绩效管理中的绩效教练常常用到关系问句。 比如: 你的领导会如何看这个想法? 下面一起探讨一下关系问句中的维度。 绩效管理的目标:A 管理者的目标 B个人目标 C 教练过程出现的动态目标 这三个目标拥有一个合理的支点。不仅要关注三个目标的交叉点,也要关注三个目标之外的表达空间。 下面谈量尺。 只有三大量尺: 能动性、工作方法、个人能力 模块化的绩效教练,现在我了解的有两种,其中一个是把上面的AB量尺百分比化。兴趣百分比,能力百分比;一种是例外时间线的直观方法。 这两个方法 Haesun 曾经讲过。 注意:双重角色与利益冲突问题一直是困扰教练与管理者使用的瓶颈?我想你一定有过很好的解决方案。 (一) 焦点解决在绩效方面的模型 当我教管理层如何做绩效管理时,我会告诉他们,新员工新进来的时候的状态,然后管理层会希望员工能有一个一直上升的状态。然而,实际上员工的状态随着时间变化是变化的。下图是一个典型的员工业绩表现: 员工业绩模式,横轴是一周几天时间,纵轴是表现,这条业绩曲线往往不是直线上升的,有波动,甚至会降到零点以下,零以下,你就会被解雇了。 1.通常的提问方式 通常方式下,领导层会问谷点发生了什么,好一点的领导也会问峰点发生了什么。但很多领导都会问,嗨,你明明周一可以做得很好,而你为什么周二就下来了呢? 生活中这样的会话很多,比如父母对孩子说,你上学期成绩很好,这学期是怎么回事?是不是有女朋友影响学习啦? 2.焦点解决的提问方式 那么,在焦点解决的领域里,我们该如何问呢? ——你是怎么做到峰值点的? ——你是如何从谷点开始往上走的? ——先给他们赞许,说出那些可能他们自己都没注意到的地方。 你可以准备一个本子,每周记下每个人完成得好的地方,比如他们做得特别好,或者客户反映特别好的,记下来。等到周五问他们你们觉得自己做得比较好的地方?他们往往会说三个,而你打开本子,说出其它七件。他们会很吃惊你会花时间这么用心注意他们。 如上图我还会问星期二那天的情况,但我不会直接说为什么那天不好,而是问星期二那天有什么事啊?我这样问,他们会觉得好的地方是,我注意到了 他们的变化 ,而不是假想有什么不好的事情发生了,这样他们是有解释的机会的。我们会问,周三那天你的状态下来了,但周四你做了什么? (二) 焦点解决业绩教练工具 1.模型 :把100分分在这四个栏目里,只是一个总体的印象。请考虑一下自己有哪些做得很棒的,哪些是比较好的,哪些还可以,哪些必须改进的。 2. SF会话问句 l 请和我说一下你是做什么工作的? l 如果有几个不同角色,请问您希望以哪个角色来做这个练习 l 你如何给自己在这些栏目中评分的? l 请告诉我,在“非常棒”的这个部分,有哪些部分你是做得非常好的?别人经常来向你咨询的?……还有吗?还有哪些是你非常愿意做,人们都向你询问或者咨询的? l 那么在第二个部分呢?在这个部分,你在哪方面做得也还不错呢? l 你在哪里学到这么多的? l 还有什么你觉得自己作为 ,做得好的地方? l 第三个,你觉得会有哪些方面呢?这里是平均线以上的。 l 在哪些方面你觉得自己需要提高的呢?……还有什么? l 你对自己有很清楚的考虑,太棒了!你已经有这么多的考虑了吗? l 如果我问和你比较熟悉的人,因为你已经做得很好,特别是在Amazing这部分内容中,他们会如何说呢?你在每个领域内的表现怎么样?(如有团队成员在,请他们来讲讲) l 假如你可以继续地做这些事情,而且会做得更多,那会有什么不同呢?当这些事情变得更好时,其他人会注意到什么?你会做什么,让自己的成功继续呢? l 假如今后这些对你来说,特别是Needs to improve,不再是需要提高的,那会对你有什么不同呢?还有吗? l 基于咱们刚才的谈话,你会采取的第一个步骤是什么呢?能够让你朝着自己的目标更近?你具体打算怎么做呢? 大家也可以对自己的绩效沟通教练反思总结,这样我们可以共同提高。 学习、练习、实践、反思、督导,是一个SF取向工作者的快速成长之路。 敬请期待下期分享。
1001 句焦点问题大批判 第617-646问 高效焦点解决教练1001问,可以这样问吗?不可以这样问吗? 没有任何问题会始终存在着, 或者一直以同样的强度存在着。 焦点解决的思维相信解决问题的方法,并不一定和导致问题的原因直接有关,所以教练会更多地聚焦于隐藏在问题背后的目标和期待,那是客户想要的未来。可这并不是说我们不去面对生活中的难题,焦点解决教练就是要通过建构式的谈话,和客户一起找到解决方法,去谈论客户想要什么,让客户回溯自己过往经历中的资源和优势,找到那些存在过的例外,一定有些什么是现在可以做的尝试,走出问题区域,向着想要的未来进发! 当遇到困于问题中的谈话对象时,我们选出下面的焦点思维问句,教练可以适时的使用,更多的在资源的挖掘、例外的寻找和一小步的行动上多做停留。让我们的谈话焦点起来! 628. How would you notice that you had more control of X? And how else? 您如何注意到自己已经对问题X有了更多的控制?完全摆脱它是怎样的情况? 633. What are you doing when you have the upper hand and have more control of X? 当您占据了上风或者能够更好的控制问题X的时候,您正在做什么? ♫ 我们假设客户在遭遇问题时,刚开始在能量上不及往常那么高,所以我们选用的问句相对很委婉。这两个问句是希望客户更多的去描述,当问题已经被掌握和有所控制时,客户想要的情况下会发生什么迹象,未来的期待和目标导向。 634. Where do you rate yourself on the control scale? 依照控制尺度来衡量,您给自己当前的情况打几分? 635. What was last week’s (or last session’s) rating? 上周(上次会谈)时打几分? 636. If the rating is higher than the previous rating: How did you manage to reach a higher number? 如果此次的评分高于之前的评分:“您是怎么达到这一较高分数的?” 637. If the rating is the same as the previous rating: How did you manage to maintain the same number? 如果此次的评分与之前持平:“您是怎么做到一直停留在这一相同的境况中(没让事情变得更糟糕)的?” 638. If the rating is lower than the previous rating: What did you do before to get ahead? What did you do in a comparable situation in the past that was successful? 如果此次评分低于之前的评分:“在取得进步前你做了什么?在过去的类似情况下,您怎么做到取得成功的?” ♫ 这是一个情境,有之前的交流和谈话作为背景,当客户再次来到教练的面前,作为给客户赋能的一种方式,量尺问句的上场是个非常好的选择。对待客户的打分,教练后续要做好应对,636-638这三句,在不同的分数下,同样都可以让客户更多的描述“已经做到的”有用的部分。这样的打分机制,教练要思考,在谈话进行到哪一阶段对客户是最有用的呢? 619. When does X not trouble you or trouble you less? What is different at those times? How do you manage that? 在什么时候,问题X不会困扰您,或给您造成的麻烦较少?这些时段有什么不同之处?您是怎么做到的? 620. When does X not trouble others or trouble them less? What is different at those times? How do they manage that? 在什么时候,问题X不会困扰其他人,或给他们造成的麻烦较少?这些时段有什么不同之处?他们是怎么做到的? 621. When has X not been a problem for you? 什么时候问题X对您来说算不上什么大问题? 622. When has X not been a problem for those around you? 什么时候问题X对您周围的人来说算不上什么大问题? ♫ 还记得我们讲例外时的图示法之一,时间线吗?上面这几个问句就是最好的体现,而且加入了重要人物的视角,把关系化的相互影响轻松带入进来,看着问的是同样的内容,相信吧!当重要人物登场的时候,事情的描述就会有所改观。 631. How does X help you? 问题X如何给您提供帮助? 632. How do you manage to have control of X? 您是如何把控住问题X的? 640. How have recently been able to deceive X? 您最近是怎么与问题X过招的? 642. What weapons do you use to attack X? Which weapons help the most? 您借助什么方法来应对问题X?哪种方法最奏效? 643. What do you know about the way in which others who are also troubled by X attack X and take control of X? 您知道其他受问题X困扰的人们应如何应对问题X并取得控制权的? ♫ 同样是寻找例外,我们讲过的图示法的另一种,八卦图,问题的对面,看到它可以带来的好处,就像631的问法,对待问题有新的角度。其他的4个问句,无论是客户的内在资源,比如能力,品质;或者外部的方法,甚至可以是别人用过的有用的方法,都会让客户朝着问题是可以被解决的方向上去探索。 639. What have important people in your life noticed about you this past week? How did that influence their behavior toward you? 在这过去的一周里,是什么(有益的改变)让您生命中至关重要的人注意到了您?这件事是如何影响了他们对待您的(不同)行为的? ♫ 这句话问之前要留意对话的情境,是会导致客户更多的描述问题?还是基于客户在解决问题上已经取得的进步?教练要做到心中有数,我们更多的是支持客户的进步,显然,第二个选择是更明智的。 644. How will you celebrate your victory over X? 摆脱了问题X后,您要怎么庆祝? 645. Who will yo invite to celebrate your victory over X? 摆脱了问题X后,您要邀请谁来跟您一起庆祝? 646. In your speech, what will you say about how you managed to conquer X? 在您的发言中,您对于自己是如何战胜问题X,会说些什么? ♫ 这是典型的引发客户自我赞美欣赏的方式,给客户赋能,相信问题一定可以解决,看到解决后的自己的积极形象非常重要! 627. How do you then manage to regain control? 您稍后要如何获得对它的控制权? 629. What is the first small step you could take to gain more control of X? 要想争取到更多的控制权,您首先做出的小的尝试是什么? 630. What difference would it make for you to take that first small step successfully? 如果首先采取的小的尝试成功了,会对您产生什么影响? 641. What do you (and others) do when you’re planning to attack X? 当您计划要处理问题X的时候,您(和其他人)该做什么? ♫ 这些是明显的一小步行动的问句,我们提倡要在客户对资源的有效展示和充分的赋能之后进行,会更加的有效。 相信大家在实践中会有更多的问法,期待您的分享! 学习、练习、实践、反思、督导,是一个SF取向工作者的快速成长之路。 敬请期待下期分享。
--- 爱语焦点实践 --- 接上文 ---例外和资源--- 718. If the ideal relationship is a 10 and a 0 is the worst relationship you can imagine, where are you together? 如果用 10 表示你们理想中的关系状况,而 0 表示你们能想到的最糟糕的关系状况,你们给自己打几分? 719. If 10 = pure cooperation, and 0 = pure conflict, where are you together? 如果 10 表示纯合作,而 0 表示纯冲突,你们给自己打几分? 720. How come things aren’t worse? 怎么让事情不变的更糟? 721. Who has contributed to things not being worse than they currently are? 是谁努力让当前的状况不再变的更糟的? ★ 量尺问句给现状打分,重点在后面的两句。我们也常会问,为什么是这个分数而不是更低分?你都做了什么? 726. What would your children say is needed for that to happen? 你们的孩子认为要想让你们的关系变成那样,需要什么必要条件? 729. How might your children be able to help you reach your preferred future? 你们的孩子可能能够如何帮助你们争取你们想要的未来? 731. What have you done together to make things go better this week? 这一周你们两个人共同做了什么努力让事情变得好起来了? 738. What do you know about the other person that gives you hope for improvement? 您对对方的哪些了解能让你们在改善关系上看到希望? 739. What does the other person know about you that gives him or her hope for improvement? 