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Solutions Focus, The: Making Coaching and Change S.I.M.P.L.E.

Book Description

When you need to discover what works in the workplace, The Solutions Focus: Making Coaching and Change SIMPLE offers a powerful yet subtle way to foster positive change. With this revolutionary and practical alternative to traditional problem solving, you can learn how to envision your desired future and move swiftly toward it. The Solutions Focus details the SIMPLE plan and a unique way of working that fosters customized and organization-specific solutions for every problem. Radically pragmatic and proven in many fields, this method goes to the heart of what works for people, teams and organizations. This second updated and extended edition provides an enhanced focus on coaching and offers fascinating and wide-ranging new case studies that illustrate how these ideas are being applied in organizations worldwide, from television companies to government agencies to individual teams. The authors show you how to identify what is working in your organization and how to amplify it by focusing on what is possible rather than what isn’t. The basic principles are simple: identify what works and do more of it, and stop doing what doesṉt work and try something different. Packed with field-tested tools, exercises and case examples, The Solutions Focus will interest anyone who wants practical, innovative workplace solutions for doing more with less. Visit the Solutions Focus website at www.thesolutionsfocus.com.

Table of Contents

  1. Cover Page
  2. Title Page
  3. Copyright Page
  4. Contents
  5. Preface to the Second Edition
  6. 1 Small Changes—and a Big Idea
    1. Problem focus or solutions focus?
    2. The Solutions Focus model
    3. Benefits of the Solutions Focus
    4. Ways to use the Solutions Focus
    5. A theory of no theory
    6. Your own solutions
  7. 2 Staying Simple
    1. The power of simplicity
    2. Change the doing or change the viewing
    3. Introducing the solutions tools
    4. Many routes to success
    5. Strategy, tactics and pitfalls
  8. 3 Solutions not Problems
    1. Problem talk and solution talk
    2. Amplifying useful change
    3. Potential pitfalls: Too much problem talk
      1. No customer for change
      2. Trying to solve an “unsolvable” problem
  9. 4 Inbetween—The Action Is in the Interaction
    1. Systems thinking
    2. Systems synthesis: The interactional view
    3. Organizations as interactional systems
    4. Potential pitfall: Finding the “cause” of the problem
    5. Behavior emerges unpredictably
    6. Potential pitfall: Whose fault is it anyway?
  10. 5 Make Use of What’s There
    1. Everything is a useful gift
    2. Counters
    3. When does the situation—or part of it—happen already?
    4. Making use of skills and resources
    5. Potential pitfall: Focusing on deficits
    6. Build cooperation—or expect resistance
    7. Potential pitfall: Expecting “resistance to change”
  11. 6 Possibilities—Past, Present and Future
    1. Possibilities are central to progress
    2. Possibilities from the past
    3. Potential pitfall: Accusatory explanations
    4. Possibilities present
    5. Affirming and offering compliments
    6. Resources
    7. Potential pitfall: Using unresourceful words
    8. Future possibilities
    9. Potential pitfall: Explanations with no way forward
  12. 7 Language—Simply Said
    1. Words matter
    2. Potential pitfall: Bewitched by words
    3. Scaling
    4. Potential pitfalls: Words are personal
      1. Words are not the world
  13. 8 Every Case Is Different
    1. Finding enough fit
    2. Small actions
    3. After the small steps—finding more counters
    4. Potential pitfalls: Applying ill-fitting theories
      1. “Knowing” too much
      2. Relying on “experts”
      3. Acting “solution forced,” not solution focused
  14. 9 The Complete Toolkit
    1. Reviewing the tools
    2. All the tools in action
    3. Practical applications
  15. 10 Coaching Solutions
    1. Meet OSKAR
    2. A coaching conversation
    3. The role of the coach—optimism and pessimism
  16. 11 Managers Coach Their People to Solutions
    1. Coaching for excellence, not for punishment
    2. Taking solutions-focused coaching into training programs
    3. Introducing a coaching program to an organization
    4. How much expertise does the coach need in the performer’s topic?
    5. Contrasting internal managers with external coaches
    6. Deft use of the coaching tools
    7. What the organization needs to consider when introducing coaching
  17. 12 Team Coaching
    1. What’s your role in the team?
    2. Working with teams
    3. Platform with teams
    4. Future perfect with teams
    5. Scaling with teams
    6. Counters with teams
    7. Affirms with teams
    8. Small actions with teams
    9. Guerrilla SF
    10. Celebrating success—what’s better and why?
    11. Applying Simple principles to coaching
  18. 13 Organizational Solutions
    1. Consulting models
    2. Finding what’s working in organizations—every case is different
    3. Growing and expanding businesses
    4. Building solutions between organizations in conflict
    5. Positive deviance
    6. More ways to find counters in organizations
    7. Toward the solutions-focused organization?
    8. Conclusions
  19. 14 The Solutions Artist and Scientist
    1. The solutions artist
    2. The solutions scientist
    3. Keep on keeping on
    4. And finally…
  20. 15 How We Reached Here
    1. Anthropology and systems
    2. The Mental Research Institute
    3. From problem to solution
    4. Mark McKergow
    5. Paul Z Jackson
  21. Acknowledgments
  22. References
  23. Bibliography
  24. Index
  25. About the Authors