“People need to be able to hope, to engage in the process of change.” Evan George, BRIEF (UK)
There is anecdotal evidence, about Steve de Shazer saying that ‘progress’ was the most important word in the Solution-Focused approach. To identify progress means to notice signs which show that (some of) what is happening fits with clients’ desired outcome. This reinforces the invested effort. It’s worth asking about the exact ways people contributed to the observed progress; in response, we receive descriptions of resources and specific ways of doing things, which we recognise and reinforce, too.
I love finding and developing new activities and also get great satisfaction from the efficiency and emergent nature of tweaking classic activities to apply to a given topic. This session shares some examples of both, and how we’ve used them to meet specific needs and to illustrate specific SF concepts in our work with clients on their leadership and team programmes.
Here are four reasons why you might enjoy watching this session:
Haesun Moon and kendra-reddy
A BRIEF DESCRIPTION OF THE SESSION Frequently asked questions (FAQ) from our executives have intrigued brilliant conversations as they are often on a quest to “make” positive differences in their life for themselves and others. We respond to many of the quests with a simple navigator called Dialogic Orientation Quadrant (DOQ) and you will be able to apply the tool immediately in your next dialogue.
Video of the session
In 2013 the organising team of the SOLWorld conference in Bad Pyrmont Germany (Annie Bordeleau, John Brooker, Christoph Papst, Anton Stellamans and Penny West), introduced a new concept for the conference, the SOLTalk. ‘Borrowed’ from the TedTalk concept, the talks were immediately successful and have run ever since at SOLWorld conferences.
The talks have been videod since 2013, sponsored first by SFCT and since the closure of SFCT, by SFiO Contributors.
Introduction In the previous issue of InterAction Sofie Geisler was discussing how solution focus works on a large scale and in thinking big. That has been my key interest also for years, since aside of my long-term work as a solution focused coach and trainer of the SF approach, I have all the time had another professional life as a civil servant. My daily work keeps me curious of how a solution focus can be applied in transforming large organisations, or even networks of organisations, like the public sector as whole.
Book Review by Anton Stellamans Author - Wendy Van den Bulck - Equoia, 92 pp, ISBN 978-94-63883-85-6, 2019
Wendy Van den Bulck is a familiar face for many of us who attend SOLWorld conferences and summer retreats. We all know how passionately she can talk about her life with her 10 horses and how much wisdom she received from working with them. She has been working as a coach, trainer and consultant since 2010.
Daniel Meier, Elvira Kalmár, Attila Molnàr, roy-mariott, Ralph Miarka& Veronika Jungwirth
This conference was beautifully organised by an agile team who succeeded in moving locations at the last minute and still creating the space for amazing conversations and ideas to emerge. In this series, you will find articles, videos, interviews and presentations exploring different perspectives on how SF and Agile compliment each other in project work, team work and much more.
Mark McKergow,Chris Iveson & Susanne Burgstaller
In a VUCA world, organisations are challenged to significantly increase their pace of change. To bring about profound transformations in organisations, leaders and coaches need to apply state-of-the-art “social technologies”. Solution Focus provides such an effective “social technology”. Leaders and coaches must apply state-of-the-art “social technologies” to effect profound organisational transformations. Solution Focus (SF)provides such an effective “social technology”.
What do solution focused change coaches and leaders need to do to reap these benefits and trigger a profound transformation?
Being a leader in these times isn’t easy – it is complex, ambiguous and demanding Leaders need advanced leadership skills and support on how to deal with their daily leadership challenges. Still, they also need to develop higher levels of leadership awareness and consciousness along the way. These levels are often not developed alone or in isolation, involving a much longer term professional and personal learning journey that can extend over many years.