SOLUTION FOCUSED COACHINGMeet OSKARMaribeth B. Dockety, PHR
HR CompetenciesBenefitsCompensationEmployee RelationsLabor RelationsStaffingSafetyOn-Boarding
Performance ManagementSuccession ManagementDiversityOrganizational DevelopmentSocial MediaPayroll
Improving Organizational EffectivenessWhose Responsibility Is It?
Appreciative InquiryIn organizations or groups, something works.What we focus on becomes our realityThe act of asking questions influences the group in some way.What we want already exists in our organizations, firms and communities.What is it?Builds on Several Assumptions
David Cooperrider,Management Professor, Case Western University
Coaching ModelFocus on the SOLUTION, not the Problem.Is Your Glass Half Full?
Fundamental DifferencesProblem FocusThe pastWhats wrongBlameControlThe expert knows bestDeficitsComplicationsDefinitionsSolution FocusThe futureWhats workingProgressInfluenceCollaborationResourcesSimplicityActions
Solution Focused CoachingO utcomeS calingK now How and ResourcesA ffirmation & ActionR eviewPaul Jackson and Mark McKergow 2002
OUTCOME What do you want to achieve today? How will you know that we have made some progress? What would be the payoff from solving this problem? What would it help us to get? How confident are you that something can be done about this? When have you tackled this problem before? What skills and resources did you discover then? What in general has been going well for you?
SCALINGOn a scale of 0 10, where are you now?
Miracle Question: If you were to wake up tomorrow and do one thing differently, what would it be?
Whats the one thing if you changed would make a significant impact on your life?
ExampleWhat would it look like to be a 7 instead of a 6?Between now and the next time I see you, what could you do differently?
Who will you do this with?
KNOW-HOW and RESOURCESFind what works..
Establish what is already happening so that we are at least a 3 on the scale and not lower.
The coach builds up as big a collection as they can find about what is helping.
The search for know-how can be extended to other people and teams.
Its all about what works or what has worked rather than what wont work or what is wrong.
Some Coaching Examples..Take a group of people and ask: If you were to wake up tomorrow and do one thing differently, what would it be?
Look at an area of HR and ask: What could we do to improve a work process or function?
Individually, perhaps you wish to learn to delegate more?How could you coach yourself or another to do this?
What will you hear?What do you think about this?What questions do you have for understanding?
AFFIRM & ACTIONThe coach affirms the positive qualities of the coachee, based on what they have observed during the coaching conversation.
Action: is about finding small next steps to build on what works.
Small steps build confidence.
REVIEWFollow up sessions require finding out whats working and whats better?
The Coach can be impressed and affirm more about the coachee, and more small actions contemplated.
Benefits of Solutions Focus
I want to personally thank Sharrell for inviting me to speak today. I am a member of DelMarVa SHRM and a State Council representative covering workforce readiness. I have been involved with SHRM as far back as the late 80s when it was called ASPA. So if there is anyone here that recognizes it by that acronym, I know I am in good company!
ASK: What are some of your HR Speciality or Focus areas?
Let them say a few.. Then go to the next slide.*Our energy goes down when we problem solve, yet we feel energized when we focus on solutions.
We can enable accountability, rather than hold people accountable.
*Appreciative Inquiry helps businesses focus on long-term goals, and by bringing people together in a positive atmosphere, reduces dysfunction.It is not good for short-term results like boosting sales numbers in the next 3 6 months. It requires a long term commitment to see AI through.*Focus on whats working as a better way to fix whats wrong. Companies like Verizon, NASA and British Airways have used this method to make big or complex organizational changes.Generally entails 4 phases to include interviews with employees and customers, to ask what is already working.Phase 2 includes open ended brainstorming sessions.Phase 3: the group takes the information gleaned thus far and defines and prioritizes the next steps to make that ideal vision a realityFinal phase is where the participants work exclusively on the necessary tasks to execute the plan.
*Discovering what works and doing more of it, is generally a positive, enjoyable and empowering activity for all concerned. By cultivating what isAlready happening as the seeds of change, you nurture growth through small initiating events.
Asking: When does success happen already? Vs. When do you go wrong? Generates a different conversation. Energy, enthusiasm and cooperation are frequent and welcome side effects.*The focus on solutions (not problems), the future (not the past) and on whats going well (rather than whats gone wrong) leads to a positive and pragmatic way of making progress.*This is similar but different to the goal in most coaching models. However the outcome is not simply the goal of the coachee. It si the difference that the coachee want to see as a result of the coaching. Suppose that suddenly and miraculously overnight, the goal was achieved and the problems vanished. This leads to a discussion not merely about results, but also about small and visible signs that the results are starting to happen.The last question leads you to think about Problem-free talk. reminding you of the resources and skills already available. It often leads you to
*To start to find whats working, we set up a scale from 0 10, where the outcome is `10 and 0 is complete opposite. Where does the coachee rate themselves now on the scale? Perhaps surprisingly the answer to this is not 0, but usually rather higher- perhaps 3. There are some signs that small pieces of the outcome may be already happening occasionally.*Its all about communication and looking for what we are already doing and then building on that.*We find that often only small actions are required to start making great progress. Because these actions are built on what is working we can usually be very confident that they will be effecitve, and the coachee will usually be very motivated to try them out after the conversation.*