1. Welcome HR.com to Solutions Focus Coaching With Paul Z Jackson

2. What we’ll explore Positive Approaches to Change SF Coaching in Context Conversation as the unit of change Compare Problem Talk and Solutions Talk The theoretical model SF coaching taster experience Your questions

3. Paul Z Jackson Author – The Solutions Focus and Positively Speaking Coach – Metropolitan police, senior executives Trainer – coach training, leadership, presentations

4. What do we know about SF I’ve read your book I’ve read other books on SF I’ve been to courses or seminars on SF I’ve heard of it I’ve not heard of it until this session

5. Ask questions, make comments Use the ‘chat’ box to ask questions or make comments at any time We’ll respond either as we go along or in the question session Any further questions, email paul@thesolutionsfocus.co.uk

6. Positive Approaches to Change - poll Positive Psychology Strengths based Appreciative Inquiry Positive Deviance Solutions Focus

7. “The art of being wise… William James, Philosopher and psychologist, 1842 - 1910 …is the art of knowing what to overlook.”

8. What is Solutions Focus? Finding what works and doing more of it A simple, effective approach to change Extensive research base: Therapy – tight definitions, controlled studies Coaching and management – more case studies, qualitative, Kraft control

9. Wittgenstein Systems thinking Gregory Bateson, Milton Erickson (and MRI Palo Alto) – 1950s-now SFBT: Steve de Shazer & Insoo Kim Berg – 1980s - now The Solutions Focus - now Complexity science Improv Where does SF come from? Appreciative Inquiry Narrative Minimalism

10. HR and business applications Coaching Leadership Performance management Team development Strategic planning And here’s the SF coaching model…

11. The OSKAR route O S K A R utcome cale now-how ffirm & action eview What’s impressed & small steps What’s better. How did you do that? What works here What’s already happening What you want is… www.thesolutionsfocus.co.uk | contact@thesolutionsfocus.co.uk | Tel: 01727 843820

12. What do you notice? Your comment on the OSKAR model: What’s different? What’s interesting? Please write your comments in the questions tab box

13. What makes a good set of tools?

14. SF = conversational tools Which professions are skilled with language? Can conversations change things? –What gives you hope that they might?

15. Janet Bavelas Post-graduate students given a difficult task Interviewed after the task about next time

16. Each question can make a difference Positive Specific Which of your skills will you be using to help you do to this task well? (Future focused) Negative Global or abstract What do you think was responsible for you getting a bad score? (Past focused)

17. 1 week later Students given the positive interview improved their test results significantly more than those given the negative interview

18. SOY ✖ Guardian newspaper 23.08.06

19. DOUBLE ✔ Guardian newspaper 23.08.06

20. Language and physical performance “OLD” “SLOW” “FEEBLE” “WISE” “KNOWLEDGEABLE” “EXPERIENCED”

21. Conversation as fundamental unit of change

22. The Crucial Contrast Problem Talk Traditional route Solution Talk Listening for certain specifics: What’s wanted What’s already in place What might be next

23. ‘Problem Talk’ ‘Problem Talk’ What’s the issue? What’s wrong with what you’re doing currently? Why are you doing so badly? What’s the main cause of your difficulty? Whose fault is it? What else makes it a problem? Why are you likely to continue to fail?

24. ‘Solution Talk’ ‘Solution Talk’ What are you aiming to achieve? How will you know you’ve achieved it? What was the best you ever did (at this thing)? What went well on that occasion? What will be the first signs that you’re getting better? How will other people notice this improvement?

25. Problem Focus and Solutions Focus Diagnose the problem Know what causes the problem Use this information to address the problem Recognise the ‘solution’ Find ‘counters’ – things which contribute to the ‘solution’ Build the solution (and vanish the problem) It’s important to…

26. “We learn by re-arranging what we know.” Ludwig Wittgenstein

27. Solutions Strategy for Leaders Albert Einstein, Physicist and genius “Things should be made as simple as possible, but no simpler.”

28. P From dispiriting to energising conversations

29. Distinctive characteristics Pragmatic – what works Simplicity – Occam’s Razor Co-creation – client as expert Improvisational – responsive skills of coach

30. “Change is happening all the time… …our job is to identify useful change and amplify it.” Gregory Bateson Systems pioneer 1904 - 1980

31. Question time + next steps Articles: ‘How to prevent performance management conversations becoming a nightmare: your free SF guide’ Email to paul@thesolutionsfocus.co.ukpaul@thesolutionsfocus.co.uk Web: www.thesolutionsfocus.co.ukwww.thesolutionsfocus.co.uk Books:  The Solutions Focus – Coaching and Change made SIMPLE  Positively Speaking – The art of constructive conversations  581/2 Ways to Improvise in Training Training for your organisation Open Coaching + Team Courses

32. Your takeaways…..

33. »www.thesolutionsfocus.co.uk »contact@thesolutionsfocus.co.uk »+44 (0) 1727 840340

34. Solutions Focus in Action Richmond Primary

35. Paul’s books