Lueger / Korn Solution-Focused Management

1. Auflage 2006
ISBN: 978-3-86618-098-7
Verlag: Rainer Hampp Verlag
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 470 Seiten

The Solution-Focused Approach developed by Steve de Shazer and Insoo Kim Berg has been well established across many areas of society. In this book, the practical uses of solution-focused work in companies and management are shown. By means of conceptual contributions, as well as many case studies and projects in practice, current developments in Leadership, Marketing and Sales, Project Management, Work Design, Human Resources, Organisational Development and Learning, Training and Coaching, as well as Conflict Management are described. In addition, we also present empirical studies on the effect of solution-focused work in enterprises.

The Authors

Günter Lueger looks for opportunities to do things in management differently. He specialises in designing and redesigning management instruments and paper work in companies in a solution-focused way. Innovations include Solution Focused Rating (SFR) and Solution-focused Management Instruments, like FMT, which allow more appreciative assessments and analysis in organisations (www.solutionmanagement.net, www.fit-management.at).

Hans-Peter Korn started to work as a scientist (PhD) in nuclear physics. He was then active in line- and project-management on different levels in power plant engineering, the financial industries, air transport industries and software engineering. Fascinated with systemic and solution-focused management in theory and practice, he started his own business as an OD- and PD-consultant (www.korn.ch).

Keywords: solution-focused approach, solution-focused management, solution orientation, consulting, coaching, change management

Autoren/Hrsg.

