Solution Focused Meetings

The Rationale

A solution-focused meeting provides staff with a positive format for discussing workplace challenges or problems. As a rule of thumb, eighty percent of meeting time is spent discussing strengths, goals and possible solutions and only twenty percent is allocated to problems and concerns. The ‘80/20’ structure helps staff take a positive approach and avoids repetitive and lengthy descriptions of recurring problems. The success of a meeting depends on a shared understanding of its purpose, as well as a collective commitment to the process that is outlined below. The approach is based on ideas gathered from Solution Focused Therapy and Solution Oriented Schools (SOS).

The Meeting – Notes for the facilitator

Choose a title for the meeting that suggests a positive outcome and emphasises a collaborative approach. This sets the tone and makes the purpose of the meeting clear. Keep the title on display throughout the course of the meeting and refer to it as necessary.

E.g. Dealing with Inappropriate Pupil Behaviour: Working Together to Gather Strategies and Suggestions

E.g. Working with Parents on Sensitive Issues: Brainstorming Best Practice

Create an agenda that shows the title, the item/s for discussion and the format for the meeting (see below). Circulate this in advance of the meeting, or establish with the group at the start of the meeting if this is preferable and time allows.

Follow the standard format / structure

  • Introduce the Meeting
  • Acknowledge the Problem/ Challenge
  • Recognise resources, successes, strengths and exceptions
  • Identify future goals and improvements
  • Agree next steps and plan actions
  • Summarise and wrap up

Introduce the Meeting

  • Remind staff of the basic principles behind Solution Focused Working.
  • Distribute/ display the agenda, which includes the meeting title and format. If there is more than one item on the agenda agree how time will be divided amongst items and stick to the allocation of time as far as possible.
  • Remind staff of the ‘80/20’ rule that will be applied to each of the agenda items; eighty percent of time on strengths, goals and possible solution, twenty percent on problems and concerns. Explain that as facilitator, your role is to keep people focused on the SF format, which includes adherence to the 80/20 rule.
  • Identify other staff willing to act as timekeeper, scribe (recording on flip charts referred to below) and reporter (who will provide staff with a summary note of the meeting, which includes next steps and planned actions)
  • Use flip chart paper to record the key points discussed at each stage of the meeting. Use one page for each of the stages listed below: ‘Problem/Challenge’, ‘Resources, Successes, Strengths and Exceptions’ etc. Stick on the wall and use as visual aids and prompts.

Acknowledge the Problem/ Challenge

Ask volunteers to summarise their relevant problems/ challenges and encourage others to listen without interruption. Resist any temptation to jump in with a solution or challenge the stated view. Acknowledge the difficulty described, including its emotional impact. Talk about ‘us’ and ‘we’ rather than ‘you’ and ‘I’ and encourage others to do the same. Stick to allocated time!

NB: Often one or two staff may be inclined to describe their experiences in some detail. You can encourage brevity and focus by developing a practice where staff first describe the ‘problem’ in no more than six words. They then expand on this in stages, moving on to two sentences, four sentences etc, up to an agreed maximum. This helps staff focus on the key elements of the problem and maximises time available for discussing solutions.

Recognise resources, successes, strengths and exceptions

Ask for relevant examples of what is working well or showing signs of improvement, however slight. Acknowledge the strengths and the skills that help to manage the existing difficulties. Look for ‘exceptions’ (times when the difficulty doesn’t occur) and strategies that can be applied more widely and frequently.

Some staff may find this sudden switch from problem-talk to solution- talk difficult and uncomfortable at first; accept this and normalise initial discomfort or resistance.  This may lessen over a series of meetings, as staff become more familiar and comfortable with the SF format.

Identify future goals and improvements

Ask about the preferred future. ‘What are we hoping to achieve?’ ‘ What will be different when we start to achieve this?’ ‘ What do we want to see, hear, say, do more of?’ ‘What will be a sign that a small change is starting to occur?’ ‘What can we do more of to bring this about?’‘ Who will be the first to notice the improvement  – what will they see and hear?’

Encourage a realistic approach that focuses on small change as a step towards bigger improvements; this will minimise cynicism and future disappointment. Talk to staff about looking for ‘small pieces’ of the future in the present.

Agree next steps and plan actions

Talk to staff about what happens next. Who does what, where, when and how? Keep it simple and easy to implement. Include actions that can be implemented with immediate (or almost immediate) effect.

Summarise and wrap up

Use the flip chart notes to provide a concise summary of the key points discussed and key actions agreed. Be respectful of all contributions and views expressed. Take a balanced view, which combines positivity and realism. Encourage staff to continue (or start) to notice and share examples of small and positive changes/ exceptions with each other, and to apply the 80/20 allocation of time to their own conversations about challenging situations. Arrange a follow up meeting as appropriate and thank staff for attending the meeting.

NB The person acting as recorder will provide staff with a summary note of the key points covered during the meeting. You may wish to agree a standard format for this, which covers each of the six stages above. Think about suggesting that the notes are completed in colour and hand-written rather than typed. Take photographs of the flip chart content and pin these to the staff notice board. Bring the SF process to life in your workplace.