对方对您的哪些了解能让你们在改善关系上看到希望? 751. How might you make this a win-win situation for you both? 你们如何才有可能实现双赢? 752. How have you ended relationship in a positive way in the past, and which of those strategies can you apply again? 过去你们是如何以积极的方式结束关系的?现在你们可以再次应用其中哪个策略? 753. How will your life be different when you’ve been able to end this relationship in a positive way? 你们以积极的方式结束这一关系后,你们的生活与之前相比将有怎样的不同? ★ 在这些问句的询问下,双方过往的优秀品质,孩子曾起到的积极作用,良好的关系下的双赢模式,都会被带到谈话中来,为事情奠定解决方案和资源基础。 754. What price are you willing to pay to make things as hard as possible on the other person? 您愿意付出什么代价来让对方的处境变得遭糕透顶? 755. How much energy do you want to expend on that, and how much energy does that leave you for other-probably more enjoyable things in life? 您想耗费多大的精力来做这件事?您还剩下多大的精力来做生活中其他的 —— 可能更让您愉快的 —— 事情? 756. How long do you want to keep on paying that price? 对于付出这样的代价,您能坚持多长时间? ☞ 注意:上面这三个问句有教练背后的假设,大家可以阅读我们的文章《 焦点解决高效教练在解决家庭问题时的时间框架(下) 》中 “02 未来 ” 这一段的说明。在家庭关系处理中,问不好的情况可能会带来的后果,是为了让客户认识到,事情如果朝着当下糟糕的情形继续发展会带来什么,引起他的思考,这个后果是否是自己愿意或者可以承受的。进而引发客户对未来的正向期待和当下要改变的行为,朝着他想要的方向进行。 761. And if you were to take two of the things you learned from those parents back with you to try at home with your own children, what would those two things be? 如果让您选择向这些父母们学习两件事,并带回家尝试用在自己的孩子身上。您会选择学哪两件事? 762. How have you as parents solved comparable problems in the past? 在过去您是如何像父母们那样解决类似的问题的? 763. How does the other person (your family) explain the improvement? 其他人(你的家人)是如何解释这种改善的? 764. What tells you that your child is capable of engaging in the desired behavior? 是什么让您知道,您的孩子是有能力从事所期望的行为的? 765. How did you notice that your child responded well to this? 您是怎么注意到您的孩子对此作出了很好的反应的? 767. When do you want members of your family to help you? 您在什么时候希望得到您的家人的帮助? 768. How do members of your family know that you would like them to help you? 您的家人如何才能知道您想得到他们的帮助? 769. When do you want your partner to help you? 您在什么时候希望得到您的伴侣的帮助? 770. How does your partner know that you would like him or her to help you? 您的伴侣如何才能知道您想得到他或她的帮助? 771. How does your progress help your partner or family? 您的成长是如何帮助您的伴侣或家人一起成长的? 772. Who has been the most helpful so far? 迄今为止,谁为您的家庭提供了最大的帮助? 773. What does your partner (family) know about you that gives him or her confidence that you will succeed in ...? 您的伴侣(家人)了解您的哪些品质让他或她有足够的信心相信您在 ...... 中将获得成功? ★ 成功的经验不仅仅是来自客户本身,父母的正面榜样,更多关注孩子做到的地方,家人之间的相互帮助,都是最好的资源出处! ---必不可少的赋能--- 730. How will you celebrate with your children when you attain your goal? 你们实现了自己的目标后,要如何跟孩子们一起庆祝? 732. What are you good at together? 你们俩擅长什么? 733. What qualities do you value in the other person? 你们彼此看重对方的什么品质? 735. How can you catch each other doing something for which you could pay each other a compliment? 你们怎么能捕捉到让彼此能够赞赏对方的事情? 757. How can you surprise your partner (child, parent)? 您将如何给您的伴侣(孩子、父母)制造惊喜? 758. Suppose you were to do something subtle to surprise the other person. What might it be? 假设您要做一些微妙的事情来给对方惊喜。那可能是什么? 759. What will you do when you see the other person do that for you? 当您看到对方为您制造惊喜的时候,您会做什么? ★ 家人之间的认可,支持、鼓励是构成良好关系的重要组成元素,给客户机会让他们都说出来,让对方可以听到,满满的能量注入! ---小目标之一小步行动--- 711. What would you do differently in the relationship that you hope to have? 在您希望拥有的关系方面,您会做出什么改变? 712. How would that help the other person? 这对对方有什么帮助? 713. What would the other person do differently in the relationship that you hope to have? 在您希望拥有的关系方面,对方会做出什么改变? 714. How would that help you? 这对您有什么帮助? 715. What would be the first small step you could take to improve the relationship? 您首先会做出什么小的尝试以改善你们之间的关系? 716. What would be the first small step the other person could take to improve the relationship? 对方首先会做出什么小的尝试以改善你们之间的关系? 727. What would your children say the first step could be? 你们的孩子认为第一步要做什么? 766. In the coming weeks, what will all of you do so that things will go (even) better at home? 在未来的几周里,你们所有人将会做什么事情来让家里的事情有所改善(甚至变得更好)? 774. What will your partner (family) do differently when he or she is no longer worried about you? 您的伴侣不再为您担心的时候,他或她(家人)会做出什么不同的举动? 776. What will you do differently together when this is no longer a problem for all of you? 当这个问题对于你们所有人来说都不算是个问题的时候,你们将做出什么不同的举动? ★ 语言是行动的第一步,回归到实际家庭生活中,我们的小目标,做出小的尝试和迈出一小步的行动至关重要,教练一定要把这一步落实好! 在夫妻两人同时接受教练问话的时候,有一个特别大的优势,那就是这个小环境本身已经形成了一个相互作用的情境。两个人的说话,现场让对方听到,是一个有更多助益的共同建构的过程,会对彼此都形成影响和良性循环。 有用的多用! 学习、练习、实践、反思、督导,是一个SF取向工作者的快速成长之路。 敬请期待下期分享。
--- 爱语焦点实践 --- 在家庭中,夫妻关系的融洽往往不是一个人的事儿。即便是相处多年的两个人,一个人的举动,在另外一个人眼中看来,也许还会有其他的理解方式。焦点解决教练的问句会充分的利用两个人乃至家庭中老人、孩子的相互影响,让问句的作用发挥最大的效果。 ---目标的建立--- 705. What is your common goal? 你们共同的目标是什么? 723. Suppose you did have a common goal. What might that goal look like? 假设你们确实有一个共同的目标。那会是什么? ★ 这两句是非常明确的直指目标的问句,而且我们也注意到了,在家庭中,是夫妻两个人共同的目标,不仅仅是一个人的目标。 706. How is that a problem for each of you? 那个问题对你们每个人来说都构成问题吗? 707. What do the two of you want to see instead of the problem? 有什么可以替代那个问题的,是你们两个想要看到的 ? 722. Who was the first to think that you should seek help, and what gave him or her that idea? 是谁首先想到您应该寻求帮助的?是什么让他或她有这种想法的? 740. How is the other person’s problem a problem for you? 对方的问题对您来说算是个问题吗? 741. How do you explain that problem to yourself or to the other person? How can that help you? 您如何向您自己或对方解释这个问题?这对您有什么帮助? 742. Suppose the other person were able to tell me what has happened or what has caused this problem. How might that help him or her? 假设另外那个人能告知我发生了什么,或者是什么导致这一问题发生的。这可能对他或她有什么帮助? ★ 上面这几句,是从问题出发,其作用是要找到隐藏在问题背后的期待和目标,以及可能会带出的资源,让两个人对同一事件达成共识,指向的是未来。 708. How would the two of you like your relationship to be different? 你们俩想让你们的关系发生怎样的变化? 709. What kind of relationship would you like to have? 你们想拥有什么样的关系? 710. What difference would that make for each of you? 这会让你们每个人发生什么变化? 724. Where do you want to be together in 5 or 10 years? What do you want things to look like then? 未来 5 年或 10 年你们想一起待在哪里?那时你们希望事情变成什么样子? 725. What would your children like your relationship to look like in the future? 你们的孩子希望未来你们的关系变成什么样? 734. What positive expectations did you have about the relationship that have been realized? 你们对过去已经实现的关系有什么积极的期望? 736. What else do you both think needs to happen? 还有什么事情是你们两个人都认为有必要发生的? 737. How will your lives change if that happens more often in the coming weeks? 如果那件事在未来的几周频繁发生,你们的生活会发生怎样的变化? 743. What will indicate to you that things are going a little better for the other person, knowing him or her as you do? 能向您表明对于另外那个人来说情况正在有所好转的事情是什么? 744. What difference will it make between you and the other person when things are going somewhat better? 