Lueger, Günter

Korn, Hans-Peter

Inhaltsverzeichnis

1;Preface;6
2;Contents;8
3;Introduction;12
3.1;Solution-Focused Management: Towards a Theory of Positive Differences;12
3.1.1;Summary;12
3.1.2;A concept spreads in the world of consulting and management;12
3.1.3;Towards a Theory of Positive Differences;13
3.1.4;The Principle of “Finding Differences” – what is different when it works?;14
3.1.5;The Interactional View;17
3.1.6;Social Construction of Meaning;20
3.1.7;Solution-Focused Management;20
3.1.8;REFERENCES;24
4;Principles of Solution-Focused Work in Management and Organisations;26
4.1;Steve de Shazer – a Different Kind of Cleverness;28
4.2;Constructing the Roots of Solution-Focused Practices;30
4.2.1;Summary;30
4.2.2;Becoming a both/and practitioner;31
4.2.3;Complex response processes;32
4.2.4;Conclusions;36
4.2.5;REFERENCES;36
4.3;“SF-Topology”: mapping manageable solution components & contexts–;38
4.3.1;Summary:;38
4.3.2;Maps of maps and territories–;38
4.3.3;What’s “a solution”? The linear parts –;39
4.3.4;Model Questions (for the linear part);41
4.3.5;Multiple causes and effects;42
4.3.6;Solutions - the reciprocal part –;43
4.3.7;Towards the core topology: combining the parts –;45
4.3.8;CORFU-questions;47
4.3.9;Some examples of applications:;47
4.3.10;Possible extensions of the model:;48
4.3.11;Conclusion;49
4.3.12;REFERENCES;50
4.4;Solution-Focused Transverbality: How to keep the Essence of the Solution-Focused Approach by extending it;52
4.4.1;Summary:;52
4.4.2;I ];52
4.4.3;II ];53
4.4.4;III ];53
4.4.5;IV ];54
4.4.6;V ];55
4.4.7;VI ];55
4.4.8;VII ];55
4.4.9;VIII ];57
4.4.10;IX ];58
4.4.11;X ];58
4.4.12;XI ];58
4.4.13;XII ];59
4.4.14;XIII ];62
4.4.15;REFERENCES:;63
4.5;Creating Attraction – Is there a hidden secret in the miracle question?;66
4.5.1;Summary;66
4.5.2;1. Establishing attraction: Creating a preferred future by distinguishing outcome, effects and benefits.;66
4.5.3;2. Experiencing attraction: discovering our own influence and impact;69
4.5.4;3. The fuel of attraction: creating and maintaining positive” states of minds”;70
4.5.5;4. Creating and maintaining a big attractive picture: bringing( a new) “sense” into our lives;70
4.5.6;REFERENCES;71
4.6;Solution-Focused Situation Management: Finding Cooperation Quickly;72
4.6.1;Summary;72
4.6.2;Introduction;72
4.6.3;Method;73
4.6.4;Ask for a behavioural description:;74
4.6.5;Discussion;75
4.6.6;Practical exercise;77
4.6.7;REFERENCES;77
4.7;If it doesn’t work, be someone else!;78
4.7.1;Summary;78
4.7.2;The background;78
4.7.3;The Be-Do-Have Model;79
4.7.4;The practical part;82
4.7.5;Conclusion;85
4.7.6;REFERENCES;85
4.8;Learning how to act simply in complex situations;86
4.8.1;Summary;86
4.8.2;Introduction;86
4.8.3;Simplicity;86
4.8.4;How is simplicity useful – to managers?;87
4.8.5;Simplicity and Solutions Focus;87
4.8.6;Simplicity in action;88
4.8.7;How to be simple;89
4.8.8;Conveying simplicity;90
4.8.9;A functionalist perspective;91
4.8.10;Staying focused on what’s wanted;92
4.8.11;A linguistic perspective;92
4.8.12;Our workshop;93
4.8.13;REFERENCES;93
4.9;Creating Comfort Places in Discomfort Situations;94
4.9.1;Introduction;94
4.9.2;REFERENCES:;97
5;Research on Effects of Solution-Focused Work in Organisations;98
5.1;Effects of SF training on productivity and leadership behaviour;100
5.1.1;Introduction;100
5.1.2;Evaluation and solution-focused training approach;100
5.1.3;Training goals;101
5.1.4;Structure and timetable of the leadership training and evaluation instruments;101
5.1.5;Results of the evaluation study;102
5.1.6;Conclusion;108
5.1.7;REFERENCES;108
5.2;Solution-Focused leadership: The range between theory and practical application;110
