John Brooker's Posts - SOLWorld2024-03-29T11:19:23ZJohn Brookerhttp://www.solworld.org/profile/JohnBrookerhttp://storage.ning.com/topology/rest/1.0/file/get/357572878?profile=RESIZE_48X48&width=48&height=48&crop=1%3A1http://www.solworld.org/profiles/blog/feed?user=1pivkzycltk0o&xn_auth=noJohn Brooker SOL2013 Slideshow Part 2tag:www.solworld.org,2013-06-09:2102269:BlogPost:597452013-06-09T16:31:45.000ZJohn Brookerhttp://www.solworld.org/profile/JohnBrooker
<p><span><a href="http://www.yesand.eu/sol2013-part-2/" target="_blank">SOLWorld Slideshow Part 2</a></span></p>
<p><span>The second part of the event. Happy memories!</span></p>
<p><span><a href="http://www.yesand.eu/sol2013-part-2/" target="_blank">SOLWorld Slideshow Part 2</a></span></p>
<p><span>The second part of the event. Happy memories!</span></p>John Brooker SOL2013 Slideshow Part 1tag:www.solworld.org,2013-06-09:2102269:BlogPost:593432013-06-09T16:29:50.000ZJohn Brookerhttp://www.solworld.org/profile/JohnBrooker
<p><a href="http://www.yesand.eu/sol2013-part-1/" target="_blank">SOL2013 slideshow part 1</a> A personal slideshow of the whole event. Happy memories. In two parts due to file size.</p>
<p><a href="http://www.yesand.eu/sol2013-part-1/" target="_blank">SOL2013 slideshow part 1</a> A personal slideshow of the whole event. Happy memories. In two parts due to file size.</p>Last two early bird places available for SOL World 2013tag:www.solworld.org,2013-04-09:2102269:BlogPost:589702013-04-09T15:48:11.000ZJohn Brookerhttp://www.solworld.org/profile/JohnBrooker
<p>Dear SF colleagues and friends.</p>
<p>As you may know we offered 20 more places at the early bird price for those who had wanted to see the full programme for SOL World 2013 (May 14 - 17) before booking.</p>
<p>We would like to announce that we have just two places left at the lower price. Once the two places are sold out or starting Monday, 15 April, the full price will be in force.</p>
<p>So if you have not booked yet, <a href="http://sol2013.com/booking/">book now</a> at…</p>
<p>Dear SF colleagues and friends.</p>
<p>As you may know we offered 20 more places at the early bird price for those who had wanted to see the full programme for SOL World 2013 (May 14 - 17) before booking.</p>
<p>We would like to announce that we have just two places left at the lower price. Once the two places are sold out or starting Monday, 15 April, the full price will be in force.</p>
<p>So if you have not booked yet, <a href="http://sol2013.com/booking/">book now</a> at <a href="http://www.sol2013.com">www.sol2013.com</a> or tell your friends, colleagues and clients.</p>
<p>Feel free to put this note on your facebook page and spread the word.</p>
<p></p>
<p>We look forward to seeing so many colleagues and friends again in Bad Pyrmont.</p>
<div><div><div><div><div><div><table border="0" cellspacing="0" align="left" width="432">
<tbody><tr><td width="100%" colspan="2" valign="bottom"><div><font class="Apple-style-span" color="#777777" face="Arial" size="2">Annie, Anton, Christoph, John and Penny</font></div>
</td>
</tr>
</tbody>
</table>
</div>
</div>
</div>
</div>
</div>
</div>Solve Problems More Easily (Or “A Tale of Two Meetings)tag:www.solworld.org,2013-02-13:2102269:BlogPost:572812013-02-13T07:30:00.000ZJohn Brookerhttp://www.solworld.org/profile/JohnBrooker
<p>“Where a minute before a handful of tech guys could agree on almost nothing, it took us only five minutes to identify the future perfect on which we all agreed.” Niklas Tiger. Managing Director of Hi5, Sweden.</p>
<p></p>
<p>How many meetings have you been in where you have tried to tackle a problem in a team and it just kept going round in circles?</p>
<p>The following is a true story related by Niklas Tiger, Managing Director of Hi5, an IT organisation in Sweden that provides outsourced IT…</p>
<p>“Where a minute before a handful of tech guys could agree on almost nothing, it took us only five minutes to identify the future perfect on which we all agreed.” Niklas Tiger. Managing Director of Hi5, Sweden.</p>
<p></p>
<p>How many meetings have you been in where you have tried to tackle a problem in a team and it just kept going round in circles?</p>
