessary work, and helped generate hundreds of thousands in recovered debt.

Watch this video if you are asking:

Where could small, low-risk shifts create large gains in time, cost, or outcomes?
How can we enable people to take ownership of change in their day-to-day work, not in parallel programmes?
What conversations in our organisation most need to change, and what would better look like?

The Story

Following a major restructure, Michael Graham’s department faced low morale and pressure to perform. He invited Paul Z Jackson and Janine Waldman to help build the team and develop their leaders.

They designed a programme that combined learning with immediate application. Participants worked on their own live projects, supported by coaching and peer partners, so change happened in real work from the start.

Solution Focus was introduced at three levels:

The overall approach and stance
Practical tools
Single sentence interventions

These were woven together and the single sentence interventions gave people a low-risk way to start using SF, often using familiar tools such as scaling.

Projects were chosen by participants, some working individually, others as teams, and focused on real challenges with meaningful impact.

One solo project improved how clients prepared legal referrals. This reduced time and cost dramatically.
Another team project reduced child protection case duration to under 26 weeks, improving outcomes for children, families, and professionals.

What stands out is that the culture change spread through people, not initiatives. Short, focused conversations led to significant and systemic change, including financial gains, increased capacity, and stronger relationships.

Watch, listen and enjoy. An audio version and the presentation are also available below.

Download the slides below

The Presentation

Listen on SoundCloud

SFiO - Solution Focus in Organisations · Transforming Legal Services Final Cut

Actions for Sustainability

Fri, 11 Oct 2024 00:00:00 +0000

John Brooker Annie Bordeleau

Introduction

A passionate group of solution-focused organisational practitioners came together for a two-day Unconference on how the Solution Focus (SF) approach could help create truly sustainable organisations. A powerful theme emerged: the need to make sustainability achievable for individuals and teams, empowering them to take meaningful action and providing hope that their efforts can make a real difference — whether within their organisation, networks, or society at large.

To dive deeper into this, at the end of the Unconference, the group split into teams based on interest to explore what actions can be taken at different levels:

Individuals (Me)
Teams
Organisations / Organising
Networks and Ecosystems
Society

Each group’s insights were gathered, and with the help of AI technology, the Unconference Dossier editors created a comprehensive set of actions tailored to each level — ensuring a thorough and balanced reflection of participants’ ideas. Be prepared to read how YOU can contribute to a more sustainable world!

Take action now - Download the Unconference Dossier

As a first action, you can read all of the articles in our final Unconference dossier PDF. Download below.

How Might the Solution Focus Approach contribute to sustainable organisations?

Synopsis

The path to sustainability, whether for individuals, teams, or organisations, is about embracing positive change and taking purposeful action. Here’s how you can make a real difference:

For individuals, start by defining your vision—what’s your best hope for a more sustainable world? Whether it’s cutting waste, conserving resources, or advocating for eco-friendly choices, small steps add up. Practice mindfulness, enjoy the process, and foster a sense of gratitude as you take action. By sharing stories and working within your community, you inspire others to join the movement. Prioritize self-care to stay energized and accountable—your impact matters!

For teams, sustainability starts with conversations. Ask the right questions: how do our actions today align with a better tomorrow? Use long-term thinking, like the Seven Generations principle, to guide decisions that benefit future generations. Reuse, repurpose, and reduce waste at every opportunity, and celebrate progress, no matter how small. Simplicity is key—make sustainability accessible, and leverage your network to amplify your team’s impact.

For organisations, it’s about creating a culture where sustainability thrives. Design collaborative spaces, both physical and digital, that spark innovation and collective action. Make sustainability the easy choice; visible recycling bins, energy-efficient technologies, and eco-friendly practices can have a powerful ripple effect. Embed sustainability into the heart of your organization’s mission, and show how environmental stewardship is not just necessary but exciting and inspiring. Reorder priorities to focus on people, planet, and purpose over profit.

For ecosystems and networks Take action by connecting with existing initiatives and contributing your strengths. Collaborate with researchers for innovative solutions and foster meaningful conversations about sustainability in your networks. Share success stories to inspire others, offer a solution-focused approach to facilitate change, and engage your community through local initiatives. Be strategic with your resources to maximize impact and create lasting positive change.

For society

By embracing these principles, we can collectively drive meaningful change, create resilient communities, and build a future that’s both sustainable and fulfilling. Every action counts—and together, we can make a lasting impact for generations to come.

Actions generated

Actions for Individuals

Here is a rich tapestry of action for applying the principles of Solution Focus within sustainable organisations and your personal life. Here, we outline the actions and explore how you might implement them:

Clarify your Best Hope: Understanding your best hope is foundational. This involves clarifying your goals and aspirations, personally and within the context of your organisation’s sustainability efforts. This clarity can guide decision-making and actions.
Identify the difference you want to make: Identifying the difference you want to make provides direction and motivation. This could involve contributing to environmental sustainability, fostering community engagement, or promoting social justice within your organisation and beyond.
Consciously Enjoy: Being mindful and present allows you to appreciate and learn from each experience, fostering a sense of gratitude and fulfilment. This mindset can enhance your overall well-being and resilience.
Take Simple Actions: Small, consistent actions can lead to significant changes over time. Whether it’s reducing consumption, adopting eco-friendly habits, or advocating for sustainable practices, every action counts.
Start from what is: Acknowledging the current reality without judgment allows for a more realistic assessment of challenges and opportunities. From this starting point, you can identify incremental steps towards desired outcomes.
Foster community thinking: Embracing openness and collaboration fosters a sense of community and collective responsibility. Sharing experiences, stories, and successes can inspire others and create a ripple effect of positive change.
Practice self-care: Prioritising self-care ensures you have the energy and resilience to contribute to sustainable initiatives effectively. Self-care includes physical, emotional, and mental well-being.
Tell stories and co-create: Sharing personal stories and inviting others to do the same can build empathy, connection, and collective vision. Co-creation allows for diverse perspectives and creative solutions to emerge.
Shift your mindset: Shifting from a crisis-oriented mindset to one focused on change and opportunity reframes challenges as potential catalysts for growth and innovation.
Accept ownership and accountability: Owning your actions and their impact empowers you to drive meaningful change. Accountability ensures that people monitor that commitments are honoured and progress.
Learn and grow: Integrating learning into daily work practices cultivates a culture of continuous improvement and innovation. The latter involves embracing feedback, experimenting with new approaches, and adapting to evolving circumstances.
Adopt environmental consciousness: Adopting sustainable habits, such as reducing waste, conserving resources, and supporting local initiatives, demonstrates a commitment to environmental stewardship.
Engage with the next generations: Fostering dialogue and collaboration with younger generations ensures the continuity of sustainable practices and values. Engaging involves mentoring, listening to their perspectives, and empowering them to lead. These actions encompass a holistic approach to integrating Solution-Focused practices into sustainable organisations, focusing on personal growth, community engagement, and environmental stewardship. Incorporating them into your personal and organisational practices can build more sustainable and resilient communities while nurturing your growth and well-being.

