Fredrike Bannink
Abstract Rather than dwelling on the conflict, solution focused conflict management asks: what would you prefer instead of the conflict? The focus is on the preferred future of the team or organisation. Clients are considered capable of formulating their vision and of devising solutions that bring this hoped-for outcome closer. The expertise of the solution focused media- tor lies in asking questions which help clients in this respect and in motivating clients to change. Conversations become positive and shorter; ensuring that SF conflict management is also cost-effective.
Paul Z Jackson
Abstract Tate hired ‘The Solutions Focus’ for a departmental team- building. This article follows the design, delivery and results of the assignment.
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Paul Z Jackson
Abstract This article explores networks from a participant’s perspective. In particular, we have paid attention to the activities in global SF networking. The emerging ideas are primarily based on the results of a survey which, together with this paper, provided a backdrop for a workshop and discussion at the SOL International conference held in Bruges in May 2007.
SF pioneers Insoo Kim Berg and Steve de Shazer are reported to have been adamant that SF was an approach available to all, not something they owned or patented. Our study shows that, to this end, the community spirit of sharing and learning together is what many feel makes the SF commu- nity so special. The sharing concerns knowledge, resources, ideas, perspectives and experiences. Key findings emerging from the survey and discussion at the workshop were that this SF network is both useful, stimulating, enjoyable and valued by participants. Reflecting the SF practice of ‘asking the question’ and seeing ‘what emerges’ in the network has provided ideas for further investigation. It appears as if the networks we researched are primarily used for learning and social support. There is openness and a generosity in sharing that appears to be unique to the SF networks. The network responses to e-mail enquiries issued on the list surpass expectations and enable thinking “outside the box”, expanding the participants’ frame of mind. Finally, the opportunity for discourse across a global range of professional approaches and applications, cultures and social norms provides the very chal- lenge that most participants seem to value.
Carey Glass Kirsten Dierolf Ben-Furman
Abstract Dr Ben Furman is a psychiatrist, inspirational speaker and author from Finland. He is renowned for his practical adap- tations of the SF approach in different settings. In Kids’ Skills, people involved in the upbringing of children learn how to encourage children to develop the skills they need to overcome their difficulties. Together with his colleague Tapani Ahola, he created the Twin Star and Reteaming models as practical applications of SF in organisations. The first offers very practical suggestions on how to improve the psychosocial environment of the work place. The latter pres- ents concrete steps to motivate people to change. One characteristic of Ben Furman’s approach is the avoid- ance of blame storming. Talking about problems and what caused them quickly leads to accusations and excuses. These can be overcome by engaging in “solution talk”: talking about what you want instead of the problem and what can be done to get there. Another constant in his work is his inter- active perspective: “We work with teams even when we work with individuals.”
Jesper Hankovszky Christiansen
Introduced by Annie Bordeleau Clients asked Jesper H Christiansen to merge two teams that were in deep conflict with each other. The management had concluded that due to the team’s overlapping activities, it was essential they work together, once and for all. The management had tried this in the past, without success.
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Based in Lenzburg, Switzerland, Copenhagen, Denmark.
MBA Dr.rer.pol. Organisational consultant, mediator, coach, solution-focused trainer. Co-founder and associate of ConsultContor - Consulting and Coaching, Cologne, Germany. Teams and people in challenging leadership situations lie particularly close to the heart of the economic sociologist. In the context of his own professional experience as executive science manager, he supports them in overcoming blockages, resolving conflicts and successfully pursuing their goals. Qualifications as social scientist and organisational developer are the basis for his resource-oriented and solution-focused approach.