In part one, we saw why 'What do you want?' can be considered the primary question in the solution-focused approach to change. Yet sometimes practitioners are reluctant to ask, because they suspect that they won’t be able to deliver what’s wanted.
In a brilliant introduction to his presentation on Microanalysis, Harry Korman told his audience, “Give me feedback or I die. When I look at you I need you to nod.”
If you are ever lucky enough to be handed one of my business cards, as well as my pretty face on it you’ll see a question: it asks, ‘What do you want?’
It does so because this is a central question in any solution-focused (SF) conversation. As a question it may seem an obvious one to ask in many contexts – it is difficult, for example, to imagine getting very far as an organisational consultant or as a coach without it.