Actions for Teams

Over the next month, integrate sustainability into your conversations and decision-making processes using a solution-focused approach. Here’s how you can do it:

Ask questions to bring sustainability into conversations: Start by asking questions that prompt discussions about sustainability in your interactions with colleagues, friends, and family. Focus on how current actions align with long-term environmental and social goals.
Utilise the Seven Generations exercise: Incorporate the Seven Generations principle into your problem-solving and decision-making processes. Whenever faced with a choice or challenge, consider its potential impact on future generations and seek solutions that prioritise sustainability and long-term well-being.
Practice the flow of reusability: Whenever assessing resources or materials, ask yourself and your team: “Can we reuse this?” Emphasise the importance of reusability and explore creative ways to repurpose items or resources to minimise waste and environmental impact.
Evaluate societal and environmental impact: Before implementing any action or strategy, consider its broader impact on society and the environment. Encourage discussions around the potential consequences of your actions and strive to find solutions that promote positive outcomes for both people and the planet.
Observe progress in small steps: Continually emphasise the importance of noticing progress in your sustainability efforts, no matter how small. Celebrate achievements and milestones to keep morale high and motivation strong.
Emphasise simplicity in solution-focused practice: Keep the solution-focused approach simple and accessible. Encourage team members to apply it immediately to their daily work, emphasising its transformative power in changing perspectives and reducing complexity in problem-solving.
Leverage your network: Use your network to connect teams with relevant resources and expertise in sustainability. Foster collaboration and knowledge-sharing to amplify your collective impact and accelerate progress towards sustainable goals.

By embracing these actions and challenges, you can foster a culture of sustainability and solution-focused thinking within your team or community, driving positive change for the present and future generations.

Actions for Organisations

Incorporating Solution Focus into sustainable organisations can significantly enhance their impact on society, particularly regarding environmental sustainability. Let’s explore how you can develop each of the actions you identified in the workshop:

Create Collaborative Settings: Sustainable organisations can foster environments where collaboration thrives. Collaborative environments involve designing physical spaces that encourage interaction and idea exchange and implementing digital platforms for remote collaboration. Organisations can harness their members’ collective intelligence and creativity by facilitating collaboration to address environmental challenges effectively.
Make Tangible Changes: Sustainable organisations should prioritise concrete actions that lead to measurable environmental improvements. Such actions could involve implementing energy-efficient technologies, reducing waste and carbon emissions, or investing in renewable energy sources. Tangible changes demonstrate a commitment to sustainability and inspire others to follow suit.
Design Affordance and Ease of Action: Designing for “affordance” means creating environments or systems with easy and intuitive sustainable choices. Sustainable choices could include making recycling bins more visible and accessible, providing incentives for eco-friendly behaviours, or designing products with minimal environmental impact. Organisations can encourage widespread adoption by making sustainability the default option without imposing additional burdens on individuals.
Embed Sustainability in programmes/organisations: Organisations must integrate Sustainable practices into their core purpose and operations. Integration involves aligning mission statements, goals, and incentives with sustainability objectives and incorporating environmental considerations into decision-making processes at all levels. Embedding sustainability into the organisational culture becomes a natural and integral part of how the organisation does things.
Make Sustainability Attractive: Organisations should emphasise the benefits and appeal of eco-friendly behaviours to promote the widespread adoption of sustainable practices. Promotion involves showcasing success stories, highlighting the positive impact of sustainable initiatives, or leveraging social norms and peer influence to encourage participation. Organisations can motivate individuals to embrace change by making sustainability attractive and aspirational.
Design with Sustainability in Mind: When designing products, services, or spaces, organisations should prioritise sustainability from the outset. Sustainable design could involve using eco-friendly materials, minimising resource consumption, or considering the long-term environmental impact of design choices. Organisations can create practical and environmentally responsible solutions by incorporating sustainability principles into the design process.
Change the Order of Priorities: Reordering priorities from finance to planet/nature/animals, economy to people, and vice versa reflects a fundamental change in values and goals. Reprioritising requires leaders to rethink traditional business models and economic paradigms to prioritise environmental conservation, social equity, and long-term sustainability over short-term profits. By reordering priorities, organisations can realign their focus with broader societal and ecological imperatives, driving meaningful change at scale.

Actions for Ecosytems and Networks

These actions are potent for fostering sustainability within ecosystems, and they align well with the principles of the Solution Focus Approach. Let’s break down how each action contributes to creating more sustainable networks and ecosystems:

Find people, places, organisations, and communities where something is already happening and connect; offer help, contribute: This action leverages existing initiatives and efforts, fostering collaboration and synergy rather than reinventing the wheel. By connecting with ongoing activities, you’re tapping into existing networks and resources, making the process more efficient and effective.
Connect with researchers - Open Space, invite people and action: Engaging with researchers opens the door to evidence-based insights and innovative solutions. Open Space invites diverse perspectives and encourages collective action, fostering collaboration between researchers and practitioners to address sustainability challenges effectively.
Offer Solution Focus (kindly) to well-meaning, passionate, active people, organisations, and communities to make change easier: Solution Focus provides a positive and empowering approach to problem-solving, focusing on strengths and solutions rather than dwelling on problems. By offering this approach to individuals and groups, you facilitate a mindset shift towards constructive action, making change more accessible and sustainable.
Bring sustainability to the ecosystems you’re in, make connections, and open conversations: Integrating sustainability into various ecosystems creates a ripple effect, influencing attitudes and behaviours across different contexts. Opening conversations fosters awareness and engagement, driving collective action towards sustainability goals within diverse communities and organisations.
Offer my learnings at this Unconference and to, e.g., the SF Association at home (spread the word): Sharing your learnings with relevant communities, such as the Solution Focus Association, amplifies the impact of your experiences. By spreading the word, you inspire others to adopt the principles of Solution Focus and contribute to building more sustainable organisations and societies.
Enter my neighbourhood, e.g., “Let’s clean the streets,” as a door opener for more conversation and action: Local initiatives like neighbourhood clean-ups serve as catalysts for broader community engagement. They provide tangible opportunities for people to unite, spark conversations about sustainability, and inspire further collaborative efforts to improve the local environment and build social cohesion.
Tell all the good stories you hear. Tell them everywhere, constantly; bring them up again and ask, “What’s the alternative here?”: Sharing success stories highlights positive examples of sustainability in action, inspiring others and reinforcing the importance of ongoing efforts. By prompting reflection on alternatives, you encourage critical thinking and innovation, driving continuous improvement in sustainability practices.
Be an advocate and tell your story: As an advocate for sustainability, sharing your experiences and stories can be incredibly impactful. Personal narratives resonate with others on a deeper level, fostering empathy and motivation for change. Sharing your journey inspires others to take action and contribute to a more sustainable future.
Be mindful to use and invest our personal resources well (people who respond, act, are receptive): Being strategic and selective in allocating personal resources ensures maximum impact and sustainability. Prioritising engagement with individuals and groups who are responsive and receptive allows you to leverage resources effectively, fostering meaningful connections and driving positive change more efficiently.

These actions reflect a holistic and collaborative approach to sustainability, leveraging the principles of Solution Focus to create positive change within organisations, communities, and society. By fostering connections, promoting dialogue, and amplifying success stories, you contribute to building more sustainable and resilient ecosystems for the future.

Actions for Society

To explore the actions further in terms of society using Solution Focus to create a more sustainable society, let’s break down each action and consider how we might apply Solution Focus principles:

Build local “climate councils” in cities > “climate atelier” for specific small actions to make first steps: Focus on small, achievable steps and celebrate successes. Encourage collaboration and inclusivity in decision-making within these councils. Rather than dwelling on problems, emphasise and build upon what is already working. Highlight the positive impact of small actions and their cumulative effect on the climate.
Support events at the Unconference venue LaZ (e.g. invite the management team of TAD) and create a ripple effect (they invite the next non-profit organisation): Encourage the spread of positive actions through a ripple effect. Highlight the success stories of organisations like TAD and their impact on sustainability. Encourage others to follow suit by showcasing the benefits and outcomes of their actions. Focus on the potential for exponential growth in sustainable practices through networking and collaboration.
Honour and translate ancestral and spiritual wisdom in one’s own daily life and walk the talk: Emphasise personal values and connections to inspire action. Highlight how ancestral and spiritual wisdom aligns with sustainable living principles. Encourage individuals to integrate these values into their daily lives and lead by example. Focus on the intrinsic motivation and fulfilment gained from living in alignment with one’s values.
Advocate to policymakers that a rethinking of the system is necessary: Focus on constructive dialogue and finding common ground. Emphasise the benefits of a systemic shift towards sustainability for all stakeholders. Highlight success stories and evidence from other communities or regions with similar shifts. Encourage policymakers to envision a better future and identify achievable steps to move towards that future.
Find the win-win and guide stakeholders in the transition: Facilitate collaborative problem-solving and negotiation. Identify common interests and goals among stakeholders. Encourage creative solutions that benefit all parties involved. Focus on building trust and fostering cooperation to successfully navigate the transition towards sustainability.
Create “Islands of Sanity”: a balanced ecosystem that thinks long-term and strives for sustainability: Highlight examples of communities or organisations already embodying this concept. Encourage the replication and scaling of successful models. Focus on creating environments that support long-term thinking and sustainability. Celebrate the achievements of these “Islands of Sanity” and inspire others to follow suit.
“Do what you can, where you are, with what you have”: Empower individuals to take action within their means and circumstances. Emphasise the importance of personal agency and initiative in driving change. Focus on practical, achievable steps individuals can take in their immediate environment. Celebrate every effort, no matter how small, towards creating a more sustainable society.
Love and be an example: Emphasise the power of positive role modelling. Encourage individuals to embody values of love, empathy, and compassion in their interactions with others and the environment. Focus on the ripple effect of individual actions and the potential for inspiring others through personal example.
Create a sustainable society of the future: Have sustainability councils with experts, policymakers and citizens: Solution Focus Approach: Foster inclusive decision-making processes that value diverse perspectives. Emphasise the importance of collaboration between experts, policymakers, and citizens in shaping sustainable policies and practices. Focus on creating environments that encourage innovation, transparency, and accountability in pursuit of sustainability goals.
By applying Solution Focus principles to these actions, we can create a more sustainable society by focusing on strengths, collaboration, and positive change.

Overall conclusions from the Unconference

The SOLWorld Unconference 2024, held at the Land aan Zee Centre in the Netherlands, showcased the profound potential of the Solution Focus (SF) approach for fostering sustainable organisations. Attendees from diverse backgrounds collaborated to explore how SF can drive sustainability through practical actions, positive change, and inclusive dialogue. The Land aan Zee venue exemplified sustainability principles, encouraging participants to engage in eco-friendly practices and community-building activities. This holistic environment underscored the importance of balance and regeneration in personal and organisational contexts, emphasising vegan and vegetarian options, biodegradable materials, and collaborative tasks. Discussions during the Unconference delved into various facets of sustainability. Topics ranged from integrating SF principles into leadership programmes and organisational strategies for creating intergenerational communication about sustainability. Key themes included the need to develop each person’s awareness of their capacity to enact sustainable change, create collaborative settings and embed sustainability into the core purpose of each organisation. Attendees also highlighted the importance of recognising ancestral and spiritual wisdom and advocating for systemic change at the policy level. The Unconference concluded with actionable insights and a commitment to publish each session output in the SFiO InterAction Collection. This has now been done! By focusing on strengths, collaboration, and small, manageable steps, participants left the Unconference equipped to implement SF practices that support long-term sustainability. This event underscored the transformative power of SF in creating sustainable, adaptive organisations that benefit society and the environment.