<p>The following is a true story related by Niklas Tiger, Managing Director of Hi5, an IT organisation in Sweden that provides outsourced IT services to customers over the Internet. Hi5 is not a client of ours but Niklas has given us permission to create an article as an example of how the <a href="http://www.yesand.eu/wp-content/uploads/2012/02/Improve-collaboration-with-Solutions-Focus.pdf">Solutions Focus</a> approach to tackling problems and change can work. (Please click on the link to read an article on Solutions Focus). I have adapted the wording for clarity slightly; otherwise this is his story, which, as it is from an organisation, I thought would be valuable for fellow Gorillas. If you would rather read this article in an <b>illustrated short ebook</b>, please click <a href="http://www.yesand.eu/wp-content/uploads/2013/02/ebook-A-tale-of-two-meetings.pdf">here</a>.</p>
<p><i>Implementing Solutions Focus (SF) as a way of managing change in our organisation and also in collaboration with customers, really has transformed our company. A very low tech down to earth example of this happened as recently as this morning, which is proof that SF is able to make huge impact in the everyday life of any organisation.</i></p>
<p><b> </b></p>
<h2>meeting ONE</h2>
<p><i>This is what happened:</i></p>
<p><i>Seven people gathered in a meeting to discuss a potential security issue with our customer connected networks (making it secure is important of course).</i></p>
<h4>The endless definition</h4>
<p><i>What usually happened before our "SF era" began in January 2012, also happened at the start of this meeting. As soon as we had introduced the topic and free discussions began, we started to define the problem. The conversation went something like this:</i></p>
<p><i>“Is this really a problem?”</i> <i>Some disagree that it is.</i> <i>“How much of a problem is it?”</i> <i>There were many different ideas on that.</i> <i>“What is the REAL problem?”</i> <i>It turns out there are many potential security issues within the defined topic.</i> <i>“What other related problems can we also bring into the discussion?”</i> <i>There were a few suggested.</i> <i>“Are these problems really connected?”</i> <i>We couldn't agree</i><i>. “Why haven't we already done something about it? Was someone to blame…?” The list goes on...</i></p>
<h4>The battle of skills</h4>
<p><i>Our technical people are VERY skilled and where we usually end up is in an endless "battle of skills" focused on who can best define the problem using knowledge, experience, hearing what has happened elsewhere, or even the loudest voice as the ammunition. Focus gradually shifts to winning the discussion and the reason for being there in the first place (actually creating some positive change) is forgotten at the same time.</i></p>
<h4>Time and Non Resolution</h4>
<p><i>In the days before we began using SF, that would usually be where we would end our meeting, realizing we had run out of time! And maybe, in the worst case, we would hand out the task of finally deciding on what our real problem was to a smaller group, before we would get together for another meeting.</i></p>
<p><i>Eventually, we would of course agree on something and move forward with some remedy for "the problem", but it was very time consuming and many times it would end up unresolved due to competition with the many other things that need our time and attention.</i></p>
<h2>Meeting Two</h2>
<h4>The best of the best</h4>
<p><i>Well, now we have SF and today was different! After 15 minutes of this problem talk, I realised what was about to happen. So, instead I suggested we parked the "defining the problem discussion" for a minute and instead turned our attention to what the situation would look like if we started out with a blank piece of paper and designed something new that was "the best of the best".</i></p>
<h4>From three years to five minutes</h4>
<p><i>Where a minute before a handful of tech guys could agree on almost nothing, it took us only five minutes to identify the future perfect on which we all agreed. My reflection on this was that I have probably heard our people defining this problem at least 20 times at different occasions over the past 2 - 3 years, but I have never heard anyone define the solution - and all the time it has been only five minutes away!?</i></p>
<h4>What will help move us forward</h4>
<p><i>We then went on to identify what we already have in place that will help us move in the desired direction, and we found a couple of obvious clues along with ONE that very few knew about but that will be an essential building block in moving forward.</i></p>
<h4>Some next steps</h4>
