| 书目名称 | Solution-focused Business Coaching | | 副标题 | A Guide for Individu | | 编辑 | Jörg Middendorf | | 视频video | | | 概述 | Provides clear and practical guidance on how to conduct solution focused coaching sessions.Includes more than130 solution focused coaching questions for immediate use.Provides tools and recommendation | | 丛书名称 | Business Guides on the Go | | 图书封面 |  | | 描述 | This book presents the fundamentals and applications of solution-focused coaching both in individual coaching and in coaching entire teams. It provides central tools for consulting as well as an extensive collection of solution-focused coaching questions for practical use. In the second part of the book, methods and procedures for conducting team coaching workshops are presented. .The book is aimed primarily at coaches and consultants who want to enrich their work with solution-focused coaching, as well as managers especially in the field of human resource management.. . | | 出版日期 | Book 2022 | | 关键词 | Coaching; Business coaching; Team coaching; Brief coaching; Reteaming; Team development; Team building; Sol | | 版次 | 1 | | doi | https://doi.org/10.1007/978-3-031-07700-5 | | isbn_softcover | 978-3-031-07702-9 | | isbn_ebook | 978-3-031-07700-5Series ISSN 2731-4758 Series E-ISSN 2731-4766 | | issn_series | 2731-4758 | | copyright | The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Switzerl |
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Front Matter |
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Abstract
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Abstract
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It Is Not About Solutions! |
Jörg Middendorf |
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Abstract
It was not until 1985 that Solution-Focused Brief Therapy (SFBT) was presented in a comprehensive form to the general public in a book (“Keys to solution in brief therapy”) by Steve de Shazer. Steve de Shazer, Insoo Kim Berg et al. had already intensively studied new forms of intervention and their effectiveness in psychotherapy at the end of the 1970s. They were also influenced by the work of Milton Erickson and his hypnotherapeutic approach. His understanding of the client’s resources as a starting point for solving problems and living a more satisfying life were an important starting point for the basic principles of SFBT.
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If It’s Not Broken, Don’t Fix it |
Jörg Middendorf |
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Solution-Focused Brief Therapy (SFBT) is not an approach that has mainly developed based on theoretical considerations. Rather, it emerged from experience in daily practice and has evolved through constant engagement with clients, therapists, and other counselors. Of course, these counselors shared similar basic assumptions, but there was no theoretical, self-contained overall concept that preceded the interventions and processes of the solution-focused approach. If anything, a mutually understood and accepted foundation emerged and evolved over a number of years, describing a practice that had been in place for a longer time. Therefore, in the various writings of de Shazer and his colleagues, one will always find different aspects described as basic assumptions of the approach. These aspects can range from philosophical aspects from Ludwig Wittgenstein through basic assumptions taken from related counseling approaches (e.g., the MRI in Palo Alto or Milton Erickson), to very concrete guiding ideas of solution-focused work, which are presented below.
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It Is Simple and Sometimes Easy |
Jörg Middendorf |
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SFC has three core phases:
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It Is More than a Miracle |
Jörg Middendorf |
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Steve de Shazer has often pointed out that the miracle question was given a small blemish at birth when it was called the Miracle . since it is not really a question in the true sense of the word. It is actually more of a dialogue between client and counselor that follows the problem talk and moves the focus to the solution. The client should be supported in designing a future without reference to the problem. However, as a goal, the simple absence of the problem is not enough on its own. More importantly, a concrete picture of what the client wants instead for the future should emerge. After the development of the miracle question, this intervention quickly became an integral part of every SF conversation. The goal is to let clients develop a picture of what their world will look like when they have reached their preferred future. The clearer the picture, the clearer the steps are that they must take to achieve that future. The following are typical steps in this dialogue as used by Steve de Shazer and Insoo Kim Berg.
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It Is All About Motivation: Reteaming® |
Jörg Middendorf |
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In the 1990s, Ben Furman, a Finnish psychiatrist, and his partner Tapani Ahola, a Finnish social psychologist, were increasingly asked by companies and organizations to advise them and provide them with consulting support. Both were already known and recognized as trainers for Solution-Focused Brief Therapy. In their work with organizations and teams, they then used the same principles and strategies they had followed in their work with individual clients and families: describing a preferred future, being aware of progress already made, setting achievable goals, looking at existing resources, and more. Furman and Ahola realized that the principles and strategies of SFBT, with only minor modifications, could serve them as a guide in working with teams and even organizations.
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It Starts with a Motto: The Assignment |
Jörg Middendorf |
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Before any team coaching, there is the first contact between the team lead and the coach. This usually takes place by telephone or by e-mail. If the contact is made by e-mail, this probably only serves to organize an initial contact by telephone. An exchange about the matter and the general conditions via e-mail is rather difficult and would raise more questions than it could provide answers. Therefore, we concentrate here on the initial contact by telephone. The goal of the initial contact for the potential client is usually to find out whether you are a suitable coach and what the team coaching process might look like. The first question won’t be adequately answered over the phone; this usually requires personal contact in person or video call. You should be able to answer the second question in simple and clear terms. After all, you are the expert on the process and since the question doesn’t come as a surprise, you can be prepared accordingly. A possible answer to the question can be found below. First, let us look at the goals for the initial phone contact from our perspective, from the coach’s perspective. At the end of the conversation, the following goals should have been a
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It Is About the Team’s Future: The Team Coaching Workshop |
Jörg Middendorf |
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The beginning of the workshop focuses on the joining phase, similar to an individual coaching, and the orientation of the team members. Joining means that a positive initial relationship is established between the coach and the team members to ensure a constructive working environment right from the start. In this context, the basic atmosphere in the Reteaming workshop is of particular importance. For the solution-focused approach to be experienced right away, we begin with a special kind of personal introduction after the coach’s own brief introduction. This often takes place before the agenda is presented and before possible “rules of the game” for the workshop are laid down.
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It Is Only 12 Steps: The Team Coaching Workshop |
Jörg Middendorf |
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Solution-Focused Coaching is always coaching towards the preferred future. Therefore, it is only consistent that we start exactly where we mean to go …. into the future! So it’s no accident that this step in Reteaming is like the first step in SF individual coaching. There, we begin by asking, “What are your best hopes from our discussion today?”
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Back Matter |
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发表于 2025-3-21 19:10:51
