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.
Introduced by Carey Glass This article is short yet packs much thoughtful punch. It provides two practical tools for use in large scale change.
The first tool is a spin-off from the concept of an SF scale. It represents hierarchical organisations as a ladder to enable thinking about interactions from all perspectives; the broad perspective of leadership to the coalface perspective of staff.
The second is an elegant way of mapping the continuum and need for organisational stability, or change, against the level of environmental uncertainty.
21 #ratkes vinkkiä #koronan keskelle - Tästä se lähtee Kiitos Lari Karreinen Heli Reinivuo & muut Solution Focus in Organisations (SFiO) Suomi Finland kollegat ihanasta ideasta ja sen nopeasta käytäntöön viemisestä❣️ Vaihtoehto jaksaa, jaksaa -puheelle
It has been a tiring corona year for many and the crises continues. In order to provide a SF alternative to the present public discussion of ‘hang on and hold out’ tone, we publish in four social media chanels one SF question a day.
SF Group Supervision: The group consisted of four participants working in a three-year project dealing with Social and Health Care. Solution Focused supervision was especially ordered for the last year of the project to support project implementation and assessment, goal achievement as well as strengthening the team before the end of the project.
About 30 employees of six different nursing homes took part in three sessions in a process that was arranged by a local social development company. The aim was to enhance the communication between the employees and the volunteers.
HRD-Team development process
The piece of work was carried out with a small HRD-team in a public organization. The aim of the process was to support change process of the team. The process lasted for six months including five half of a day workshops.
From Degradation to Fame
This coaching was special to me as a coach, because the customer’s goal for the coaching was to survive from a devastating degradation she had recently experienced as a middle manager in a public service work place.