Can you Scare People Green?

Tue, 24 Mar 2026 00:00:00 +0000

Denise Baden & Sue Lickorish

Introduction by Sue Lickorish

This was such an engaging and inspiring session to join, and I highly recommend watching it.

Weaving her multiple strands of work, Denise Baden is bringing SF into play in personal, actionable ways for some of our biggest shared challenges.

She begins by evidencing how we are more inspired by positive role models of climate action than by scary stories. She goes on to share creative ways to engage pp with climate communication and encourage personal action.

I see Denise as a real-life action heroine: an academic, activist, climate-fiction-writer and visionary, she doesn’t just talk it, she’s DOING it. I was blown-away inspired by this positive role model for SF and climate action.

I left with hope in my heart and a skip in my step. I hope you do too.

Download Denise's slides below

The assumption behind many climate communications is that to report on any positive progress would lead to complacency, and that if people know how bad things will be if they don’t act now, then we will all give up flying, go vegan and campaign for climate policies.

In this presentation, I explore the evidence for such assumptions drawing upon my research in contexts such as news journalism, education and climate fiction. Results indicate that solution-focused narratives are more effective than problem-focused narratives at inspiring behaviour change, and less prone to unintended consequences. I finish with examples of how the findings apply to other issues too, and some do’s and don’ts for effective communication.

The Presentation

Listen on SoundCloud

SFiO - Solution Focus in Organisations · Can You Scare People Green? SF24/26

Best Year Ever

Thu, 19 Sep 2024 00:00:00 +0000

Andrew Gibson

Synopsis

The “Best Year Ever” process is a structured Solution Focus (SF) workshop methodology designed to help teams and organisations develop actionable improvement plans, thereby fostering sustainability. This method utilises the SF Numberless Scaling technique, which encourages participants to envision celebrating their most successful year as if it had already happened, then looking to see how much of this is happening now or has happened recently, and then to work out their next small steps in the form of an Action Plan.

Workshop Structure and Preparation

Participants

Workshops are best conducted with 6-12 participants from diverse stakeholder groups, ensuring a variety of perspectives.

Number of Workshops

Run as many sessions as needed to include all stakeholders, ensuring comprehensive input.

Format Consistency

Each workshop follows the same structure, allowing participants to attend only once while ensuring consistency across sessions.

Stages of the Workshop

Welcome and Ice Breaker

Start with an introductory activity to help participants get to know each other. I recommend people introduce their neighbours to the room.

They should spend a few minutes chatting to each other first, and find out their name, their connection to the organisation, and ‘one thing that has pleased them in the last seven days’. This helps the facilitator learn names (as by introducing someone, the name is mentioned more frequently than if we introduce ourselves), and also enables the facilitator to point out strengths and resources in the stories told. Stories can be about any aspect of life, not just work or the organisation under discussion.

The Miracle Question

Ask the participants to imagine they are 12 months in the future, having had their ‘Best Year Ever’. They identify noticeable changes that signify this success. This stage involves extensive brainstorming and flipchart documentation of all ideas.

The facilitator must use ’noticing’ questions and record noticeable differences when recording contributions. Detail will also help here. For example, if a delegate said, ‘we would have lots of funding’, ask what they would notice that told them they had had lots of funding, and make liberal use of ‘what else?’
Also, having exhausted the perspective of the people in the room, expand the conversation to other stakeholders - e.g. clients, suppliers, customers, funders, and ask what they would notice.
This stage involves extensive brainstorming and flipchart documentation of all ideas.

Review Noticeable Differences

After a short break, participants review the noticeable differences on the chart and identify which ones are currently or recently observed. These are marked to highlight progress already made.

Next Steps Action Plan

Finally, participants select the differences they want to see in the near future (e.g., six months). These are marked to create a focused action plan.

Post-Workshop Analysis

Review and Theming

A small team reviews the outputs from all workshops to identify significant themes, which the team compile into a Vision statement.

Strengths Identification

Current strengths are recognised from the themes and marked differences.

Action Plan

The next steps, derived from marked future goals, form the actionable plan for the coming months. This plan is concise (2-3 pages) and presented to all stakeholders to ensure engagement and commitment.

Benefits for Sustainable Organisations

Engagement and Buy-in

The inclusive and participatory nature of the workshops ensures that all stakeholders feel involved and committed to the action plan.

Vision and Strength-Based Approach

Focusing on a positive future and leveraging current strengths aligns with sustainability principles, promoting resilience and continuous improvement.

Actionable Steps

The clear, short-term action plan helps organisations prioritise resources and activities effectively, driving sustainable progress. By following this structured workshop process, organisations can foster a collaborative environment that supports sustainable development and continuous improvement, ultimately leading to their ‘Best Year Ever’.

Download the Guide to the Process

This is an extract from SFiO’s Solution Focused Sustainability Dossier, which provides the output from the SOLWorld Unconference 2024.

Best Year Ever - A Guide to the Process

Good practices in the public sector

Thu, 11 Jul 2024 00:00:00 +0000

Lien Tettelin

Synopsis

Lien Tettelin’s open space session on “Good practices in the public sector” focused on strategies for enhancing organisational sustainability. The session explored how public sector entities can integrate sustainability into their decision-making processes, develop relevant strategies and KPIs, and redefine notions of profit to encompass social benefits.

Critical strategies discussed included starting conversations around the environmental impacts of decisions, such as carbon footprints, and developing targeted strategies for sectors with the most significant potential impact.

Participants examined the economic advantages of sustainability, such as awards recognition, easier recruitment due to an enhanced sense of purpose, and operational improvements like wastewater treatment and inclusive employment practices.