情况有所好转会让您和对方之间发生什么改变? 745. What difference will it make for the other person’s relationships with the people around him or her when things are going somewhat better? 情况有所好转会让另外那个人和他或她周围的人之间的关系发生什么改变? ★ 这几个问句大家很熟悉了,用来探索和形成目标的问句,利用了未来时间和重要人物 --- 孩子的元素。我们以前会用到的一句类似的基本问句,什么是你们想要的? ---描述愿景--- 717. What would your idea relationship look like? 你们理想中的你们之间的关系是什么样的? 749. On a scale of 10 to 0, how would you rate the current situation? 依照从 10 到 0 的尺度衡量,你们如何评定目前的状况? 750. At what number would you like to end up so that you will both be satisfied with the end of the relationship? 你们想要最终达到哪个数字所代表的状态,以便让彼此都对结局满意? ★ 对理想生活的具体状态的描述,建立细节化,视觉化,图像化的生活场景,让愿景看着有真实存在的痕迹。 746. How can you end your relationship in as positive a way as possible for you both? 你们如何以对你们来说都尽可能积极的方式结束你们的关系? 747. How can you end your relationship in as positive a way as possible for the children? 你们如何以对你们的孩子来说尽可能积极的方式结束你们的关系? 748. What would the ideal termination of your relationship look like? 你们最理想的结局是什么样的? ★ 这三句是放在一个情境中说的,让结束关系也尽可能的积极,对彼此和孩子有正面的引导作用。 760. Suppose you woke up in “Parent Land” tomorrow morning, where all parents are highly valued and all children are always on their best behavior. What would you see those parents doing for themselves and their children that makes them so happy? 假设明天早上您在 “ 父母之国 ” 中醒来,在那里,所有的父母都受到高度重视,所有孩子都举止得体。您会看到这些父母们正在为自己和他们的孩子们做什么事,让他们得以如此幸福的生活? 728. How would your children notice that you’d reached your preferred future (to a sufficient degree)? 你们的孩子怎么能注意到你们已经争取到了你们想要的未来(已达到了足够的程度)? 775. Suppose your child did all the things you would like him or her to do. How would he or she say you treat him or her differently? 假设您的孩子做了您想让他或她做的所有的事情。他或她会认为您将以怎样的不同的方式来对待他或她? ★ 假如结构,是一个奇迹问句,从父母的角度,孩子的角度去观察和描绘那些会发生的迹象,和彼此带来的关系作用,互相发酵。 待续:敬请期待下期例外资源和一小步行动的问句。 学习、练习、实践、反思、督导,是一个SF取向工作者的快速成长之路。 敬请期待下期分享。
--- 爱语焦点实践 --- 在我们的团队建设和管理上,如何让团队中的每一位成员都发挥出最大的潜能,调动他的积极性,聚焦在团队要达成的目标上?作为一名教练型领导,适时的应用下面的问句,会让你如虎添翼! I 团队的目标设立 875. How will your team function in the future when it works together as a dream team? 在今后,当您的团队作为一个梦想团队时一起工作时是如何运作的? 876.What would a greatly improved work environment look like? 在很大程度上做了改进的工作环境会是什么样子的? 878.Where does your organization want to be 1 year, 5 years, or 10 years from now ? (goal formulation) 您的机构想要在此后的 1 年、 5 年或 10 年变成什么样子?(目标制定) 918. What might be an indication that this meeting was useful? 能够表明此次会谈是有用的迹象是什么? II 团队中的管理者的目标 880. What would the outcome of this discussion have to be so that you can walk out the door thinking it was good for you to have this discussion? (goal information) 当您走出这里的时候想到,此次讨论要取得什么成果,参加这样的讨论对您是有好处的?(目标制定) 881. What do you personally want to achieve? 您个人希望实现什么目标? 882. Which of those things would you most like to see realized in the coming year? 您最希望在明年看到哪件事完成了? 883. Which of those things is the most important for you to realize in the coming year? 您必须在明年完成哪件最重要的事情? 919. What would have to be different so that you would no longer have to meet with me about this problem? 什么必须发生改变以便您不必再因为这个问题与我会面? 对目标的描述 877.What would your dream solution look like? 您梦想中的解决方案是什么样子的? 879.What does that look like in concrete, positive, and realistic behavioral terms? 在具体的,积极的和现实的行为方面,那是什么样子的? 885. How will you know that your organization’s goal has been reached? 您如何才能知道您机构的目标已经实现了? 888. What is happening in your team or your organization that you would like to keep the way it is? 在您的团队或机构中正在发生什么变化,而这恰是您希望保持原状的? 923. How will your director or management notice that you have made this project a success? 您的董事或管理层怎么才能注意到您已经成功的完成这个项目了? 924. What concrete signs will tell you that...is a success? 什么具体的标志将会让您知道 ..... 成功了? 925. What will be the first small sign that improvement is on the way? 第一个象征着改良措施正在实施中的小标志会是什么? 资源都有哪些? 通过问句充分调动各方面的资源,优势,同时给予赋能:团队中的个人能力和品质,集体的优势,人与人之间的关系协调和影响。 在一个团队中,同事之间是会相互影响而产生改变的,这些问句往往会交叉使用: I 个人篇 887. When have you successfully collaborated with another person in the past, and how did you manage that? 您与另一个人在过去什么时候曾成功的合作过?您是怎么做到的? 894. What compliments can you pay your coworkers? 您将会向您的同事们说什么赞赏的话? 895. What compliments have you already pay your coworkers? 您曾向您的同事们说过什么赞赏的话? 898. How can you see to it that you pay your coworkers more compliments? 您会如何特别注意让自己做到更多的去赞赏自己的同事? 906. What did you do differently as an organization when a previous project ran aground? 当一个以前的项目搁浅后,作为一个组织者,您做出了什么不同的举动? 907. What aspects of that deadlocked project still work well? 那个搁浅的项目中还有什么工作仍在顺利的进行着? 912. All scaling questions regrading the organization’s goal. 与您机构的目标有关的所有评定问题 913. On a scale of 10 to 0 of how hopeful you are that you will reach your goal, where would you say you are today? What is already working in the right direction? 按照从 10 到 0 的尺度来衡量您是多么希望实现您的目标?您认为您当前的状况可以打几分?什么已经沿着正确的方向发展了? 914. How do you handle difficulties or setbacks that your team or company experiences? What works best? 您将如何应对您的团队或机构面临的困难或挫折?什么是最有效的? 922. How did you succeed in finding a solution that quickly? 您是如何如此迅速的找到解决方案的? 934. What has been a high point in your career? Can you tell me something about that? 您职业生涯中的巅峰时刻是什么样的?能跟我讲讲吗? 936. What would it be like for you if there were more opportunities to experience such high points? 如果有更多的机会让您获得那样的巅峰时刻,情况会怎么样? II 关系篇 893. What are your coworkers’ strong points? How do they manage to...? 您的同事们的强项是什么?他们如何成功的做 ...... ? 896. What compliments can they pay each other? 他们可以彼此说什么赞赏的话? 897. What compliments do they already pay or have they already paid each other? 他们已经向彼此说过什么赞赏的话了?或者他们曾彼此说过什么赞赏的话? 899. How can you see to it that your coworkers pay each other more compliments? 您会如何特别注意让您的同事们做到更多的去彼此进行赞赏? 908. How do your coworkers succeed in resolving situations that aren’t working in the right direction? 您的同事们如何成功的消除那些未沿着正确的方向发展的状况? 915. Who in your team or company deals well with difficulties or setbacks or is untroubled by them? What do they do differently? 您团队或机构中的谁很好的应对了困难或挫折,或者并没有受到困难或挫折的困扰?他们做出了什么不同的举动? 921. When does the mutual collaboration work well or better? 相互之间的合作在什么时候很顺畅,或者合作地更出色? 927. What solutions have your coworkers already found by themselves? How did they manage that? 您的同事们已经靠他们自己找到了什么解决方案?他们是怎么做到的? 928. What are qualities that your coworkers value in you as an executive? 您的同事看重作为总经理的您的哪些特质? 929. What do you think makes them value that in you? 您认为是什么让他们看重这些特质的? 930. What are the qualities that your manager values in you? 您的经理看重您本人身上的哪些特质? 931. What makes him or her value those qualities? 是什么让他或她看重这些特质的? 