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.
New Expectations: With a Dire Predication of the Future & Utopian Expectations the current view of a solution may be steeped within a resistance loop. Perhaps, co-creating a slightly different expectation of what works may cause change to break a pattern.
Working to be observant of times the complaint is not happening. No complaint is extreme at all times. The belief is that you know & may be overlooking or ignoring times when things are working. Exceptions frequently go unnoticed & the situation plus actions that made a difference are overlooked because they seem too small or slow.
For each complaint a Skeleton Key may be most appropriate.
Most of the management and employee coaching problems that are work related can be solved through Solution-Focused (SF) coaching. As you continue to practice the SF tools you may realize that we all view situations in different ways. This difference can be powerful and helpful.
Achievement and recognition are the strongest motivators of people completing great work and continually improving their work.
Once Workable Goals are established by the person who desires the change can trust teamwork and progress happen.
I was interviewed by Alan Kay on how to apply solution focus sustainably in organizations.
At the end of day 3 we were all losing patience and we felt it was hopeless…so I tried the following version of the Miracle Question.