For an intervention to successfully fit, it is not necessary to have detailed knowledge of the complaint. It is not necessary even to be able to construct with any rigor how the trouble is maintained in order to prompt a solution. [ ] All that is necessary is that the person involved in a troublesome … Continued
Asking why will get the problem solved faster, in the short term. However, the problem and similar problems will come back to you, because you solved them. Asking ‘when’ will create progress with the team member and you; leading to learning.
Asking why may create a belief that the problem will be solved faster, and it may. It will be resolved faster because you are taking the accountability and authority away from the person who came to you for support. Asking a series of ‘what’ will help the progress of the person, team and you.
Part of sense-making is removing the perceived expert from your work and placing you, the expert, at the periphery of your work.
This article presents a high-level overview of the solution-focused coaching process and its key components. It includes examples that are intended to clarify situations where this method can be applied successfully.
When a significant other is part of the complaint shifting perspective to understand how the difference will impact them may cause a shift in pattern. Identifying how the difference will change their reaction allows a focus on external as opposed to internal change.
Often when we encounter a problem we think we need to discover the “why”. We need to dig and chase and determine just “why we have this problem?”
Chasing the why does not create a solution
Here are 6 steps to turn a problem into a solutions.
Our guilt and concern for what happened in the past may block progress to find a solution. The resolution of guilt Skeleton Key may be used to have the person determine what will be happening when this guilt is lessened or no longer exists. From this change in focus, new solutions may become evident.
New Location: We affiliate location with specific behaviors and roles. Our brain wants to make things simple by compartmentalizing what happens, how to act, how others may act within a location. This can be helpful / hurtful. Changing the location may be novel enough to change the discussion and therefore the behaviors and outcomes.
Minimal Change: Working together to create, notice, identify, assist in making the slightest change in the persons actions and perception. Once minimal change happens it may be the crack in the wall to create more change.