932. What are qualities that your colleagues value in you? 您的同事们看重您本人身上的哪些特质? 933. What makes them value those qualities? 是什么让他们看重这些特质的? 937. Which person from your work life do you especially value? 您特别看重您工作生活中的哪个人? 938. What have you learned from that person? 您从那个人身上学到了什么? 939. How does that lesson manifest itself in your daily life and at work? 您从那个人身上所学到的是如何在您的日常生活和工作中体现出来的? 940. What is your favorite way of showing your coworkers that you value what they do? 您最喜欢以什么样的方式向您的同事们展示您很重视他们所做的一切? 941. How would it affect your coworkers (your team) if you showed your appreciation in this way more often? 如果您频繁采用这种方式展现您对您的同事们的赞赏,会对他们(您的团队)造成怎样的影响? III 团队篇 889. What have been good times in your organization? 您的机构最辉煌的时候是什么样的? 890. Who does what to make those good times happen? 当时是谁做了什么? 891. What is going well in your organization, despite the current problems? 即使出现了当前的问题,您的机构中什么仍在顺利的进行? 892. What are your organization’s strong points and how are they achieved? 您的机构的强项都是什么?他们是如何造就的? 900. How would the collaboration in your organization change if that were to happen? 如果这样做了(相互赞赏),您机构中的合作会发生怎样的改变? 901. How can your organization’s strong points best be deployed to reach the goal? 如何将您机构的强项做出最好的部署来实现目标? 902. What successes has the organization achieved in the past? 过去您的机构都取得过哪些成就? 903. What are the best memories that you have of your organization? 对于您的机构,您最美好的回忆是什么? 904. What do you not want to lose in your organization? 在您机构中,您不想失去什么? 905. What should definitely remain the same in your organization? 在您机构中,什么应该保持不变? 909. What would indicate to the organization that a small improvement had occurred? 什么事会向该机构表明,工作状况有了小幅度的改善? 916. What could you or your team have done differently to prevent this from happening or to ensure that it was easier to deal with? 您或您的团队做出了什么不同的举措来防止困难或挫折再次发生,或确保让其变得容易应对了? 917. How can that help you face difficulties in the future? 将来那(接 916 问句)将如何帮您(团队)面对困难? 920. How did you manage... for that long? 您(团队)是如何如此长时间的做 ...... ? 935. How are successes in your organization usually celebrated? 通常您的机构是如何庆祝成功的? 向前的一小步 884. What would indicate to you that you are headed in the right direction? 能向您表明您正朝着正确的方向前行的事情是什么? 886. What small steps do you think you need to take to get there? 要想实现目标,您认为自己需要做的小的尝试是什么? 910. What would you be doing differently then? What would the members of your team be doing differently then? What would the organization do differently then? 那么您会采取什么不同的举措呢?您的团队成员会做出什么不同的举动呢?您的机构会有什么不同的作为? 911. What difference would that make for your coworkers and the organization? 那会让您的同事们和您的机构发生什么变化? 926. What would help your coworkers to better meet their commitments? 什么将帮助您的同事们更好的履行承诺? 上面的这些问句,团队领导可以根据自己的工作情境或者团队 / 同事之间的需求,选取有用的进行对话。 满满的干货,还等什么,全部拿走吧! 学习、练习、实践、反思、督导,是一个SF取向工作者的快速成长之路。 敬请期待下期分享。
--- 爱语焦点实践 --- 在我们过往的教学经验中,学员在练习和应用中对量尺技术抱有极大的乐趣和兴趣。它的主体结构问句涵盖了我们的四个主要过程,用起来也得心应手 , 量尺技术也被我们称为 “ 一尺打天下 ” 的实用性工具。 焦点解决的一大精髓就是去寻找事情正在朝着客户希望的方向变好的蛛丝马迹。在进行一次教练之后,作为下一次对话的开始,让客户先回顾这段时间内已经有所改善的地方,是个很不错的开端。 338. If you were to rate how much better you’re doing since our previous session, where 10 = optimal improvement and 0 = no improvement whatsoever, what rating would you give yourself? 假设您想要针对上次会谈后您所做的事情已经改善到何种程度进行评级,其中 10 表示改善到了最佳程度,而 0 表示一点都没改善,那么您给自己做何评价? 286. What is better since the previous session? 自上一次会谈结束后,什么变好了? 287. What else is better? 还有其他事情变好了吗? 288. What’s going better? 什么事情正在变得顺畅起来? 289. What is different or is going differently?(with pessimistic clients) 什么事情发生了变化,或者正在有所改观?(向悲观的客户提问) 324. Suppose the positive moments were to last longer. What difference would that make for you? 假设该积极的时刻会持续较长的时间。这会对您造成什么影响? 325. Suppose the positive moments were to last longer. What conclusions would you draw from that? 假设该积极的时刻会持续较长的时间。您会得出什么结论呢? 即便有些客户会说,没什么变化,我们也还是有办法,换个角度继续问: 293. How did you manage to remain at that number? 您是如何设法停留在那个状况中而不继续变糟的? 310. How do you manage to remain at that number or to stay stable? 您如何设法保持在这个数字位置上或保持稳定的? 我们的量尺的最高分,是对目标愿景的描述,让客户自己说出来: 317. At what number do you need to end up to be content? 最终达到哪个数字才让您满意? 318. At what number do you need to be so that you do not have to come back here anymore? 为了使自己不必再来了,您需要达到哪个数字所处的境况? 319. Were you able to imagine you would get this far? 您能想象出您将达到什么水平吗? 320. What is the highest number at which you’ve ever been? 您曾达到的最大数字是几? 321. Suppose I were to talk to people who knew you when you were at that number. How would they describe you? 假设当您到达了那个数字时,我正跟认识您的人交谈。他们会怎么描述您? 299. What difference would that make for you and the important people in your life? 这对于您及您生命中至关重要的人来说会有什么不同的情况发生吗? 现在打几分呢? 290. On a scale of 10 to 0, where 10 means that the problem that brings you here has been (sufficiently) solved or your goal has been reached, and 0 is the worst moment you’ve experienced, where are you now? 按照从 10 到 0 这个尺度来衡量,其中 10 意味着把您带到这里来的那个问题已得到(充分地)解决了,或您已经实现了自己的目标,以此类推, 0 意味着您经历过的最糟糕的情况,您现在在什么位置上? 291. What does that number stand for? 您给出的这个数字代表着什么? 292. How is it that you are already at that number? 您怎么知道已经在那个数字表示的状况中? 给现在打几分之后,要记得我们常常紧密配合的一个问句, “ 你给自己打这个分数,为什么不是更低分? ” 对,就是寻找资源例外! 339. How come you’re not at a lower number? How do you do that? 您没有处在较低的数字所代表的情况中 , 您是怎么做到的? 296. How do you already manage to be halfway there? 您是如何设法走在通往成功的路上的? 309. If the client reports a lower rating: How did you previously manage to get from that number to a higher number? 如果客户汇报了较低的评级: “ 您之前是如何把那个分数提高到一个更高的分数的? ” 322. Suppose I were to talk to people you knew when you were at a somewhat lower number. How would they describe you? 假设当您处于有些较小的数字表示的情况中时,我正跟认识您的人交谈。他们会怎么描述您? 311. What is needed for you to maintain that number? 要想保持在那个数字位置上,您所需的必要条件是什么? 312. How would you be able to move up 1 point on the scale? 您怎么能做到向上跨一个评量级别分数? 313. What is needed for you to be able to move up 1 point? 要想向上跨一分,您所需的必要条件是什么? 315. What is needed for you to pretend that you are up 1point? 如果您想假装向上跨了一分,您需要什么? 328. What is happening that gives you the sense that this problem can be resolved? 发生了什么事情让您觉得这个问题可以得到解决? 赋能!给信心、动力、希望打分。 326. On a scale of 10 to 0, what are the chances that you will find a solution? 按照从 10 到 0 这个尺度来衡量, 您找到解决方案的可能性有多大? 327. On a scale of 10 to 0, where 10 = very confident and 0 = no confidence at all, how much confidence do you have that the problem that brings you here can be resolved? 按照从 10 到 0 这个尺度来衡量,其中 10 表示非常自信, 0 表示失去了信心,您对解决掉把您带到这里来的那个问题有多大信心? 