The problem might be hard, but the solution can be easy. That’s a central insight of a solutions-focused approach. If we get too tangled up in thinking about the problem, analysing it and talking about it, we might miss the simplicity of doing something different – which may well be unrelated to the problem in any obvious way, yet improve things quickly. A nice example here, in this Guardian Weekend column by Oliver Burkeman.
Historic England looks after the country’s heritage. It’s almost a solutions-focused organisation by definition as its very purpose is to look for what’s worthwhile in the past and do what needs to be done now to preserve it for the future. That’s what we do with our clients too: help them appreciate the resources that they have which will fuel their progress to the future they want.
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.