<p><i>Finally, we listed some possible next steps and ended up with many things we could do, both small and large. We selected three that we could get on with immediately, where one of these was a first little step towards a bigger one identified. We ONLY do small steps these days...</i></p>
<h4>Big smiles</h4>
<p><i>Before ending the meeting, I asked if anyone had anything to add. There was nothing! No more need to go back to define the problem. And the smile on people's faces told me that for the first time there was true belief that we would this time really "fix" the problem. At least we had a very good beginning! The rest will be history in a couple of weeks - that I know by now!</i></p>
<h1>So</h1>
<p>If you have a long-standing problem in your organisation, perhaps this will demonstrate that you do not have to have endless discussions about the problem to arrive at a solution. Often the problem definition is different for each person in the meeting and achieving agreement is almost impossible.</p>
<p>Sometimes though, for example if there is a physical problem with a piece of machinery, defining the problem correctly is important, but often, SF can work more easily.</p>
<h1>Action</h1>
<p>Read the article on Solutions Focus mentioned in the opening paragraphs, or look on my web site <a href="http://www.yesand.eu">http://www.yesand.eu</a> under Knowledge / Case Studies for further information on Solutions Focus. Or please write to set up a discussion on SF.</p>
<p>Enjoy your next meeting.</p>
<div><p><a href="http://www.linkedin.com/profile/view?id=210788&trk=tab_pro">John Brooker</a> <sub>I</sub> Facilitate, Innovate, Transform.</p>
</div>
<p><b>Read:</b> <a href="http://www.yesand.eu"><b>www.yesand.eu</b></a></p>
<p>Call: +44 20 8869 9990 </p>
<p><b>Write:</b> <a href="mailto:hi@yesand.co.uk?subject=Creative%20Gorilla"><b>hi@yesand.co.uk</b></a></p>Uncovering Treasure: Influencing with Solution Focus - Report on SFCT UK Chapter calltag:www.solworld.org,2012-04-20:2102269:BlogPost:530302012-04-20T16:11:45.000ZJohn Brookerhttp://www.solworld.org/profile/JohnBrooker
<h1>Uncovering Treasure: Influencing with Solution Focus</h1>
<p>Recently we had an SFCT UK call discussion on an article by Loraine Kennedy and Colin Coombs entitled “Uncovering Treasure: Influencing with Solution Focus.” This was printed in InterAction Volume 3 Number 2. We suggest you read this if you have not already done so.</p>
<p>Loraine pointed out that the article was a workshop paper and that it captured the learning from 3 workshops of 2 hours duration on the topic of Influencing…</p>
<h1>Uncovering Treasure: Influencing with Solution Focus</h1>
<p>Recently we had an SFCT UK call discussion on an article by Loraine Kennedy and Colin Coombs entitled “Uncovering Treasure: Influencing with Solution Focus.” This was printed in InterAction Volume 3 Number 2. We suggest you read this if you have not already done so.</p>
<p>Loraine pointed out that the article was a workshop paper and that it captured the learning from 3 workshops of 2 hours duration on the topic of Influencing Others.</p>
<h2>Reason for Workshop</h2>
<p>Loraine explained the thinking behind the workshop, which was to identify how she and Colin could:</p>
<ul>
<li>Incorporate an SF Approach in to influencing</li>
<li>Design a workshop in an SF manner</li>
<li>Deliver a workshop with an SF approach</li>
<li>Explore the use of SF based evaluation processes</li>
</ul>
<h2>Clarifying Questions</h2>
<p>Those on the call clarified some points with Loraine:</p>
<p>QUESTION: “Did you encounter anyone saying they had no influence?”</p>
<p>RESPONSE: “Generally people were a reasonable way up the confidence scale; we used numbered spots to retain confidentiality in scaling”</p>
<p>QUESTION: “How did the workshop come about?”</p>
<p>RESPONSE: “There was frustration amongst the team at not being able to influence upwards”</p>
<h2>What did the callers find of value in the work?</h2>
<p>Those on the call identified what they found of value in the article and in the workshop.</p>
<ol>
<li>Discovering the PRESS tool and being able to use it with clients immediately. PRESS is:</li>
</ol>
<ul>
<li>Prepare: for any meeting in which you need to influence and focus on your best hopes for the meeting</li>
<li>Relationship and Rapport: important to build these elements and win trust so that you can achieve a “win, win” outcome</li>
<li>Enquire: Ask useful questions to build the platform</li>
<li>Search for common ground and a way to move forward together towards a solution</li>
<li>Step forward together: appreciate the contribution of all and agree next steps</li>