329. On a scale of 10 to 0, how much confidence do you have that you can keep doing ... ? 按照从 10 到 0 这个尺度来衡量,您有多大信心可以一直做 ......? 330. What makes you think that that can be achieved? 是什么让您认为这个问题一定能得到解决? 331. On a scale of 10 to 0, where 10 means ‘I am willing to give it my all’ and 0 means ‘I have no motivation at all,’ how motivated are you to solve the problem that brings you here or to reach your goal? 按照从 10 到 0 这个尺度来衡量,其中 10 意味着 “ 我将全身心的投入到做这件事情中去 ” ,而 0 表示 “ 我一点动力都没有 ” ;您想要解决掉把您带到这里来的那个问题的动力有多大?或者您想要实现自己的目标的动力有多大? 332. On a scale of 10 to 0, how motivated are you to keep doing ...? 按照从 10 到 0 这个尺度来衡量,您有多大的动力来支撑您一直做 ...... ? 333. On a scale of 10 to 0, where 10 = ‘I have every hope’ and 0 = ‘I have no hope at all,’ how hopeful are you that the problem that brings you here can be resolved? 按照从 10 到 0 这个尺度来衡量,其中 10 表示 “ 每件事情都让我充满希望 ” ,而 0 表示 “ 我一点希望都没有 ” ;您觉得您解决掉把您带到这里来的那个问题的希望大吗? 334. How come you (already/still) have that much confidence, motivation, or hope? 您怎么(已 / 仍然)有那么大的信心,动力或希望? 335. How do you manage to have so much confidence, motivation, or hope? 您是如何做到有那么大的信心,动力或希望的? 340. How has moving from a ... to a ... given you hope? 您是如何从 X 提升到 Y 过程中获得希望的? 能量满满,在过往的成功经验中找到了解决方法,那就继续找策略,形成一小步行动! 294. What would one step higher look like? 更高一步的境界会是什么样子的? 295. What would 1 point higher on the scale look like? 比您所选的数字高 1 分所表示的情况是什么样的? 297. How would you notice that you’d gone up 1 point? 您将如何获知自己所处的情况已经提升了一分了? 298. What would 1 point higher on the scale look like? What would you be doing differently then? 比您所选的数字高 1 分所表示的情况是什么样的?您会做什么不同的尝试呢? 300. What do you see as a next step? 您认为下一步要做什么? 301. In your opinion, what would be a very small step forward? 在您看来,向前迈出一小步意味着什么? 302. What does that small step look like exactly? What would you be doing differently then? 迈出的那一小步到底怎么样?您会做什么不同的尝试呢? 303. How would others see that you’ve taken a small step? 对于您已经向前迈出了一小步这件事情,别人怎么看? 304. What would be the very smallest step that you could take? 您能做出的最小的尝试是什么? 305. How great is the chance that that will work out? 这将实现的几率有多大? 306. How much confidence do you have that you will succeed in doing that again? 您有多大把握能再次向前迈出一小步? 307. Suppose I’m a fly on the wall. What do I see you doing differently when you are up 1 point? 假设我是落在墙上的一只苍蝇。当您上升 1 分的时候,我会看到的您正在做的不同尝试是什么? 308. Suppose I make a recording of the situation in which you are up 1 point. What do I see you doing differently? 假设我记录下了您上升 1 分后所处的境况。我会看到的您正在做的不同尝试是什么? 314. What will be different when you move up 1 point? 当您成功的向上跨了一分后,会发生什么变化? 316. How do others with the same problem manage to move up 1 point? 跟您具有相同问题的其他人怎样才能设法向上提升一分? 323. How has going from a ... to a ... helped you? 怎么帮助您从 X 上升到 Y ? 336. What would one number higher look like? What would that take? 如果向上提升一个数字会怎么样?怎么能办到呢? 337. How would you notice that you were one number higher? And how would others notice? 您是如何注意到自己已经处于提升了一个数字所代表的处境中的?别人又是怎么注意到的? 量尺问句,根据我们对话的情景,做好问句间的组合,知道问句背后的假设,我们一起来应用吧! 学习、练习、实践、反思、督导,是一个SF取向工作者的快速成长之路。 敬请期待下期分享。
1001 句焦点问题大批判 第266-285问 高效焦点解决教练1001问,可以这样问吗?不可以这样问吗? 我们在前面发送了大量的赋能和寻找例外资源的问句,大家在实际的应用中都有哪些收获呢?给客户带来什么呢? 我们通过赋能和寻找例外,最主要的一个作用是让客户从中找到解决当下事情的方法 。 也是为了焦点解决中最后的一个主要语言过程,形成策略和一小步的行动积累足够的资源,让客户自己主动说出可以采取的进一步行为和举措。 266. What do we need to discuss for this session to be useful? 本次会谈中,我们需要讨论哪些话题会对我们有帮助作用? ☝ 这个问句,大家更熟悉的用法,是用在会谈的开始,让客户自己说出想谈论的内容和方向。 267. You must have a good reason to.. . Please tell me more? 您必须有充分的理由去做……请告诉我详细的信息。 268. Not everyone would have been able to say or do that. So you are the kind of person who …? Please tell me more. (positive character interpretation) 并非每个人都能够做出这样的评价或那么做的。那么您是....那样的人吗?请跟我多讲一些吧。(从正面解读性格) ☝ 在细节的“怎样去做的”描述中,会自然而然带出客户的资源和方法。 269. If a client asks for advice: Suppose you got advice from me. How would that help you? 假设一位客户来征求意见:“假设您听取了我的建议,那会对您有什么帮助?” ☝ 焦点解决教练轻易不给客户提建议,或者要非常谨慎给客户提建议,要采取合适的方法给客户提建议。 还记得我们在工作坊中讲的“假如结构”吗?这是一句假如问句的应用形式,还记得其他的类似的问句有哪些吗? 270. What compliment could your partner or another important person in your life give you about that? 您的伴侣或您生命中的另一个重要的人对此会对您说什么赞赏的话? 271. Suppose your partner or another important person in your life had been present in that situation. What would he or she say you did well? 假设您的伴侣或您生命中另一个重要的人出现在了那种情况中。他或她会认为您哪些方面做得很好? 272. Whom could we invite to these sessions to put you on the path toward your goal? 我们要邀请哪些人来参加这些会谈以引领您走上实现目标的道路? ☝ 重要的事情说三遍,重要人物,重要人物,重要人物!引用重要人物的视角下的语言描述,会给客户带来意想不到的效果。 273. In your opinion, what else needs to happen for things to go better? 在您看来,为了让事情更顺利的进行,还需要做什么其他事情? 274. What have you considered on occasion but not yet attempted? 什么事情是您曾经或考虑过但仍未采取实际行动的? 275. How can you make it happen that....? 您怎么能让......发生的? 276. What in this conversation has made you discover that? 在这次谈话中,是什么让您发现了这个情况? 277. Suppose we had sessions about mourning, insight, or processing trauma. How would that help you reach your goal or bring you closer to it? 假设我们会针对哀悼、洞察力或处理创伤等话题召开会谈。要如何做才能帮助您实现或让您更接近您的目标? 282. What do you do to control the urge to engage in an undesired behavior? 您是如何控制住自己想要做出异常行为的冲动的? 283. What else do you do to ease the problem? 为了缓解这个问题,您还做了什么? 284. How did you get through such difficult circumstances without giving up hope? 您是如何摆脱这种困境而不放弃希望的? 285. How dose change usually take place in your life? 您生活中的每一次改变通常都是如何发生的? ☝ 在朝向实现目标的方向上,那些已经做到的事情的迹象中当然也是资源的出处。接下来还可以做些什么呢? 278. How do you hope I can help you with this problem? 您希望我怎样帮您解决这个问题? 279. What is the best way for me to work with you? 我和您一起工作的最佳方式是什么? 280. What did the previous therapist do and which of those things helped? 以前的治疗师做了什么?哪些对您有作用? 281. What should I avoid, and what should I definitely do? 我应该避免什么?我又确实应该做些什么? ☝ 焦点解决的“有用多做”原则,教练要及时调整,问对客户的目标和期待有用的问句。 学习、练习、实践、反思、督导,是一个SF取向工作者的快速成长之路。 敬请期待下期分享。