5.2.1;Summary;110
5.2.2;The claim to work in a solution-focused manner;110
5.2.3;Description of solution-focused leadership (in literature).;111
5.2.4;The initial Pilot Study;113
5.2.5;How managers describe solution focus;113
5.2.6;Where solution orientation shows up;114
5.2.7;Results of the observations;115
5.2.8;Conclusions;118
5.2.9;REFERENCES;119
5.2.10;Appendix 1:;120
5.2.11;Observation manual;120
5.2.12;Appendix 2: Overview of the observation results;121
6;Solution-Focused Leadership;132
6.1;Solution-Focused Leadership through Appreciation;134
6.1.1;Introduction;134
6.1.2;The SF-Approach;135
6.1.3;To give and to receive appreciation;138
6.1.4;Different forms of appreciation;139
6.1.5;Appreciation in human evolution;141
6.1.6;REFERENCES;144
6.2;"Dancing with your boss” – A Solution-Focused Management Development Program;146
6.2.1;Summary;146
6.2.2;The title;146
6.2.3;To get the job;146
6.2.4;Reflection on my presentation;147
6.2.5;The expectations from the Management Team;148
6.2.6;Preparation on the training;149
6.2.7;The program;149
6.2.8;The program for the first module: “Learning how to learn”;149
6.2.9;The program for the second module: Solution-Focused approach of;150
6.2.10;management and coaching;150
6.2.11;The pilot;152
6.2.12;Evaluation scores including all the groups;152
6.2.13;Conclusions;152
6.2.14;REFERENCES;156
6.3;Advanced training for basic leadership skills;158
6.3.1;Introduction;158
6.3.2;More leadership and less management;158
6.3.3;Stimulation by acknowledgement;161
6.3.4;Stimulation by asking good questions;161
6.3.5;Types of questions;162
6.3.6;Examples;163
6.3.7;Stipulating by feedback and sharing responsibility;163
6.3.8;Solution-Focused leadership training;164
6.3.9;Conclusion: Advanced training methods for basic leadership skills;165
6.3.10;REFERENCES;166
7;Marketing and Sales;168
7.1;Meanings affect the heart – SF questions and heart coherence;122
7.1.1;Summary;122
7.1.2;Introduction;122
7.1.3;“Emotion”;122
7.1.4;Heart Rate Variability;123
7.1.5;HRV and emotion;123
7.1.6;The Heart/Brain System;125
7.1.7;Arousal vs relaxation;125
7.1.8;The HeartMath method;127
7.1.9;Heart Coherence and Solutions Talk;128
7.1.10;Conclusions;130
7.1.11;REFERENCES;130
7.2;The Use of Solutions Focus in Branded Customer Experience Implementation;170
7.2.1;Introduction;170
7.2.2;Devolving decision making to the front line;171
7.2.3;Solutions Focus and amplifying change processes;173
7.2.4;Solution Focus and the Roundtable;174
7.2.5;Solution Focus and Implementing Change;174
7.2.6;Solutions Focus and business goals;175
7.2.7;Solutions Focus and building on existing capabilities;176
7.2.8;Solutions Focus and follow-through;177
7.2.9;Conclusion;178
7.2.10;REFERENCES;179
7.3;Staging of Strategic Solutions for the Future Business;180
7.3.1;Summary;180
7.3.2;A SolutionStage "live experience" for Consultants and Trainer;181
7.3.3;The Backstage of the "SolutionStage";182
7.3.4;Business Case: Using "SolutionStage" for developing a strategy in a big IT company;189
7.3.5;Conclusion;193
7.3.6;REFERENCES;194
7.4;Solution-Focused Improvement of the Customer Segmentation Process1;196
7.4.1;The Approach;197
7.4.2;The Implementation Struggle;198
7.4.3;Marketing Sales Management;198
7.4.4;Official Goals;198
7.4.5;Hidden Agenda;198
7.4.6;The Solution;199
7.4.7;Helpful Meetings;200
7.4.8;Key SF Learnings;202
7.4.9;Conclusion;202
7.4.10;REFERENCES;203
7.5;Using Solutions Focus in an Effective Sales and Influencing Process;204
7.5.1;Summary;204
7.5.2;Client Briefing;204
7.5.3;Workshop Format;205
7.5.4;Building Rapport;207
7.5.5;Success in Selling;208
7.5.6;More “Small Steps”;209