</ul>
<ol>
<li>How PRESS could be used in conflict management. This led to a discussion about how it could be done:</li>
</ol>
<ul>
<li>Finding common ground</li>
<li>Agreeing what you are here for in terms of job role</li>
<li>Creating future perfect together and agreeing how would we know we got it?</li>
<li>….and what would be better?</li>
<li>Pointing out value of listening skills</li>
<li>Obtaining feedback from those involved on what is important</li>
</ul>
<ol>
<li>Doing evaluation of the session on a chart was courageous as was sharing later evaluation. Sending a reminder of PRESS after the event.</li>
<li>Dot scaling of confidence was valuable</li>
<li>Having participants mind map what influencing is so eliciting their understanding</li>
<li>The inclusion of “the least that could happen”</li>
<li>Having participants feedback how their partner in the workshop will be better influencers – good use of affirmation</li>
<li>One caller identified the value for influencing customers:</li>
</ol>
<ul>
<li>Where do you put yourself on the scale of influence</li>
<li>Where might customer put you on the scale of influence</li>
<li>What could customers do to move you up the scale</li>
</ul>
<h2>How would the callers affirm Loraine and Colin?</h2>
<ol>
<li>The thoroughness of the work and total focus on using SF</li>
<li>The simplicity of the work</li>
<li>The generosity in sharing</li>
<li>PRESS</li>
<li>Giving others the ability to apply the work</li>
<li>The varied activity in such a short workshop</li>
</ol>Using SF for Conflict Resolution - Outcome of SFCT calltag:www.solworld.org,2011-09-08:2102269:BlogPost:449782011-09-08T12:50:27.000ZJohn Brookerhttp://www.solworld.org/profile/JohnBrooker
<h2>Background</h2>
<p>Members of the SFCT UK and Ireland group discussed dealing with team conflict in an SF way. We referred to an article on this topic as a stimulus for discussion. Despite the low numbers the call enabled a valuable discussion.</p>
<h2>Initial thoughts</h2>
<p>The consensus was that, the typical SF approach is itself a very good way to deal with conflict. We (those on the call) thought that it is first important to enable people to air their concerns in a controlled way…</p>
<h2>Background</h2>
<p>Members of the SFCT UK and Ireland group discussed dealing with team conflict in an SF way. We referred to an article on this topic as a stimulus for discussion. Despite the low numbers the call enabled a valuable discussion.</p>
<h2>Initial thoughts</h2>
<p>The consensus was that, the typical SF approach is itself a very good way to deal with conflict. We (those on the call) thought that it is first important to enable people to air their concerns in a controlled way otherwise resentment can simmer. Care should be taken to ensure that questions are solution rather than problem focused.</p>
<p>It is then important to move on to the Future Perfect or miracle question, having the conflicting teams describe their future perfect. This often enables teams to see that they share similar aspirations, highlighting assumptions that may be unfounded.</p>
<p>From this the facilitator can use scaling questions to focus people towards the future perfect rather than the present, identify counters and agree actions.</p>
<p>We also agreed that in a conflict situation, it is important to have a senior sponsor who can introduce the workshop and express the importance of resolving the conflict.</p>
<h2>Discussion re articles</h2>
<p>We moved on to discuss the value of articles in helping people to facilitate interventions. We agreed that if the intervention is high risk (such as conflict situations), the article must be very clear and detailed in its instructions, to provide confidence for a prospective facilitator. Additionally, to supplement the article, the use of video to demonstrate and clarify the approach would be invaluable.</p>
<p>The article we reviewed also highlighted for us the issue of culture and whether certain types of intervention would work across cultures, in particular the use of humorous interventions.</p>
<p>We agreed that it would be a valuable function of SFCT UK meetings to include a session to demonstrate tools and techniques written up in articles in SF literature, perhaps experimenting if the author is not available to run a session.</p>
<p>Finally we agreed how valuable it is to discuss with fellow SF facilitators an article describing an intervention, prior to trying the intervention. Certainly we all gained new perspectives about the conflict intervention we discussed on the call.</p>