1001 句焦点问题大批判 第238-265问 \0 \0 高效焦点解决教练1001问,可以这样问吗?不可以这样问吗? 在一次焦点的谈话中,我们会面对不同的客户人群,每一位都具有一些独立的特点。我们熟知的一些看着相似的问句,在不同的客户那里,会有不同的理解,而客户理解的方向就是我们可以打开的他的思维空间。 作为教练,那就让我们在问句的选择上加入更多的可能性,继续我们的赋能和寻找资源问句大放送。下面的这些问句中,有问询客户本人的,更有结合他的重要人物一起的。在我们实际应用的时候,从客户的回答中敏锐地扑捉到信息,总会找到对客户有用的贴切问句。 238. What is or was your best subject in school? 您在学校里最拿手的课程是什么? 239. What positive things would your teacher say teacher say about you? 您的老师会用哪些积极的事情来评价您? 240. What is your specially at work? 您在工作中的专长是什么? 241. In what area do others consult you? 别人会咨询您哪些方面的内容? 242. Who inspires you in your work? 在您工作中,是谁在激励您? 243. According to them, what is important for you to remember in your work? 她们认为你应该在工作中记得什么? 244. Which people encourage you to do this work? 哪些人鼓励您做这项工作的? 245. What did they notice about you that makes them encourage you? 他们是因为在您身上注意到了什么才鼓励您的? 246. Which of your abilities and qualities are most valued by the people with whom you come into contact at work? 您在工作中接触的人最看重您的哪些能力和素质? 247. Who in your network knows that you have these qualities and abilities? 在您的关系网中,谁了解您的技能和素质? 248. What is the most important quality you should remember that you have when you are under pressure? 在面对压力时,您应该记住的您所具备的最重要的素质是什么? 249. What good traits would your partner or another important person in your life say you have that will help you reach your goal? 您的伴侣或您生命中另一个重要的人认为,您具有的将帮助您实现目标的特质是什么? 250. How does your faith help you? 您的信仰是如何帮助您的? 251. How do you manage to keep your head above water? 您是如何避免惹祸上身的? 252. What were some successful moments for you this past week? 在上周,您认为哪些时刻是成功的? 253. What have been some successful moments in your life? 在您的一生中,有哪些成功的时刻? 254. What have been the high points of your life? 您生命中最辉煌的时候都是什么时候? 255. What tells you that it’s a good idea to go on engaging in the desired or undesired behavior? 什么事情能够让您知道,继续从事期望的行为,或者从事不同的行为,哪个是好主意? 256. What are your good qualities? 您的优良品质是什么? 257. What do important people in your life consider to be your goodqualities? 您生命中至关重要的人认为您的优良品质是什么? 258. Where do those qualities come from? 这些优良品质是从什么地方培养起来的? 259. Which qualities can you make use of to address your current problem? 在处理当前问题时,您能用到哪些品质? 260. How can you utilize those qualities to address your current problem? 您如何运用这些品质去解决您当前的问题? 261. How can you continue or expand on this success? 您如何延续或拓展此次成功? 262. What have you learned about your problem, and how does that help? 您从这一个问题中学到了什么?它是如何帮助您的? 263. What have you learned from solving problems in the past that you can apply right now? 如今您可以运用的哪方面的技能是从过去解决问题中学到的? 264. How did you find that out? 您是怎么发现的? 265. What advice do you get from others? 您从别人那里得到了什么建议? 学习、练习、实践、反思、督导,是一个SF取向工作者的快速成长之路。 敬请期待下期分享。
1001 句焦点问题大批判 第205-237问 \0 \0 高效焦点解决教练1001问,可以这样问吗?不可以这样问吗? 赞赏自己 在我们开始一次教练谈话的时候,或者是在寻找资源阶段,有的客户不那么容易进入引导的话题或者是语言空间中,那我们可以换个方式,先来给他赋能,从他最喜欢和最擅长的地方开始吧! 205. Can you tell me where your interests lie? 您能告诉我您对哪些事情感兴趣吗? 207. If you had a month-long vacation, what would you do? 如果您有一个月的假期,您想做什么? 208. How do you most enjoy spending your time? 您最喜欢如何度过这段时间? 209.What are you good at? What exactly does that involve? 您擅长什么?您的强项中确切地涉及些什么? 211. What do you like about your self? 您喜欢自己什么? 214. What was easy for you when you were a child? 对于小时候的您来说,什么事情是容易做到的? 215. What are your hobbies? 您的爱好是什么? 216. What activities do you find relaxing? 什么样的活动让您觉得很放松? 217. What activities that you used to do would you like to pick up again? 您曾经参加过的哪些活动让您念念不忘,还想再来一次? 218. What have been the most significant experiences of your life(e.g. traveling, studying, winning a competition)? 您生命中对您影响最大的经历是什么(例如:旅行,学习,赢得比赛)? 219. Have you ever conquered a bad habit(e.g. smoking, nail-biting)? How did you manage that? 您有没有克服掉过某个坏习惯(如,吸烟、咬指甲)?您是如何做到的? 226. What have you achieved that you're proud of? 您取得了哪些让自己引以为傲的成就? 227. What effect did that have on you? 那对您有什么影响? 231. What would you like to do in your life that would give you a sense of pride? 在您一生中,您想做什么让自己自豪的事情? 232. Suppose you were able to do that. What difference would that make for you ? 假设您有能力这样做,这件事会让您有什么改变吗? 236. We all have something unique to offer. What is it that you offer? 我们每个人身上都有独特之处。您的独特之处是什么? 237. In what situations do you compliment yourself? 您在什么情况下会赞赏自己? 重要人物的赏识 在上面的问句交流中,客户的诉说就是在自我建立信心,相信自己曾经有过辉煌闪耀和成功的时刻,同时我们也会发现他的能力,优秀品质,还有他会提及的重要人物等等。在实际应用中,我们也可以转换视角,引入他身边相关的重要人物,持续为客户赋能,更是挖掘资源! 206. What would your partner or another important person in your life reply if asked what your interests are? 如果问您的伴侣或您生命中至关重要的一个人,您的兴趣爱好是什么,他们会怎么回答? 210. What do the important people in your life (partner, child, friend, parent) like about you? 您生命中至关重要的那个人(伴侣、孩子、朋友、父母)喜欢您什么? 212. What do you do better than others? 您在哪一方面做得比别人好? 213. What is easy for you that others probably find difficult? 哪些事情是您认为容易而别人却可能觉得很难的? 220. If so-and-so(e. g,, a deceased person)could see how you live your life now, what would he or she be proud of you for? 如果某某人(例如,一位逝者)可以看到您现在是如何生活的话,他或她会为您的什么而感到自豪? 221. If it were possible for that person to see how you live your life now, what would he or she say about you? 如果那个人有可能看到您现在是如何生活的话,他或她会如何评价您呢? 222. How would he or she say you've accomplished that? 他或她会如何评价您的成就? 223. Who helped you with that? 是谁帮您的? 224. How did you see your parents deal with similar situations? 您认为您父母是如何处理类似情况的 ? 225. How did others react when your parents dealt with those situations in that way? 当您的父母用那种方式处理这些情况时,其他人有什么反应? 228. What you have achieved that you’re proud of, what effect did it have on others? 您取得的那些让您引以为傲的成就,对别人有什么影响? 229. What effect would it have on you if you were given the opportunity to do that more often? 如果您经常有机会那么做的话,对您会有什么影响? 230. What have you achieved that the important people in your life are proud of you for? 您取得了哪些让您生命中至关重要的人引以为傲的成就? 233. In what situations have you received compliments from others? 在什么情况下,您会得到别人的赏识? 234. What difference would it make for you if you did agree with my compliment? 如果您确实担当的起我的赞美,会怎么样呢? 235. What qualities do others value in you? 别人看重您身上哪些特质? 上面的问句,有很多可以灵活应用的场景。当我们把这些问句都应用的特别好的时候,会给我们带来什么不同呢?会给和我们交流的人带来哪些影响呢? 学习、练习、实践、反思、督导,是一个SF取向工作者的快速成长之路。 敬请期待下期分享。
1001 句焦点问题大批判 第184-204问 高效焦点解决教练1001问,可以这样问吗?不可以这样问吗? 假设在客户认为 自己 不好的情境中,通过我们的问句让他发现自己原本具有的、因当下过多关注问题而被忽略的应对能力和品质,让客户进一步加强自我肯定和正面认知。 作为一名教练,不露声色地赞美客户需要在实践中逐步的积累经验和方法。焦点解决中最好用的赞美方式——引发客户的自我赞美!我们用问句打开客户的思维空间,让他在语言的叙述中看到自己的闪光点,从而找到改变现状的有用资源。 下面的这些问句,我们如何应用可以更好地帮助到客户呢? 应对 --- 你是怎么做到的? 184. What makes you so resolute in your into now?” 是什么让您想在这一点上努力一搏? 185. What drives you to put some work into it now? 现在是什么驱使您要做这方面的工作? 186. What makes you so resolute in your opinion? 是什么让您如此坚持己见? 187. What is the most important thing you need to be reminded of doing in order to maximize the chance that that happens again? 您需要记得哪件重要的事情,能够最大程度上增加这种情况再次发生的几率? 188. What is the second most important thing to remember? 要记住的第二重要的事情是什么? 189. How can I help you? What role do you see me playing in this? 要我帮忙吗?您认为在这件事上我起什么作用? 190. How did you manage to come today ,despite the fact that you’re doing badly or worse? 尽管您做的很差甚至更糟,您是怎么来的? 191. How did you manage to motivate yourself to come here today? 您今天是如何设法激励自己到这儿来的? 192. How do you manage to stay on the right track? 