7.5.7;Interaction with Clients;210
7.5.8;Conclusion;210
7.5.9;REFERENCES;210
8;Human Resource Management;212
8.1;Solution-Focused Assessment: New Ways of Developing HRInstruments;214
8.1.1;Summary;214
8.1.2;Effects of HR instruments;215
8.1.3;The creation of a "non-changeability trance" through traditional HR instruments;216
8.1.4;Solution-Focused Assessment;218
8.1.5;Standardised HR instruments;219
8.1.6;Assessment criteria – a different use of language;221
8.1.7;Qualitative instruments;222
8.1.8;Process-oriented assessments;222
8.1.9;Summary;223
8.1.10;REFERENCES;223
8.2;Making performance rating relevant, informative and meaningful;224
8.2.1;Abstract;224
8.2.2;Background;224
8.2.3;Solution-focused rating;225
8.2.4;Solution-focused rating – the supervisor’s perspective;227
8.2.5;Fairness, or how to be "objective“;228
8.2.6;Fear of conflict and/or communication breakdown;228
8.2.7;Disappointed expectations;229
8.2.8;Solution-focused rating – the employee’s perspective;229
8.2.9;Employee self-assessment;230
8.2.10;A useful frame;231
8.2.11;Other benefits;232
8.2.12;Conclusion;233
8.2.13;REFERENCES;233
8.3;How Solution Focus can improve recruiting processes;234
8.3.1;Summary;234
8.3.2;Aim;234
8.3.3;Method;234
8.3.4;The problem;235
8.3.5;Interviews;235
8.3.6;Workshop;238
8.3.7;Participants evaluation;240
8.3.8;Final comment;241
8.3.9;REFERENCES;241
9;Solution Focus in Organisational Development;242
9.1;Organisational Consulting as a Field for the Solution-Focused Approach;244
9.1.1;Models in the helping professions and the contribution of the Solution-Focused approach;245
9.1.2;The development of organisational consulting;247
9.1.3;REFERENCES:;250
9.2;“5 to 1”: Systemic Solution-focused Change Management;252
9.2.1;Introduction;252
9.2.2;“5 to 1”: Initial Situation;252
9.2.3;Excursus “The Logic of Solution-focused Consulting”;254
9.2.4;Project-specific Application of the Solution-focused Logic;257
9.2.5;Primary Intervention: Some Basic Thoughts on the Conduction of Individual;258
9.2.6;Interviews;258
9.2.7;Example of a Solution-focused Workshop Design;262
9.2.8;Conclusion;265
9.2.9;Outlook;266
9.2.10;REFERENCES;266
9.3;Initiating Organisational Development;268
9.3.1;Summary;268
9.3.2;Background;268
9.3.3;Useful strategies of implementation: The development;269
9.3.4;Development of useful strategies of implementation: The result;270
9.3.5;A tool to support organisational change;273
9.3.6;Conclusion;275
9.3.7;REFERENCES;276
9.4;Management’s Role in Building SF-Programs;278
9.4.1;Summary;278
9.4.2;Context for Solution-Focused Work in Child Welfare;278
9.4.3;Overview of Sample;279
9.4.4;Agency A;279
9.4.5;Agency B;281
9.4.6;Agency C;283
9.4.7;Recommendations: Community-at-Large;284
9.4.8;Recommendations: Funding/Regulating Bodies;284
9.4.9;Recommendations: Internal Staff;285
9.4.10;Summary;285
9.4.11;REFERENCES;285
9.5;Designing Resource-Oriented Learning Architectures;288
9.5.1;Summary;288
9.5.2;Introduction;288
9.5.3;SF Learning Principles;289
9.5.4;SF Learning Cycles;291
9.5.5;Pre-course learning;292
9.5.6;Self-Assessment and Preparation;293
9.5.7;Contracting / Goal Negotiation;293
9.5.8;Introduction to Training Units;294
9.5.9;Use of Scaling in Training Units;294
9.5.10;SF Case work;295
9.5.11;Conclusion;296
9.5.12;REFERENCES;296
9.6;The Formula for Resourceful Evaluation of Training and Coaching;298
9.6.1;Summary;298
9.6.2;An attempt to explain “attention” and why it is so important where you focus it;299
9.6.3;Guiding people’s attention to where it is most beneficial;299
9.6.4;Evaluation as a valuation of what is already there in the everyday environment;300
9.6.5;of the learner;300
9.6.6;Asking helpful questions;301
