A solution-oriented approach
A solution-oriented approach favours topics and ways of thinking that increase hope, forward-looking, resources and progress. In solution-oriented thinking, the aim is to turn problems into goals and positive change.
The longer a work-related disagreement has persisted, the more likely it is that its source cannot be determined. Ultimately, the situation may develop into a confusing jumble in the work community. Discussion attempts are unproductive because they focus on past events, finger-pointing or dwelling on the negatives.
In a situation like this, a solution-oriented approach can be the key to moving forward. The approach focuses on themes and thinking patterns that increase hopefulness, future-forward thinking, resources and progress. In solution-oriented thinking, problems are turned into goals and positive change. In order to achieve a goal, different options are considered and time is taken to identify what already works. Positive exceptions are also identified. This includes moments and situations where the desired change was reached even partially, such as smooth co-operation.
The basic principles of a solution-oriented approach are as follows:
- Only fix what is broken.
- Do more of what works.
- Do less of what doesn’t work.
- Even the smallest success can bring about bigger changes.
The first step to implementing a solution-oriented approach involves working together to identify the cause that disturbs or prevents smooth work. The goal is to become aware of the problem and the emotions associated with it. An example of a good starting point would be a jointly established dissatisfaction with the current state of the work community. Even though the problem is brought up, the discussion focuses on the desired future situation and the resources with which previous problems and difficulties have been solved. It is important to not allow any finger-pointing during the discussion. The person in charge of leading the discussion must pay special attention to this.
Once the problem has been identified, it is time to shape a positive vision for the future. The details of this vision should be discussed until everyone has a clear idea of what the future should look like. Once the goal is clear, the next step is to come up with solutions. Work together to outline small, easy-to-implement actions that lead towards the goal. Actions are what make progress visible. Even the smallest positive change can strengthen motivation and bring about bigger changes.
In a solution-oriented process, all involved parties work together to identify and recognise the causes of the disruption. After this step, the focus is shifted to promoting positive and functional practices. A solution-oriented approach also encourages individuals to consider whether it is the individual or the work community that has the ability to affect the matters at hand, and to what extent. In times of change, it is better to focus on what you can control. You can use the Circles of Influence as a visual aid.
People prefer to do things that benefit them and make sense to them. This is also why it is important to jointly consider who will benefit from the change and how.
In a solution-oriented process, the following questions are discussed together in stages:
- What good do you want to bring about? What are you hoping will change in the future?
- What is seamless co-operation like? What is it like in practice?
- Who will benefit from the change? How?
- What promotes the change? What has promoted it so far? How have we handled difficult situations in the past? What practical action did we take at the time?
- What are evident signs of progress? What changes have already taken place?
Successful solution-oriented discussion
If a disagreement affects the flow of work or co-operation, it is important to talk about it. Before bringing up the issue, think about what it is that you are upset about. What would you like to change? Also think about what you could do differently to improve your co-operation, for example. What would be a suitable time and place to bring up the issue?
Make sure that you are calm enough to discuss the matter. Your emotional state will affect the outcome of the discussion. A calm state of mind will help you be present and understand the other person’s point of view.
Everyone has a need to be heard. We also want to feel respected and appreciated. Before the discussion, consider your own intentions: what are you aiming for, and how do you feel about the other person?
Start by briefly describing what you are worried or upset about at work, or what you find problematic. Ask the other person to explain the situation from their point of view. Give yourself time to think their words through, don’t rush. You may have taken them by surprise, and they may need time to respond. Do not interrupt, argue or belittle.
Make sure that the discussion remains as positive as possible. This will bring out the best ideas. Fear negatively affects cognitive functions. When faced with a threat:
- your working memory capacity decreases
- your ability to listen and understand becomes impaired
- your problem-solving capacity suffers
- you become less transparent, empathetic and co-operative.
Try to listen to the other person with an open mind: what good intentions may have been behind their actions?
If you strongly disagree on the matter, review both parties’ views out loud. Write them down, if necessary. Discuss what you want to achieve to make the work smoother.
- What is the goal? What kind of co-operation are you aiming for?
- What promotes smooth work? What has helped in the past?
- What things need to change and how in order for you to achieve a satisfactory outcome?
- What can be done right away?
- Where would it be easiest to start? What things or practices can you agree on immediately?
The current state of co-operation can be assessed by using a rating scale and an imaginary line. You can use two chairs to mark the end points of the line.
First, everyone takes a moment to reflect on the current state of co-operation: On a scale of 1−10, where 1 is the worst possible performance and 10 is the best possible performance, how would you rate your current co-operation?
Each person either places themselves on the line based on their selected rating (number) or indicates their rating by other means. Next, everyone is asked to talk to the people closest to them about what made them choose this particular rating. At the end of the discussion, notes are written down on paper, in a shared document or in a digital application.
The notes are then reviewed to ensure that nothing essential has been omitted. In the final part of the exercise, you can brainstorm ways to improve the current situation as one big group or, alternatively, in pairs or small groups. The aim of this reflection exercise is to find answers to the following question: What kinds of things would promote community and co-operation?
The ideas and concepts brought up at this stage can often be broad or ambiguous in terms of practical implementation, such as appreciation, positivity, respect, peaceful working conditions or openness. For each of these concepts, it is important to consider the following:
- What do we need to do for X to be achieved?
- How can we monitor progress in X? How can others see the progress?
- What kinds of things no longer exist or take place when X has improved as intended?
You can continue brainstorming by using the OPERA method, for example.
Solution-oriented questions to identify positive perspectives:
- If you were to rate the current situation on a scale of 1−10, which number would you choose? What influenced your decision?
- What would have made you give a rating that is half a number higher? What would this mean in practice? How would people act? How would you act?
- If the issue was resolved, what would the workplace or work community be like? What would this mean in practice? How would people act? How would you act?
- What kinds of things or changes would be possible?
Who would benefit from an improved situation? How would you benefit from the situation? How about everyone else?
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