您是如何设法一直坚持沿着正确的方向前进的? 193. How do you manage to get back on the right track ? 您是如何设法让自己回到正确的轨道上来的? 194. What ideas do you already have for reaching your goal? 为了实现自己的目标,您已经打定什么主意了? 195. When was your last success? How did that go ,and who did what? What was your role in achieving this success?” 您上次取得成功是在什么时候?是怎么回事?又是谁做了什么?在取得这一成功过程中,您发挥了什么作用? 203.What is already going well and doesn't need to change? 哪些事情已经进展地很好了,不需要改变了? 204.How can you do more of what is already going well? 您如何才能更多的尝试那些已经进展的很好的事情? 你拥有的素质和技能 196. Suppose you were to compliment yourself on your effort. What would you say? 假设您可以针对自己的努力做自我表扬。您会说些什么? 197. What qualities and skills does this success show you that you have? 通过该次成功,您看到自己具有什么样的素质和技能? 198. When did you become aware that you had those qualities? 您什么时候开始意识到自己具有这样的素质的? 199. When did other people become aware that you have those qualities? 别人是在什么时候开始意识到您具有这样的素质的? 200. In what situations are those qualities most noticeable 在什么情况下,这些素质最明显? 201. How could you avail yourself of those traits and skills even more than you're doing now? 您怎么才能更加充分的利用自己这些品质和技能,甚至超过现在的利用程度? 202. How would others notice that you're making greater use of those qualities? 如何才能让其他人注意到您正在更加充分地利用这些特质? 1001夜系列文章 【SFP1001问句实践总结】高德明导师:关于客户问题复发的问句 【SFP 1001夜 十七】用以总结、评估会谈的40个SF问句 【SFP 1001夜 十六】可以赋能的133个SF问句 【SFP 1001夜 十五】一篇不想让你看懂的没有写完的焦点文章 【SFP 1001夜 十四】焦点问句中那些引导你进入未来世界的因素 【SFP 1001夜 十三】教练的过程需要那么认真较真吗? 【SFP 1001夜 十一】焦点空间的语无伦次与焦点教练的头脑清醒 【SFP 1001夜 十】文中的关键点你已觉知,恭喜你SFBC,你过关了 【SFP 1001夜 九】你有什么样的收获我们可以结束了 【SFP 1001夜 八】不知所云&异想天开,SFBC你遇到过这样的人吗 【SFP 1001夜 七】一条鱼的期待 【SFP 1001夜 六】焦点解决奇迹问句50年前长成什么样子? 【SFP 1001夜 五】如果你的问题得到了解决,会有什么不同? 【SFP 1001夜 四】焦点解决早期咨访关系划分方法影响下的问句 【SFP 1001夜 三】焦点解决不断贴近合约目标的问句应用 【SFP 1001夜 二】看了这篇文章后,你会发生什么? 【SFP 1001夜 一】焦点解决问句可以这样问?不可以这样问? 学习、练习、实践、反思、督导,是一个SF取向工作者的快速成长之路。 敬请期待下期分享。
学会如何在复杂环境中简单回应(下) ——高德明团队 译编 Mark McKergow Michael Hjerth 关键词 : 简单,练习,高雅,实用主义者,花道,史蒂夫 · 德 · 沙泽。 摘要 : 简单是史蒂夫 · 德 · 沙泽的工作和 SF 方法中的一个关键要素。然而,将这种理念传递给管理者并不是一件容易的事情。此章节中, Mark McKergow 和 Michael Hjerth 将会介绍一些活动,引导大家探讨去开发简单理念在 SF 过程中的应用,帮助参与者对这一理念有更多的思考,并将这些理念传递给正在学习 SF 的管理者。 (续上篇) 实用主义观点 实用主义观点中,我们用最少的信息,思考做什么和怎么做简单些。为了传播这一理念,我们会询问管理者,让他们考虑什么是最有用的,之后从这里开始。 量尺的使用很符合这样的例子。使用量尺技术是聚焦相关信息非常简洁的工具。例如 , 我们可能对事情现在的情况( 5 分)和略好一点( 6 分)之间的差异感兴趣。这个5分到6分的不同包含了大量的潜在信息 , 其中不是所有的都是我们需要的。 从日常工作中举一个例子 : 很多组织中一个常见的抱怨:大量的会议。我们会频繁地问工作坊的参与者,他们是否不清楚会议的目的。回应通常是像海浪一样的点头。那我们就会知道,让人觉得困惑的部分原因在于会议的目的不明确。 会议的原因描述了是什么导致了会议的产生。 而目的,从另一方面描述,就是我们希望会议将带来什么。如果在会议计划时导出的结果和目的是不明确的,也没有被参会者理解,我们将无法使用奥卡姆剃刀来设置一个有用的议程:讨论只关注以有用的方式来导出结果。议程应该从目的开始制定,而不是原因。 在会议开始前最有用的事情之一是讨论和思考下述四个方面的问题: 目标 --- 这个会议的目的是什么 ? 这是什么类型的事件 ? 你的期待是什么 ? 未来导向 --- 你希望会议之后能做什么?至少需要发生什么?你希望得到什么效果,等等。想象一个未来的想要的美好画面,让时间起作用。 寻找资源 --- 你以前什么时候做过类似的事情,那时候你是怎么做到的 ? 一小步 --- 那你现在需要做什么 ? 这样的事先工作看起来是额外的工作 , 但它能使我们做到保持简单 , 还保持高效。这四个步骤都包含了有用的信息,这可以帮助管理者很快关注在有用的事情上。 保持聚焦在想要的 有人曾说 , 幸福秘方很简单 --- 找到是什么让你幸福的,然后重复它;发现是什么让你不开心的,停止这样做。我们认为这具有同样的简单性。不仅如此 , 它可以非常实用。 迈克尔正和他的儿子丹尼尔诉说着,和他一起工作的人喝太多了。他问丹尼尔,“我该拿这些人怎么办?”丹尼尔说,“如果他们喝得太多他们应该停止”。 “是的……但这就是问题所在,他们不知道如何做到这一点。” “如果他们做些比喝酒更好的事情,他们就不喝酒了。你应该问他们‘什么比喝酒更好?’,然后他们会有别的事情去做。” “如果他们一直喝…” “问他们曾经做什么比喝酒感觉好,告诉他们继续那么做。” “如果他们什么都不记得呢(因为他们都醉的厉害)?” “问他们有什么可能比喝酒好,然后试一试!如果这件事确实是更好的,他们会做的。” 我们留意到,上面的对话,没有讨论为什么他们现在喝酒。它非常精准的聚焦在重要的问题上,那就是他们想要做什么而不是喝酒。它不会掉进寻找解释,寻求诊断 …… (此处省略 5000 字)的等等的陷阱。这和我们建议的是同样的,“另类聪明”。 语言观点 另一种和这个“另类聪明”相通的方式,是通过类似交互视角 ( MRI在 20 世纪 60 年代发明 ) 和社会构建的理念。特别是马克,通过谈论这些话题做了各种尝试来传达这一理念 ,可没有成功 。这些都是复杂的想法 , 谈论它们很快就变得非常复杂。一些学员甚至抱怨,他们认为 SF 应该是简单的 , 而这根本就不简单 ! 因此 , 我们得出这样的结论 , 即实用主义观点提供了一个有用的谈论简单的方法。一旦学会了一些简单的实践应用 , 它才有可能进入讨论其他的简单的概念 , 像社会构建。实用主义的隐喻容易被人了解,特别是对那些商业人士,他们更热衷于能够迅速取得进展。也许可信度的提升可以通过借用群体智慧 , 幸运研究等的一些案例来获得。 我们的工作坊 在工作坊上, Mark McKergow 和 Michael Hjerth 将回顾, SF 中的简单方法的运用,更确切地说,采用此种方法来交流。我们应该跟随沙泽的不妥协路线吗 ? 我们如何能提供其他的回应,当讨论这个方法比这么做更有助益? 工作室将和参与者一起建构,对“简单”理念和实践应用的两个方面的理解。更具体地 , 我们将探索史蒂夫工作实践的严谨,该方法可以帮助那些试图“保持简单”,处于困境的经理们和顾问们。我们将每天检验 SF 的工具,看一看它们如何构建简单 , 以应对生活中不可避免的复杂状况。 培训后,参与者将能够: ● 定义简单的角色 , 它 ( 我们认为 ) 适用于焦点解决实践。 ● 完善自己的焦点解决实践 , 严格地评估工作的简单性。 ● 在实践中建立新的严谨模式 , 用“更少的”做更多的事。 ● 渴望工作和在工作中尝试一些新的简单的应用。 (本文结束) 附:原文 Mark McKergow Michael Hjerth Learning how to act simply in complex situations Keywords: simplicity, training, elegance, functionalist, ikebana, Steve de Shazer Summary: Simplicity is a key aspect of both the work of Steve de Shazer and the SF approach. However, conveying this simplicity to managers is not easy. In this workshop, Mark McKergow and Michael Hjerth will introduce activities and lead discussions to explore the role of simplicity in SF work, to help participants to think more simply about their own practice and to help convey these ideas to managers learning SF. (continue with) A functionalist perspective In the functionalist perspective, we start by thinking about what we are trying to do, and wondering how to do this simply, by using the minimum information. In conveying this, we might ask managers to consider what might be the most useful things to know, and work from there. The use of scales is a case in point. Using a scale to focus on relevant information is a tool which is very condensed. For example, we may be interested in the difference between where things are now (maybe a five) and slightly better (a six). This difference between five and six contains a lot of potential information, of which we may not need all. To take an example from everyday life at work: A common complaint in many organizations is the abundance of meetings. We frequently ask workshop participants if they ever find themselves in a meeting the purpose of which they are unsure. The response to this is usually a sea of nodding heads. We would suggest this is partly a result of confusing the reasons for a meeting with the purpose of the meeting. The reasons for the meeting can be said to describe what has led up to the meeting. The purpose, on the other hand, describes what we hope the meeting will lead to. If the desired outcomes, purposes, of the meeting is not clearly understood among the participants in the planning of the meeting, we will not be able to use Occams ’ razor to set a useful agenda: to discuss only matters which contribute to the outcomes in a useful way. The agenda should be formulated from the purpose and not from the reasons. One of the most useful things to do before or at the start of a meeting is to talk and think about the following 4 groups of questions: Platform – what is the purpose of this meeting? What kind of event is