9.6.7;Guideline for an ideal evaluation process;302
9.6.8;Preparation and pre-evaluation;302
9.6.9;Review during the process:;304
9.6.10;Post-evaluation:;305
9.6.11;Conclusion:;305
9.6.12;REFERENCES;306
9.7;Solution-Focused Error Management;308
9.7.1;Summary;308
9.7.2;Introduction;308
9.7.3;Solution-Focused Approach in Error Management;310
9.7.4;Conclusion;314
9.7.5;REFERENCES;316
9.8;Using SF to accelerate a performance and development culture;318
9.8.1;Summary;318
9.8.2;Context;318
9.8.3;Key Initiatives;319
9.8.4;How we approached these initiatives;320
9.8.5;Applying SF and the ripple effect in each initiative;320
9.8.6;Avoid tick list Self-sufficiency Staff satisfaction;321
9.8.7;Evidence of the interactions spreading – the ripple effect in action;322
9.8.8;Conclusions;324
9.8.9;REFERENCES;324
9.8.10;Appendix A: Speed-coaching activity and briefing;325
9.9;SF-Conflict Management and Conflict Consulting in Organisations;328
9.9.1;Introduction;328
9.9.2;A solution-focused approach to conflicts;328
9.9.3;Solution-focused conflict consulting in companies;328
9.9.4;Case study;330
9.9.5;Summary;334
9.9.6;REFERENCES:;335
9.10;The SySt-Model of the Solution Focus;336
9.10.1;An example of a Solution Geometric Interview with conflict parties in an organisation;336
9.10.2;Summary:;336
9.10.3;The SySt-Model;336
9.10.4;The SySt-Model of the Solution Focus: Solution-Focused SySt;338
9.10.5;What are the criteria of the solution focus?;341
9.10.6;Case Example: A Situation of Stalemate within an Organisation;345
9.10.7;Conclusions;348
9.10.8;REFERENCES:;349
9.11;Solution-Focused Peace Building;350
9.11.1;Introduction;350
9.11.2;How I learnt to stop worrying and love conflicts;350
9.11.3;Conflicts in Northern Ireland;351
9.11.4;Kosovo;352
9.11.5;Actionable knowledge;352
9.11.6;Solution-Focused Peace Building in Antwerp – Belgium;353
9.11.7;Democratic Republic of Congo;353
9.11.8;Conclusion;354
9.11.9;REFERENCES;354
10;Project Management;356
10.1;The role of SF within complex change projects - ‘Coachulting’;358
10.1.1;Introduction;358
10.1.2;Why do IT-related or complex projects fail?;359
10.1.3;At what levels to coach a crew for the race?;360
10.1.4;How can change be smooth and efficient?;361
10.1.5;Unfreezing – Initialise/Concept-Phase;362
10.1.6;Coaching;362
10.1.7;Moving / Mobilise & Realise-Phase;364
10.1.8;Consulting;364
10.1.9;Refreezing / Stabilise-Phase;364
10.1.10;on the job Training;364
10.1.11;Conclusion;365
10.1.12;REFERENCES;366
10.2;Turning clients into customers for change - the art of platform building;368
10.2.1;Summary;368
10.2.2;The Platform Tool;368
10.2.3;Building the Platform;369
10.2.4;Platform Building in Practice – A Case Study;370
10.2.5;Conclusion;373
10.2.6;REFERENCES;373
10.3;Solution-Focused Work and Systemic Structural Constellations (SySt) for lasting solutions in complex projects;374
10.3.1;Summary;374
10.3.2;1. Project management methods have their limits;374
10.3.3;2. Prodyn: a model for integrative use of solution-focused approach and;375
10.3.4;Systemic Structural Constellations (SySt) in complex projects;375
10.3.5;3. What are the special benefits of Systemic Structural Constellations (SySt) in;376
10.3.6;project organizations?;376
10.3.7;4. Accompanying the project through the whole process: essential factors for;376
10.3.8;lasting benefits;376
10.3.9;5. How we combine Solution-Focused elements with Systemic Structural;378
10.3.10;Constellations (SySt);378
10.3.11;6. Specific conditions for working with SySt in organizations - What helps to;379
10.3.12;build trust?;379
10.3.13;Conclusions;380
10.3.14;REFERENCES;381