The session also highlighted the importance of adopting independent energy sources, implementing transparent reporting systems to create benchmarks, and using retrospectives to learn and plan for the future.

On a more individual level, the discussions emphasised cultivating a culture of servant leadership and supporting innovative ideas from employees to drive sustainable changes. It stressed the importance of reorganising public sector operations to be more sustainable through facilitated discussions on stretch thinking, challenging existing assumptions, and envisioning impactful changes.

Attendees also discussed the role of management in fostering a curious and supportive environment, encouraging the sharing of success stories and small, actionable steps toward sustainability.

The workshop advocated for transforming the narrative from focusing on problems to highlighting gains and employing solution-focused conversations and mindsets to effect and recognise positive changes already occurring within the organisation. This approach aims to create a more hopeful and cooperative atmosphere conducive to sustainable development.

Original workshop output

Company level

Starting a conversation about how decisions for companies are made (carbon footprint, etc.) and developed into strategy and KPIs:

They win prizes Easier recruitment A sense of purpose:

Cleaning wastewater
Social aspects (e.g. people with disabilities)
Transportation and parking

=> Developing strategy: Choose sectors where to introduce sustainability first and what has the most impact => economic tension > Create a business case and advantage EG independent energy sources => Redefining what profit means in the public sector… social profit… public sector needs to make “profit” > how to spend budget => Introducing transparent reporting system > creating benchmark within public sector => Use retrospectives to learn from the past, such as “How can we learn for the future?”

People level

Conversations about company values/servant/host leadership and supporting ideas of employees.

Useful conversations

How could we (re)organise the Public sector to be more sustainable?: => “What would it look like?” Facilitate stretch thinking, specific => “What assumptions are we holding?” Facilitate getting clearer, “What do, e.g. “16 sustainability goals mean for us?” => “How can we change the world ?” Make it exciting, focus on hope and co-create.

Starting the conversations

There are many ways to start the process/conversation, e.g. 7 generations down. Process: Organise a sustainable venue, hold workshops, measure carbon, and measure more.

The CONTEXT-

“What are enablers?” “What can be done differently?” Encourage top management to be curious to know what is happening Have people in the organisation bring examples and stories: “This change is already present: “What are the tiny steps we can implement?” e.g. sustainable meetings How do we change the conversations we have between the noses? Make the change easier (not more difficult/problem focused) by looking at what is already there. Replace “pains” with “gains” > 3rd person approach, study behaviour SF 1st person approach, “I have a conversation about, “Do we take the train to our next destination/holiday?”. “Being” the change, creating hope, using SF conversation, mindset and language. “See the change that is already there” and give it room to breathe/expand. ∞Balance for mutual gain

Principles of an Undercover Solution Focused Warrior

Tue, 24 Mar 2026 00:00:00 +0000

Miklos-Gyorgy John Brooker

SFiO - Solution Focus in Organisations · The Principles of an Undercover SF Warrior

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Introduction by John Brooker

This session is titled “Principles of an Undercover Solution Focused Warrior”. Drawing on the Seven Virtues of Bushido, the traditional code of the samurai, Miklós György explores what it means to use Solution Focus in problem-focused environments. But what drew me in were the stories he tells. Stories of using a Solution Focus approach while living rough on the streets and in tough schools, environments that are naturally problem focused.

As I listened, I found myself thinking about the lessons for leaders in organisations. Many of us work in organisations that aspire to innovation and collaboration, yet instinctively return to blame, analysis and deficit thinking.

While not stating them directly, Miklós invites us to reflect on leadership lessons such as:

Lead with curiosity, not certainty. The quality of our questions may matter more than the quality of our answers.
View leadership as mutual learning. In uncertain environments, nobody has the whole picture. Leaders learn with people rather than simply directing them.
Believe in people’s unrealised capacities. Leaders sometimes see strengths and possibilities in people before they can see them themselves.

You may not agree with every conclusion Miklós draws, and some listeners may find aspects of his story surprising. Yet there is something important here for Solution Focus practitioners and organisational leaders alike.

In problem-focused environments, perhaps the real challenge for leaders and SF practitioners is not knowing the techniques of SF, but having the courage to relate to people differently: to stay curious rather than certain, to learn alongside others, and to hold onto a belief in their capacities when the surrounding culture pulls us towards deficits and blame.

Perhaps to be an “undercover solution-focused warrior” is simply to continue to practise these principles when the world around us points in another direction.

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The Slide

Seeing the connections

Sun, 11 Aug 2024 00:00:00 +0000

Netta Jakola

Synopsis

The diagram illustrates the interconnected relationship between three key aspects of sustainability: Environment, Economy, and Equity (or Social dimension).

Here’s a breakdown of the visual elements and their meanings:

Environment: This represents the natural world and is fundamental to sustainability. It emphasises the importance of preserving natural resources and minimising environmental impact.
Economy: This aspect focuses on the financial and economic factors that must be sustainable to support long-term prosperity and stability.
Equity/Social: This refers to social justice and fairness, ensuring that benefits and responsibilities are distributed equitably among all members of society.
Arrows: The arrows between each component indicate a two-way relationship, suggesting that each dimension influences and is influenced by the others.
Central Question: “Balance between dimensions?” This question at the centre of the diagram raises the critical point of how organisations can balance these three dimensions to achieve overall sustainability.

This diagram encapsulates the complex interplay between environmental integrity, economic health, and social equity, which organisations must harmonise to foster a sustainable future.

Intergenerational Communication

Thu, 11 Jul 2024 00:00:00 +0000

Peter-Rohrig

Synopsis

Peter Röhrig’s “Talking with your children” session centred on employing solution-focused (SF) techniques to enhance intergenerational communication about sustainability.

This informal conversation illuminated the importance of SF values in nurturing constructive dialogues between different age groups within families.

Key concepts discussed included ‘holding space’ for open conversations, actively listening to each other’s perspectives, and appreciating each other’s contributions. These practices help to build a shared understanding and co-construct a family reality that includes all voices.