<p>Finally, it was discussed that Stephen Covey has a new book to be published this year called “The Third Alternative” which should be invaluable in dealing with conflict situations.</p>Using Small Steps in a different way - Sprint Actionstag:www.solworld.org,2011-08-31:2102269:BlogPost:450582011-08-31T11:19:48.000ZJohn Brookerhttp://www.solworld.org/profile/JohnBrooker
<p>“Great acts are made up of small deeds” - Lao Tzu, Chinese Philosopher</p>
<p> </p>
<p><b>How do you effect change and maintain the operation…?</b><b> </b></p>
<p> </p>
<p>Some of you may be the type of person to pull out a toolkit at first sight of a drawer knob dropping off or other domestic issue. To my discredit, I can always find something more interesting to do and many jobs build up before begrudgingly, I do them.</p>
<p>However, when our bathroom door hinge recently developed a very…</p>
<p>“Great acts are made up of small deeds” - Lao Tzu, Chinese Philosopher</p>
<p> </p>
<p><b>How do you effect change and maintain the operation…?</b><b> </b></p>
<p> </p>
<p>Some of you may be the type of person to pull out a toolkit at first sight of a drawer knob dropping off or other domestic issue. To my discredit, I can always find something more interesting to do and many jobs build up before begrudgingly, I do them.</p>
<p>However, when our bathroom door hinge recently developed a very high-pitched squeal that grated on the teeth, I lubricated it quickly with WD40. It was easy and the WD40 was handily under the kitchen sink (that had a knob on the door).</p>
<p>I wish I could write an article about a tool that cures management issues as easily as WD40 cures many household issues, however, the squeaky door hinge provides a good analogy.</p>
<p>When a management team has a “to do” list of more pressing things to do, it takes a very squeaky issue to replace an action on the list.</p>
<p>However, I am sure most of you have sat in meetings and created a large list of additional actions to add to the already full “to do” list. Many people are enthusiastic and accept the actions; others are pressured to take them. It is no surprise though that people often fail to take actions because the issue is not squeaky enough.</p>
<p>This is especially the case when new actions are about creating change and the existing actions are dealing with operational issues that affect the business today.</p>
<p>SO</p>
<p>Some of you might argue that the solution is to prioritise. To me, the solution is to hire more people to take the new actions.</p>
<p>You can stop laughing now. I was joking.</p>
<p>Whatever your view, the fact is many organisations are now so lean, their solution for additional actions is longer hours. So how do you effect change or innovate when everybody is running at full tilt to make the operation work? Let me suggest an alternative solution.</p>
<p>I was working with a team of software developers this year who use the concept of “agile software development” (click <a href="http://searchsoftwarequality.techtarget.com/definition/agile-software-development">here</a> for a definition). This methodology creates software in a flexible and pragmatic way. Within it, people typically use the concept of a “scrum”; they split development in to thirty-day cycles called “sprints”, at the end of which the programmer delivers a functioning piece of code. (Click <a href="http://martinfowler.com/articles/newMethodology.html#FlavorsOfAgileDevelopment">here</a> for more detail.)</p>
<p>For my solution I built on the above and extended the Solutions Focus concept of “Small Steps”, setting small tasks that people are likely to do, to devise the concept of “Sprint Actions”.</p>
<p>How does it work?</p>
<ul>
<li>The premise of Sprint Actions is that people must be absolutely sure they can take the action in the time frame. If they can’t (for example if they are on holiday) they do not accept an action or they break an action down in to small enough chunks to achieve it</li>
<li>The time frame is typically two weeks</li>
<li>Every two weeks the team holds a brief meeting (or includes a short slot in a regular meeting) to confirm they have taken the action and to create another set of sprint actions for the next two weeks</li>
</ul>
<p>This cycle continues until the team achieves what they want to .The benefits of Sprint Actions are that:</p>
<ul>
<li>People are more willing to take on the action if they know it is small enough to achieve</li>