10.4;Aligning Large Multi-Cultural Teams Performance With A Solutions Focused Approach;382
10.4.1;Summary;382
10.4.2;What is alignment?;382
10.4.3;Applying the performance process;385
10.4.4;not;389
10.4.5;Performance Alignment - development experience;393
10.4.6;Conclusion;393
10.4.7;REFERENCES;393
10.5;SF-Lean Management in Offices: How to speed up and improve your Office Work;396
10.5.1;Summary;396
10.5.2;Digging for Treasures;396
10.5.3;The Seven Office Pitfalls;397
10.5.4;Background Information: Lean Management and Kaizen;398
10.5.5;Principles of Solution Focus;398
10.5.6;Core Questions of Solution-Focused Action;400
10.5.7;Reaping the Benefits of Solution-Focused Lean Management;400
10.5.8;Motivational Aspects: Self-Responsibility and Leadership;401
10.5.9;How to Speed up and Improve Office Work;401
10.5.10;Conclusion;404
10.5.11;REFERENCES;404
10.6;When Profit-Ability-Teams Outmatch the Business Process Back in Business with Solution Focus;406
10.6.1;Introduction;406
10.6.2;Need to start-up instead of further development;406
10.6.3;How is it done?;407
10.6.4;Change Management Goals;407
10.6.5;The Publishing Industry;408
10.6.6;Using Solution Focus Questions;408
10.6.7;Creating Profit Ability Teams (PAT);409
10.6.8;Entrepreneurial Thinking – Entrepreneurial Behaviour;410
10.6.9;Conclusions and Appreciation of the Solution Focus Approach to Workflow;412
10.6.10;Projects;412
10.6.11;REFERENCES;413
10.7;Collaboration in business networks: How the solution focus approach improves cooperation and results;414
10.7.1;Abstract;414
10.7.2;Introduction;415
10.7.3;Methods;416
10.7.4;Success factors in business;418
10.7.5;Practical experience;420
10.7.6;REFERENCES;422
10.8;Solution Focus as a Way to Break Through Complexity;426
10.8.1;Introduction;426
10.8.2;The Goal – the Situation;426
10.8.3;Theoretical Background;427
10.8.4;The Process;427
10.8.5;Customer Feedback;429
10.8.6;Conclusion;430
10.8.7;REFERENCES;430
10.9;Random Micro Solution-Focused Work - Or why a random coaching machine might be a better coach;432
10.9.1;Summary;432
10.10;Improvisation Skills for SF Coaches;438
10.10.1;Introduction;438
10.10.2;The Improviser’s Advantage;438
10.10.3;The Skills You Need;438
10.10.4;How these connect to SF coaching skills;439
10.10.5;One minute rants;439
10.10.6;Spontaneously good ideas;440
10.10.7;Paying Attention;440
10.10.8;Learning to concentrate;441
10.10.9;Usefulness of drama;442
10.10.10;Paradox;442
10.11;A Coaching Programme for Professional Reorientation;444
10.11.1;Summary;444
10.11.2;“CreateFuture” – the programme;445
10.11.3;Definition and development of the programme;445
10.11.4;Individual coaching;447
10.11.5;How to build up self-confidence and communication skills within coaching;448
10.11.6;How to build a personal profile;449
10.11.7;Team coaching;450
10.11.8;Supervision;450
10.11.9;Situation after 9 months;451
10.11.10;Internal and external quality control;451
10.11.11;REFERENCES;452
10.12;Working in Partnership to Introduce Solutions Focus Coaching as a Management Tool: A Case Study;454
10.12.1;Summary;454
10.12.2;Introduction;454
10.12.3;Company Background, Environment of Change;455
10.12.4;What Happened?;455
10.12.5;What worked well?;457
10.12.6;Conclusion;459
10.12.7;REFERENCES;459
10.12.8;APPENDICES;459
10.12.8.1;OSKAR Model;460
10.12.8.2;Fraying Rope Rescue;461
10.12.8.3;Introducing Solutions Focus as a Management Tool:;462
10.13;Reflecting as a new solution-focused service for clients?;464
10.13.1;Summary;464
10.13.2;What we (currently) mean by “reflecting”;464
10.13.3;Reflecting - a short history;465
10.13.4;How we do “reflecting” (as reflecting.ch team);467
10.13.5;Our fascination with reflecting;470
11;Authors;474

