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The Solutions Focus: The SIMPLE Way To Positive Change Paperback – 7 Feb 2002

4.7 out of 5 stars 7 customer reviews

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Product details

  • Paperback: 258 pages
  • Publisher: Nicholas Brealey Publishing (7 Feb. 2002)
  • Language: English
  • ISBN-10: 1857882709
  • ISBN-13: 978-1857882704
  • Product Dimensions: 15.3 x 1.7 x 22.9 cm
  • Average Customer Review: 4.7 out of 5 stars  See all reviews (7 customer reviews)
  • Amazon Bestsellers Rank: 303,618 in Books (See Top 100 in Books)

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Review

"This book is both culture changing and life changing. The thinking that Mark and Paul present is in their own words 'SIMPLE'. And it is what they claim it to be but it is also profound. If we can learn to adopt this solutions-focused way of approaching everyday situations we will transform our work and our lives. The book is packed with thought- provoking case studies. I love it." -- Sue Knight, author of NLP At Work

"This innovative book could be the skeleton key that unlocks the solutions to many of your organisational,team or managerial problems. -- Training Journal

"This is the sort of book that managers and administrators will keep close at hand, regularly consulting it in dealing with the many challenges that face them. I recommend it to anyone interested in fostering positive organizational change." -- Gale Miller, Professor, Marquette University and consulting partner Solutions Behavioral Health Group


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Format: Paperback
This innovative book could be the skeleton key that unlocks the solutions to many of your organisational, team or managerial problems.
The authors effectively challenge the old paradigm of "cause and effect" as the best approach to problem solving, demonstrating instead a "theory of no theory" in which every case is treated on its merits. They draw on their
extensive experience as consultants and trainers in large companies in the UK and abroad, revealing an approach that has clearly proved inspirational to their clients.
In organisations, they argue, no problem happens all the time, so try focussing first on those times when things are going well. Do more of what you have identified that works, and see what happens.
People in organisations constantly rise to challenges, providing evidence of "counters" - gold-dust resources of cooperation, talents and corporate know-how, all of which can be tapped into when needed. Conversely, evidence of resistance to change can be a gift; a message that you have yet to find the best way to cooperate with colleagues.
They don't claim great originality, positioning their solutions approach with its roots in systems thinking, psychotherapy, patient care and family therapy. They have, however, drawn from their sources a simple model, creating a 'How To' book with enough flesh on the bones for you or me to use in teams or coaching scenarios. The reader is shown how to define solutions in ways to help move forward directly; spot helpful events and resources; and avoid major pitfalls on route.
The Solutions Focus is a big idea about small steps that maximise success: it's simple without being simplistic.
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Format: Paperback
More than 15 years ago, I picked up a copy of Getting to Yes by Roger Fisher and William Ury and was immediately excited by their ideas and the thought of applying these concepts in the field.
I felt the same attraction and enthusiasm while reading The Solutions Focus last month. The logic and ethics of the approach are refreshing and, unfortunately all too rare in the corporate world where I do most of my work. It makes so much sense to identify and work with what works. Also, I greatly admire the fact that an essential foundation of the approach is based on respect for the human being as a knowledgeable individual, who is capable of making intelligent changes, rather than a cog in a system to be manipulated and disdained for not embracing inherently irrational changes which are forced upon him.
Not only do I welcome working with this kind of positive energy but, I see time and time again that it actually does work. The kind of dialogue that SF fosters is constructive, rewarding and democratic.
In my work as an independent consultant in management, negotiation, creativity and intercultural issues, I have tapped somewhat similar methods of interaction. SF creates a wonderful coherent whole which I'm excited about applying..
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Format: Paperback
This great book presents a breakthrough approach to managing organisational change: the solutions focus. Briefly put, it works like this: first define your goals and then move directly toward them by focusing on finding out what works and doing more of that. If something does not work, stop doing it and try something else. (Notice: analysing problems is not part of this approach!) "Doing what works" sounds simple and it indeed is simple. Yet to practise it, you do need quite some skills and discipline. It can be especially hard to resist the temptation to go back to analysing problems.
This book is written in a very pleasant style. It is both practical and profound. It presents the principles of working solution focused very clearly and simply, yet it also goes into some backgrounds in a brief and to the point manner. The book provides helpful tools and interesting and very recognizable cases.
About 1½ years ago I coincidently heard about the success of the solution-focused approach in the field of psychotherapy (see for instance: 'Tales of Solutions by Insoo Kim Berg and Yvonne Dolan and 'Interviewing for Solutions' by Berg & De Jong). Ever since then, I have been trying to find ways apply the approach in my work as a management coach and consultant. Now, after 1½ years, I have experienced that it is a highly positive, pragmatic and effective approach which is highly applicable in the world of business. I am very pleased with this book. For me it is a great help in applying SF in organisations. I'll bet: if you read this book, you will start applying at least parts of what you have read.
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Format: Paperback
The authors give a good introduction to the application of solution focused therapy thinking in consultancy work, tying together a group of useful tools with a user friendly model. They make a convincing case for the approach they recommend (though in my case they were preaching to the converted anyway), and provide a handy tour of some of the key source material.
Some grumbles though. The exhortations to focus on 'solution talk' rather than 'problem talk' become a bit wearing after a while. There is also an irritating tendency to toss discussion of individual tools or background theory into the middle of chapters on unrelated aspects of the model, or follow them with examples that are not entirely to the point. And although the authors acknowledge the common ground with Appreciative Inquiry (Ai), they rather airily give the impression that Ai is unduly concerned with 'changing the world', when in fact the common principles behind the two models are apparent throughout much of the book.
But to conclude in 'solution mode', I like the accent on solution-orientated consultancy that builds on the existing culture of a group or organisation rather than overtly attempting to change it. Overall this is a highly readable addition to the growing body of work in this field.
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