Moreover, the session delved into practical SF methods practitioners can apply to help families articulate and align around a shared vision for the future, focusing on sustainability and reconciliation.

There was talk of taking small, manageable steps when engaging in conversations with children and highlighted how SF techniques, e.g. constructing conversations that focus on envisioning a desired future, can be powerful in bridging generational divides. By focusing on what has worked well so far and exploring how to expand on these successes, families are better equipped to navigate challenges and work together towards lasting reconciliation.

These strategies underscore SF’s adaptive and beneficial nature in creating meaningful and impactful intergenerational exchanges.

Stealth Solution Focus Practice

Thu, 11 Jul 2024 00:00:00 +0000

Andrew Gibson

Synopsis

Andrew Gibson’s open space session delved into innovative methods for integrating solution-focused approaches discreetly within various organisational contexts. Participants shared various strategies tailored to subtly foster positive change without overtly disrupting existing structures or workflows.

For example, Roy introduced the concept of “Guerrilla solution-focused practice,” which involves being solution-focused in meetings even if one is the only proponent of such methodologies. This approach includes thinking aloud in a solution-focused manner and maintaining a structured review process in meetings to ensure constructive outcomes.

Similarly, Wendy’s input revolved around identifying existing signs of solution-focused practice and amplifying them. Her tactics, such as asking “What do you want instead?” when facing complaints, aimed to shift conversations from problem-centric to solution-oriented.

The session also explored the broader implications of stealth solution-focused techniques on sustainable organisational development, aligning with the economic, social, and environmental aspects.

For instance, Ania’s approach to teaching how to lead crutial conversations through solution-focused strategies highlighted the potential for saving time and enhancing meeting efficacy, thus contributing to economic efficiency.

Robert’s method of engaging participants in role plays without explicitly labelling them as such encouraged more authentic interactions and learning experiences, potentially leading to better social cohesion within teams.

Furthermore, Bodil and Fania’s contributions exemplified how leaders could integrate solution-focused approaches seamlessly into ongoing projects and transformations, emphasising adaptability and continuous learning as key to environmental sustainability in a business context.

Overall, the session underscored the utility of solution-focused practices as tools for immediate problem-solving and long-term, sustainable organisational development strategies.

Sustainable Leadership Programmes

Sat, 06 Jul 2024 00:00:00 +0000

Ania Smolka

Synopsis

The open space session facilitated by Ania Smolka on designing ‘sustainable leadership’ programmes was an intensive exploration of ideas on integrating sustainability into leadership practices across various organisational layers. Ania asked three teams to consider the challenge and we show their outputs below. As well, one of the teams highlighted the concept of Regenerative Leadership (subtly different from Sustainable Leadership). Below, you can download a PDF article on the relationship between this concept and Solution Focus.

Output

Team 1

Team 1 focused on ideas for implementing sustainability through live projects within the organisation. Participants would be encouraged to select projects they feel can bring about meaningful change within the company.
Throughout a development period of 3 to 6 months, leaders would receive educational modules, coaching support, and regular check-ins to facilitate learning and application of sustainability principles. At the project’s conclusion, participants would present their outcomes to higher-level management, demonstrating their initiatives’ economic, environmental and social value.
The discussions also explored the crucial role of trainers in ensuring that sustainability principles were not only taught in leadership programmes but effectively integrated into these projects.

Team 2

Team 2 took a more conceptual approach, discussing the broader role of leadership in fostering a sustainable future by considering historical and contemporary contexts. They highlighted the importance of engaging younger members of the organisation, using interviews to gather fresh perspectives on sustainable practices and the importance of cyclic sustainability models (cradle to cradle).
The team advocated for a balance between innovation and tradition and promoted an experimental approach, where leaders are encouraged to test new ideas and share their experiences.

Team 3

Team 3 delved into the characteristics and actions of a sustainable leader, identifying them with the concept of “regenerative leadership” (see Appendix below). The team pondered practical actions that sustainable leaders could adopt, such as initiating each meeting with a sustainability-focused discussion.
They discussed strategies for embedding sustainable behaviour into existing projects and the broader organisational culture, emphasising the need for sustainability to be a core aspect of every decision and operation within the company.
The team also considered how sustainability education could be structured, recommending in-house courses that reflect and reinforce the company’s mission without altering its core objectives.

Conclusion and Article

This session underscored the necessity for leadership programmes to deeply integrate sustainability into all aspects of their curricula, leadership roles, and project management.
Ania Smolka facilitated discussions that led each team to identify actionable steps and theoretical frameworks that could help embed sustainability at multiple levels of an organisation.
The overarching message was clear - for organisations to truly embody sustainability within leadership programmes, it must be woven into the fabric of their operational and strategic frameworks, guided by informed and committed leadership.
You can read an article by the Editors on Regenerative Leadership and the Solution Focused Approach below.

Regenerative Leadership and the Solution Focused Approach

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The Loving Organisation

Thu, 20 Jun 2024 00:00:00 +0000

Haesun Moon

Synopsis

Haesun Moon’s “The Loving Organisation” session explored the profound impact of integrating love, expressed as empathy, compassion, and care, into the workplace. This session, inspired by the work of Apruv Gupta, MD, and Kristin Bodiford, Ph.D and grounded in Khalil Gibran’s quote, “Work is love made visible,” aimed to elucidate how such emotions can be a driving force in organisational settings, particularly in healthcare but applicable to other sectors as well.

During the workshop, Haesun guided participants through various prompts to reflect on their experiences and expressions of love in their work environments. They discussed how love has manifested in their actions, whether through small gestures or more significant acts of passion and advocacy for what they believe is right.

The session also focused on how organisational structures can facilitate or hinder the expression and experience of love at work. For example, participants considered how they might organise or re-organise workplace policies, priorities, and relationships to foster a loving and supportive environment.

The discussion then extended to the sustainability of organisations, where Haesun encouraged participants to connect the concept of love with the three pillars of sustainability: economic value, social impact, and environmental responsibility.