Leseproben

Mark McKergow Steve de Shazer – a Different Kind of Cleverness (p. 17-18)

I first met Steve in 1994 at the Interaction View conference in Palo Alto, California. Although I did not know it at the time, this was a milestone event in the development of interactional and systemic ideas – one of the few times where the Mental Research Institute group (Paul Watzlawick, John Weakland and Dick Fisch amongst them) came together with the Solution-Focused therapy crowd led by Steve de Shazer and Insoo Kim Berg.

Steve and Insoo had trained at MRI two decades earlier, and had introduced new subtleties and simplicity into the MRI model – improvements, as they saw it. However, the link between the two centres was maintained by Steve’s relationship with John Weakland, his supervisor and mentor. I next met Steve in London. My colleague Harry Norman had approached him for an interview, which we finally managed to do in London in 1995. I only discovered later that he was noted for not giving interviews, and that this was a great privilege. Steve was a keen brewer and beer drinker, and Harry had managed to interest him in sampling some ‘medieval beer’, brewed in tiny quantities to authentic recipes. This may have been the key to our success!

In the week before the interview Steve was leading a training in Solution-Focused Therapy, with a large audience (well over 100 people). Steve ambled onto the stage with a microphone, exhaled deeply as he always did before starting, and said…"So.. you’d better ask me some questions". A shiver went around the room. Surely he was the expert, and we wanted to be told what to do. Yet here he was, refusing to tell us. There was a silence. "Does it work with alcoholics?", came a question from the floor. "I don’t know. Next question." "Does it work with personality disorders?" "I don’t know. Next question." Several more diagnoses were mentioned, and each time the answer was the same – "I don’t know".

I was amazed and disturbed. Here I was, keen to find out more about this fantastic approach to change, and the star performer was telling me he didn’t know if it worked with alcoholics. What was going on? My discomfort was clearly shared by other audience members - after a while, some started to leave. "Can I see you ask the Miracle Question?" asked someone. Steve brightened up visibly. "Ah! Yes, I’m sure I can do that. Thanks for asking." We relaxed a little – at least he was going to do something.

As the session went on, I reflected on Steve’s remarks of "I don’t know". Surely this approach did work with many kinds of patient? Were there not studies to prove it? I came to realise that Steve, of course, knew all this perfectly well. Actually, he was showing us how to do Solution-Focused therapy in that moment, engaging what I have to come call his ‘different kind of cleverness’. In order to answer the apparently simple question "Does it work with alcoholics?", one must accept two presuppositions. Firstly, there is such a thing as an alcoholic. And secondly, that it (the treatment in question) is replicable by anyone who applies it.

Let’s look at the first one first – is there such a thing as an alcoholic? Clearly the word is used as if there was, but SF work is not based on diagnosis – the client’s complaint is not relevant in determining what they want (the ‘solution’ in Solution Focus) and times when that happens already. Steve’s work was part of the tradition that questions the value of diagnosis in any case, and even if an accurate assessment of the condition could be made, each one would want something different – leading to a course for treatment which would vary in each case. There was therefore no value in even considering whether the client was an ‘alcoholic’ or not. Part of his ‘I don’t know’ was a rejection of this as a relevant term in his work. The other presupposition is in the ‘Does it work’ element. ‘Does it work?’ implies that ‘it’ is working, rather than someone is acting skilfully to make something happen. We might say of a piano, ‘Does it work?’ – meaning that if someone hits the notes, then the relevant sounds will emerge. It doesn’t matter who is hitting the notes, the sounds will emerge. In SF work, solutions are constructed in conversation, which is an art as well as a science. To ask if SF therapy works is therefore to ask not if the piano works, but instead to ask if piano-playing ‘works’. This is not a sensible question – pianos can be made to sound beautiful with skill, but someone without the skill could scarcely claim that playing the piano didn’t work – just that they were not yet individually skilful enough.

A question which may have had a better reaction from Steve was "Have you got successful outcomes with clients who want to drink less?" In this case, the question is about his own experience, and related to a client group defined in terms of what they wanted. The distinctions between this and ‘Does it work with alcoholics?’ are, for me, at the heart of SF practice. Maybe Steve’s legacy to us is to stop trying to answer big questions and focus instead on the tiny micro-construction of conversations which build solutions.