<li>People walk away from a meeting in a more positive frame of mind</li>
<li>When people achieve the action they tend to feel better and may well take another action without it being tasked</li>
<li>When actions are achieved and shared they help motivate the team to take on more actions</li>
</ul>
<p>Sceptics will say that:</p>
<ul>
<li>It will take too long to achieve anything of use (“You must take big decisive actions to achieve anything!”)</li>
<li>People will not have the discipline to meet every two weeks and the process will fall apart</li>
</ul>
<p>That’s a fair comment. To the first I would say that many big decisive actions don’t happen unless extra resources are brought in or other actions are shelved. To the second I would say that this approach can be fitted in to the daily routine very easily. For example, the senior manager might use a PA to monitor actions and schedule sprint meetings. Or the team can asc a sprint action for someone to monitor actions and schedule the next meeting.</p>
<p>I have used the concept with five other teams this year and all found it a pragmatic approach.</p>
<p>ACTION</p>
<p>Raise the concept in your next meeting. Choose a small change you want to happen and work on it using the Sprint Actions Approach. Please let me know how you get on.</p>
<p> TO CLOSE</p>
<p>You can also use this approach on your own. As an example, I have wanted to clear out my office for months. Last week I set myself the one day “Sprint Action” of clearing out the books I no longer use in my work. I took one plastic box of books at a time and managed to get rid of two boxes of books. I also threw out my collection of cassette tapes (that hurt).</p>
<p>Inspired by this, a day later I cleared all the old folders and freed up another three boxes. As I filled a box, (I can’t believe I did this) I itemised the folders in the box on a Post It note and affixed it to the transparent front. Yesterday I sorted the remaining books in to boxes by category and tidied up further.</p>
<p>Today my wife took the books to the charity store and I went to the tip and dumped the waste. It felt great. Now if I could just replace that light bulb in the kitchen… </p>Constructive Rant Platform Building for those who did not attend my session in SOL World 2011tag:www.solworld.org,2011-05-29:2102269:BlogPost:393102011-05-29T07:44:59.000ZJohn Brookerhttp://www.solworld.org/profile/JohnBrooker
<p>When you hold a meeting it can be important to let people discuss their work problems and frustrations. However, if a lot of people state their concerns to the whole group it can consume time and create a negative mood in the meeting.</p>
<p>How can you effectively let people vent their frustrations and create a positive mood in the meeting, quickly? Here is a technique I have adapted from one called “Moan, Moan, Moan”. I call it the “Constructive Rant. “</p>
<p>I use it a great deal when I…</p>
<p>When you hold a meeting it can be important to let people discuss their work problems and frustrations. However, if a lot of people state their concerns to the whole group it can consume time and create a negative mood in the meeting.</p>
<p>How can you effectively let people vent their frustrations and create a positive mood in the meeting, quickly? Here is a technique I have adapted from one called “Moan, Moan, Moan”. I call it the “Constructive Rant. “</p>
<p>I use it a great deal when I facilitate because it is enjoyable for participants and it works. Typically, I use it at the start of a meeting to create a “platform”, a starting point from which the group can move on. I have used it with group sizes from 5 to 90 and results have ranged from good to excellent. Without tempting fate, there is no down side that I have found, unless it rains.</p>
<p><span style="text-decoration: underline;">Instructions</span> (This example is based on a team building session)</p>
<p>Pair people up (If you have an odd three people left over, it is still possible for them to do Constructive Rant, but you will need to allow extra time) and brief them as follows [I recommend you write a summary of this on a flipchart to make it easier to follow]:</p>
<ul>
<li><i>You are going to go for a walk</i></li>
<li><i>Whilst you are walking, one of you will speak for three minutes about whatever irritates, annoys and frustrates you about working on this team. [It is important that you phrase your instructions carefully so that people rant about the correct topic]</i></li>