Participants explored how fostering a culture of love could lead to enhanced employee engagement and well-being, which in turn could boost productivity and economic performance. Socially, a loving organisation could improve job satisfaction, reduce turnover, and enhance the organisation’s reputation as a desirable workplace. Environmentally, a culture of care and respect could extend to more conscientious practices regarding resource use and sustainability initiatives.

By the session’s conclusion, there was a shared recognition that embedding love into the fabric of an organisation could transform typical work dynamics and contribute to a more sustainable business model. The participants left with reflective questions about the root causes of their care and passion and how they could harness these to infect others with this “love,” potentially leading to broader organisational and societal changes. The session underscored the idea that when love organises work, it enhances the immediate work environment and aligns with broader sustainable development goals.

How might we relate the workshop to Solution Focus?

The Solution Focus (SF) approach, centred on identifying and leveraging strengths and positive outcomes, aligns seamlessly with Haesun Moon’s “The Loving Organisation” session.

This session explored the transformative power of integrating love—expressed as empathy, compassion, and care—into workplace dynamics, echoing the core SF principle of focusing on solutions rather than problems.

In the workshop, participants engaged in reflective exercises to identify how love manifests in their work, whether through small gestures or significant advocacy, similar to the SF technique of exploring past successes and positive behaviours. This reflection on existing expressions of love helps participants recognise and amplify their strengths and fosters personal growth, inspiring and motivating them to create a more supportive and productive work environment.

The session’s exploration of how organisational structures can either facilitate or hinder the expression of love parallels the SF practice of identifying what works well and building on it. By considering how to reorganise workplace policies to foster a loving and supportive environment, participants can implement practical changes that enhance positive interactions and outcomes.

Connecting love with the three pillars of sustainability—economic value, social impact, and environmental responsibility—reflects the SF emphasis on the broader impact of positive changes. Participants discussed how a loving culture could enhance employee engagement, productivity, and well-being, demonstrating the approach’s focus on leveraging strengths for systemic improvements. Socially, this leads to higher job satisfaction and retention, while environmentally, it promotes conscientious practices.

Ultimately, the session concluded that embedding love into organisational practices can transform work dynamics and contribute to a sustainable business model, resonating with the SF belief that positive change in one area can ripple out to provide broader systemic benefits.

Participants left with actionable insights and reflective questions to harness their care and passion, aiming to infect others with this “love” and drive organisational and societal changes, embodying the SF principle of envisioning and working towards a desired future.

Inputs Prompts used in the workshop

Loving Organisation

(Referring to the work of Apruv Gupta, MD, and Kristin Bodiford)

Quote

“Work is love made visible.” by Khalil Gibran

Context

Healthcare organisations working with staff, patients, and families. But you can transpose it to other contexts.

Prompts Haesun used:

Experience of Love: How have you experienced “LOVE” (which you can reword as empathy, compassion, care, etc.) at the hospital (at work, at school, etc.)?
Expression of Love: How have you expressed “LOVE” at work? (It could show up as a small gesture, your passion, even arguing and defending for the right thing, etc.)
Enabling of Love: How does your work “organise” your love so it is easier to experience and express?
Envisioning of Love: Suppose this “love” of yours organises your work (calendar, priorities, bank accounts, relationships, etc.) regularly; what difference would that make? What differences would you and others notice?
Examples of Love: What examples have you already seen at work? What else? Who else might experience this?

Bonus prompts

What’s the root cause of this love? How come you care so much about this?
When did you first notice the symptoms of this love? How does it affect your day-to-day life (side effects)? What are some obvious symptoms and subtle symptoms?
Suppose more people get infected with this love…

Sustainable SF Organisations to Change the World

Sun, 05 May 2024 00:00:00 +0000

Paul Z Jackson

Synopsis

At the SOLWorld Unconference, ‘Exploring How Solution Focus creates sustainable organisations’, Paul Z Jackson led a session to explore what SF distinctively offers for treating organisations as sustainable entities that aim to persist and evolve. The outcomes of this exploration add to the more familiar idea of SF Projects, which merely conclude.

The group discussed organisations as living systems that adapt continuously to survive, challenging business paradigms that often prioritise quick profits and short-term political gains. The dialogue pointed out the dangers of such shortsightedness, suggesting that sustainability and adaptability are essential for long-term success and stability within the broader ecological and societal contexts.

The session also delved into the potential of Solution Focus (SF) approaches to address organisational and societal challenges. By championing a shared focus on desirable futures and what is already working, SF encourages people to take small, manageable steps towards progress, thus avoiding the pitfalls of oppositional attitudes or doom-laden predictions.

SF empowers individuals as experts in their own lives, which prompts a recognition of agency that may lead them to engage actively in broader political and social contexts.

Seeing human activities as part of a larger natural ecosystem advocates for a holistic approach that draws on historical precedents from long-lasting institutions like religions, empires, and ecological circles to foster sustainable practices in modern organisational settings.

Follow up article

We are delighted that the Unconference kick started further developments in the form of a blog article that Paul wrote on Embracing Sustainability. We have reproduced this below, adding a ‘map’ of the workshop output at the end of the article.

Article

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Creating a Company Wide Solution Focus Culture

Mon, 10 Jun 2024 00:00:00 +0000

Lance Fortner & Tara Gretton

Introduced by Tara Gretton

Lance Fortner’s voice and tone testify to his deep empathy and respect for others. The topic of schools, especially the challenges faced by children and young people, can be daunting. Yet, Lance’s approach is marked by a profound understanding of everyone he speaks about, a quality that shines through in his role as a solution-focused counsellor in a school in Heidelberg, Germany.

Lance’s presentation has so many aspects that will inspire you, whether you work in schools or not. Lance speaks to all organisations and how together, we can be ‘happy’ at work and have ‘happy clients’ by ‘creating a company-wide solution-focused culture’.

Lance speaks to the simplicity of change in a complex setting. You feel inspired that change is possible, that we can truly have ‘happier staff’, and that we can achieve this by ‘looking beyond the problem, by seeing capacity and potential’. When we focus on ‘skills’ , we have ‘happier staff’, which means ‘happier clients’; a simple concept, however, one that is profoundly important and needed.

