Effects of solution focused leadership training on productivity and behaviour

Urban-Norling

Abstract

The training, designed and performed by Björn Johansson and Urban Norling, was performed over 6 training days with 3 half day follow-up and coaching sessions from the end of January until the end of April 2005. In summary, the results were that the SF leadership training carried out in the production plant effected significant improvements on the level of leadership behaviour as well as on the level of hard facts like productivity. The essence of the training program in its design was based upon the basic principles of SF:

• Find what works and do more of it

• If it does not work – do something different

• If it is not broken – do not try to fix it (you may break it)

• If it goes too slow – slow down

Our main intentions as trainers were to “keep it simple” and stick to these basic principles. We also had the intention to be observant and responsive when we got new ideas, and to discuss these ideas along the way in order to make use of valuable and exciting insights. In our view, taking good care of upcoming thoughts and ideas would give us a good base for creating and developing new instruments along the way. In addition to the basic SF principles according to Steve de Shazer, we used Jackson & McKergow (2002) and our own SF tools, the learning cycle, the MOP scale and the WYYSH line (McKergow & Clarke (2007))

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