<li><i>Whilst one of you is speaking, the other person should not interrupt. They must listen and can say only, “What else?” if the speaker stops talking for longer than ten seconds</i></li>
<li><i>The listener will keep time and bring the rant gently to a halt after three minutes</i></li>
<li><i>Repeat the exercise with the second person speaking and return towards the meeting room (to reduce the walk back!)</i></li>
<li><i>When you have finished speaking, come back in to the room and remain in your pair; we will instruct you on what to do</i></li>
</ul>
<p>When they return to the room, give each person a Post It Note and a flipchart marker. Brief them as follows:</p>
<ul>
<li><i>I would like you now to ask your partner the question, “So what is it that you want to happen?” For example, your partner might say, “ I want people to talk face to face more”</i></li>
<li><i>If your partner wants more than one thing, ask them what is most important. [If you have fewer than eight people you can give them each two Post It notes]</i></li>
<li><i>Write down the answer on the Post It note using the marker pen</i></li>
</ul>
<p>Give them five minutes to complete this. When they have finished, ask them to bring their notes and put them on a flipchart. </p>
<p>Read aloud each note and ensure that all understand it. There is no need to categorise them, but it is useful to point out similarities, especially if there are a lot. Now explain:</p>
<p><i>What we have done here is to have you discuss your issues, identify what it is that you want and share it with everybody. This provides us with a starting point for enhancing the team’s performance. Let’s move on to the next topic, which in Solutions Focus is normally the Future Perfect.</i></p>
<p> What insights have I obtained from doing this exercise many times?<i> </i></p>
<ul>
<li>The technique is quick and easy to use</li>
<li>Allowing people to vent their concerns puts most in to a much better state</li>
<li>Pairing people prevents the negative thoughts “contaminating” the whole group and is much quicker than a whole group discussion</li>
<li>Talking for three minutes enables people to order and articulate their thoughts, sometimes for the first time</li>
<li>Being listened to for three minutes, uninterrupted by another person, is rare in business. This can help people to feel they have been heard</li>
<li>Less assertive people often welcome the opportunity to have their say</li>
<li>A walk is not essential but I have found it is the most positive way to do this exercise, giving fresh air and privacy</li>
<li>Releasing the negativity outside of the working space means that it is less likely to be contaminated</li>
<li>Walking side by side is also less confrontational than a normal face to face conversation and seems to enable less assertive people to be more open</li>
<li>You can coach individuals with the technique</li>
</ul>
<br/>In Hungary, releasing the negativity made one (perhaps more?) people feel negative emotions even after the constructive aspect of the exercise. That's a downside I had not experienced before. On reflection, I wonder if this was an issue because I artificially stimulated the negative emotions (I had people rant about their government) when there were none present (at least not on the surface) before? In a real life meeting, people come along with negative emotions that they want to release. Allowing them to talk about them, releases the feelings and the "I want" focuses them on what they want. Thus they feel better.<br/><br/>
<p>ACTION </p>
<p> As a creative leader, the next time you have the prospect of a negative meeting, consider trying this approach.</p>
<p> </p>
<p>TO CLOSE</p>
<p>I have been without usable broadband for two weeks and have spent an age on the telephone talking to several agents who are never the same, nor who work in the same centre. Inevitably, I have sometimes begun to rant as they ask again, “So can you explain what the problem is?”</p>
<p>Not once have any of them asked me, “So what is it that you want to happen… Mr Brooker?” Yes, they might argue that asking me that would produce the retort that I want my broadband fixed, but actually what I really want is that one person take responsibility for the issue.</p>
<p>So I end up having the conversation in a very negative mood, despite all the apologies for the poor service; just a thought for any customer service people out there.</p>
<p>Have an outstanding week.</p>
<p>John Brooker</p>