Lance shares a story of a 15-year-old named Troy, who is facing challenges in school. During a problem-focused meeting, Lance asked Troy, “Who do you trust?” This simple question shifted the focus of the meeting from the problem to meaningful relationships, skills, and hope.

The above is just the tip of what Lance shares with you! His presentation is packed with gems of how to work collaboratively in schools and any organisation. Lance speaks of Ben Furman’s ‘Kid Skills’, how a skills focus can change the landscape of a school, and that it can involve all school staff and parents and trusted key people in the young person’s life.

It was music to my ears as a solution-focused practitioner in schools to hear Lance talk about how a ‘skills focus’ supports self-regulation and connection with others. And that what is important in a school is giving students ‘agency’; that they are the centre of ‘the wagon wheel’, where others move around them based on each student’s best hopes for change.

From my experience watching Lance, the written word does not do justice to the care, tenderness, and depth of knowledge and experience he shares. So, make yourself comfortable and prepare to be truly inspired as you watch Lance’s presentation.

Summary of talk

Lance Fortner, a whole school counsellor at Heidelberg International School, delivers a talk emphasising the significance of cultivating a positive organisational culture through solution-focused practices. Though he uses examples from his educational background, Lance continually relates his thinking to other types of organisations, ensuring everyone can benefit from his talk.

Lance reflects on how organisational teams perform better when they appreciate each other’s contributions, citing insights from Anina Wooley of Carnegie Mellon.

He introduces the concept of solution-focused practices by detailing his initial years at Heidelberg. By focusing on skill-building rather than problem behaviours, Lance and his colleagues were able to foster a more supportive and effective learning environment.

He illustrates this with two case studies: a 10-year-old boy who improved his academic performance through a research project on caffeine and a six-year-old girl who learned to manage her emotions with a meditation corner centred around her interest in the solar system.

Lance advocates adopting solution-focused approaches in various organisational settings, emphasising that focusing on strengths and capacities leads to better performance, collaboration, and overall satisfaction.

He concludes by highlighting the importance of empowering individuals to perform better, fostering a happier and more productive organisational culture. Through real-life examples and practical strategies, Lance demonstrates the transformative impact of solution-focused practices in educational and professional environments.

Download the slides and the slides with notes, below

Presentation slides & Presentation slides with notes

With thanks to SFiO financial contributors for enabling the recording and editing of this feature. To contribute. Click on the link in the yellow button above.

Three big SF questions

Sat, 16 May 2026 00:00:00 +0000

Mark McKergow & Anton Stellamans & Jonas Wells & John Teager

SFiO - Solution Focus in Organisations · 3 Big Solution Focus Questions

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Photo by Todd Quackenbush on Unsplash.

Introduction by John Teager

A very special and enduring bond was established when Anton Stellamans, Jonas Wells and Mark McKergow met, for the first time, at the SOL World Conference in Sweden in 2004. This opportune bringing together of philosophy, anthropology and rabid curiosity led to an immediate connection and a natural conversation on how Solution Focus, and the groundbreaking work of Steve de Shazer and Insoo Kim Berg, could be evolved and brought into organisations and society more widely.

The year 2002 had seen the publication of ‘The Solutions Focus: The SIMPLE Way to Positive Change’, which built on de Shazer’s and Berg’s concepts and introduced revolutionary yet practical alternatives to conventional wisdom on decision-making and problem solving. This treatise proved to be the catalyst at SOL World 2004 for not only an enduring friendship between Anton, Jonas and Mark, but for an enduring journey and exploration into the power of Solution Focus and its inherent worth.

Fast forward twenty years. Anton, Jonas and Mark are as present as ever and have become doyens of Solution Focus in organisational and societal contexts. Nothing delights them more than to continually seek out the Big Questions on Solution Focus, and to have enlightening conversations with new and seasoned practitioners on where Solution Focus practice is going, how it might better realise its power, and how, to the joy of many, it continues to inspire.

The recent global chapter meeting, hosted by SFiO and held online on 26 Apr 2026, featured Anton, Jonas and Mark as guests, included SF practitioners from across the globe, and captured one of those very conversations. This podcast brings you an abridged version of that amazing, thought-provoking, and inspiring conversation, featuring Jonas’s question and its exploration. Do listen to it and then after, perhaps, ask yourself the same final questions that were asked of those who participated:

What insights emerged for you?
How was your thinking stretched?
What might others notice you doing differently as a result of your involvement in this conversation?
Where would you like to go next?

If you share in the rabid curiosity of our doyens and other passionate SF folk for the future of SF in organisations and society, and you’d like to be a part of it, why not continue the journey by joining us at ‘SOLWorld University 2026’, being organised by SFiO and held at Land aan Zee, NL from Wednesday 14th October to Sunday 18th October - SOLWorld University 2026. You won’t be disappointed.

Cultivating stakeholder relationships

Fri, 16 Jan 2026 00:00:00 +0000

Stefan Kreil & Patricia Crazzolara

Watch on YouTube

Introduced by Eva Rampini

Smuggling solution focused ways of working into a company without them even noticing, is one of my favourite things to do when working as a project manager. This is why I really like the stakeholder relationship tool that Stefan Kreil has developed with input from many of his SF friends.

He uses a well-known project management tool, the stakeholder matrix, and adds a solution focused relationship sheet. And there you go: you get a tool to understand and cultivate your relationships with your stakeholders in a SF way.

Stefan presented his tool together with his colleague Patricia Crazzolara at the SF 24 HR global online conference in May 2024.

In this video they explain how they use the tool and how it has helped them to bring their projects to a success. They will walk you through:

the matrix plus the relationship sheet …
how they use the tool online …
a real life example …
how to build on existing good relationships …

Stefan’s usual projects, he says, are IT projects, “where thousands of people are somehow involved, but none of them say, how they can work together…, so this is how we usually start to try to find a way to cultivate this kind of relationship that is needed”.

Patricia explains why the tool is also helpful, if you are in a position with low visibility: “It’s about positive gossiping and about leveraging and identifying those people who can influence people that you … do not have that influence to”.

In essence the tool can be used to “identify those people who help you to be successful”, says Stefan.

Have a look yourself!