it? What benefits are you seeking? Looking Forward – what do you hope to be able to do afterwards, what is the least that needs to happen, what effects are you hoping for, etc Getting an image of the preferred future, using time distortion Utilising – when have you done similar things before, how do you do them? Stepping the Scales – so what do you need to do NOW? This kind of pre-work might seem like extra work, but what it is enable us to do is stay simple, and thus stay efficient. These four steps all contain useful information – allowing the manager to focus very quickly on useful things. Staying focused on what ’ s wanted Someone said that the recipe for happiness is simple – find what makes you happy and do more of it, find out what makes you unhappy and stop doing that. We think this has the same kind of simplicity. Not only that, it can be very practical. Michael was taking to his son Daniel about his work with people who say they drink too much. He asked Daniel, “ What should I do with these people? ” Daniel said, “ If they drink too much they should stop ” . “Yes...but that ' s the problem, they don ' t know how to do that. ” “ If they do something that ’ s better than drinking, then they ’ re not drinking. You should ask them ‘ what ’ s better than drinking? ’ . Then they will have something else to do. ” “ And if they drink all the time …” “ Ask what they used to do that was better than drinking, and tell the do it again. ” “ And if they can ’ t remember anything (as they are so drunk)? ” “ Ask them what COULD be better than drinking, and try it!, and if it is indeed better,they could do that ” Note that none of this is about why they drink now. It focuses right onto the important issue, which is about what they want to do that is not drinking. It doesn ’ t fall into the traps of looking for explanations, seeking diagnoses, $5000 words and so on. This is the same ‘ different kind of cleverness ’ , we suggest. A linguistic perspective Another way into this different kind of cleverness is through ideas like the interactional view (devised by the Mental Research Institute in the 1960s) and social construction. Mark in particular has made various attempts to convey these by talking about them, with apparently little success. These are complex ideas, and talking about them soon becomes very complicated. Some trainees have even complained that they thought that SF was supposed to be about simplicity, and this is not simple at all! So, we are coming to the conclusion that a functionalist perspective offers a useful way to talk about simplicity. Once some kind of simple practice has been learned, it may be possible to enter into discussions about other concepts of simplicity, like social construction. The functionalist metaphor is easy to get across, particularly to business people who are interested in making progress rapidly. It may be that added credibility can be gained by dropping in references to things like swarm intelligence, luck research and so on. Our workshop In the conference workshop Mark McKergow and Michael Hjerth will review both the aspects of simplicity within the SF approach, and more specifically the way in which this is communicated. Should we follow de Shazer's uncompromising line? How can we offer other kinds of response.which may be seen as more helpful when talking about the approach rather than just doing it? The workshop will build participants ’ understanding of ‘ simplicity ’ in both conceptual and practical terms. Practically, we will explore the rigour with which Steve approached his work, and ways in which that rigour can help hard-pressed managers and consultants as they attempt to ‘ stay simple ’ . We will examine everyday SF tools to see how they are used to build simplicity, in response to the inevitable complexities of life. After attending your contribution the participants will be able to: ● Define the role of simplicity as it applies (we think) to SF practice. ● Refine their own SF practice, to critically assess the simplicity of their work. ● Build new rigour into their practice, to do even more with even less. ● Be eager to get to work and try out some of their new simplicity in action at work. (The End) 参考文献 REFERENCES 1. Berg IK (2004): In conversation with MMcK in a workshop, Toronto, Canada, October 2004 2. Jackson P Z/ McKergow M (2002): The Solutions Focus, Nicholas Brealey Publishing 3. de Shazer S (1994): Words Were Originally Magic, WW Norton Stewart I/Cohen J: Figments of Reality, Cambridge University Press 4. Wiseman R (2004): The Luck Factor; The Scientific Study of the Lucky Mind, Arrow 学习、练习、实践、反思、督导,是一个SF取向工作者的快速成长之路。 敬请期待下期分享。
学会如何在复杂环境中简单回应(中) ——高德明团队 译编 Mark McKergow Michael Hjerth 关键词 : 简单,练习,高雅,实用主义者,花道,史蒂夫 · 德 · 沙泽。 摘要 : 简单是史蒂夫 · 德 · 沙泽的工作和 SF 方法中的一个关键要素。然而,将这种理念传递给管理者并不是一件容易的事情。此章节中, Mark McKergow 和 Michael Hjerth 将会介绍一些活动,引导大家探讨去开发简单理念在 SF 运用过程中的应用,帮助参与者对这一理念有更多的思考,并将这些理念传递给正在学习 SF 的管理者。 (续上篇) 简单在行动中的体现 作为一个观察者,我们如何辨认行动中的简单?行动简单化并不意味着尽可能做得少,它是指尽可能少做以达到一个特定的目标。所以,如果没有达到某个目标这样的背景作为参考,我们不能判断简单与否。什么都不做是最简单的,却和目标无关。同样的,总是做同样的事情也被认为是简单,即使那个办法没有作用,却期待着有不同的结果。这两者和焦点解决实践的简单毫无瓜葛。 我们的简单是和实用主义相关的,去掉这些不是实用主义的或者和努力的目标不一致的外表和装饰部分。这和日本的花道有异曲同工之处。这种艺术一次次地剪掉枝条,直到剩下的是悦目的,和谐的。最高雅的设计只有很少的花束,但是位置都是精心摆放的。更多的花束并不意味着就是更好的插花。同样道理,我们也许可以说,太多的主意、假设、假说并不代表是去改变的好的办法。由此看来,这也是我们在焦点解决实践中高雅和美感的一个要素。 这种描述可能会引发一些潜在的冲突或者矛盾。如果我们的努力是冷静地去掉全部的装饰,这也可能阻止了机会和巧合。有人会认为这种问题随机性的观点和简单的要求相抵触。我们认为这是一个误解,随机的发生为保持简单提供了很多可能性。 英国哲学教授 Richard Wiseman 在他的有趣的著作《幸运要素》中汇集了两种观点,一种是一群人认为自己很幸运,另一种是一群人认为自己不幸运。他后来着手测试 : 人们是如何做到的---是什么带来了“幸运”。 他发现,幸运和人们如何回应日常生活中的随机可能性相关。“幸运群体”更加留意和利用这些机会,而不幸运的群体则选择逃避。这种有用的回应也可以在群体智能中见到,参加过 SOL 2004 的人可能还记得智能蚁群如何寻找食物和搬运食物的演示。一只蚂蚁偶然发现食物,然后释放生物信号告知其他蚂蚁,其他蚂蚁也会做同样的事情。一旦“追踪任务”被发现和标记了,整个蚂蚁群体会行动起来,所有食物都会被安全的搬运回来。 这个例子展示了简单的“高雅版本”。蚂蚁群体的简单原则是靠随机的行动,这一举措提供了可靠和有力的方法以达到想要的目的。 如何做到简单 我们需要什么样的信息能使事情运作呢?什么是最简单的方法?最基本的途径似乎是区别“什么时候可行”和“什么时候不可行”的相关信息。 SF 认为,有关问题的信息比想要的是什么的有用性少得多。这是一条直接途径,也可能伴随着很多的弯路和陷阱。 然而,当客户抛出一个问题,经常性地,客户对事情如何变坏比对如何变好更了解。所以,你必须在有用的方面给客户更多的指引询问。我们观察到在其他传统行业中,很多人开始就问为什么事情变坏了 --- 是谁的错,我早该怎么做 …… 这些都不是简单问题。为什么不直接询问想要的是什么,并引导到这个方向上来。举个例子,如果一个会议结束的很糟糕,我们可以开始讨论期望下次会议如何,而不是关注这个糟糕的会议怎么样(迂回),也许可以问问我们应该保持做什么,和寻找前进的一小步。 这种思路也适用于组织。如果你有一个计划,存在很多没必要的元素,那么这个计划不仅是蹩脚的,也浪费你的精力。 SF 的简单化提供了一个方法,去掉这些没用的,专注在未来和前进的一小步,避免浪费时间在不可能探究清楚的 “ 蚂蚁王国 ” 的复杂关联细节上。 问题导向和焦点解决导向之间一个关键的差别是信息内容,描述问题相关(哪里错了),还是描述解决之道(想要什么)。这好比,你饿了去超市,按照清单买了所有东西,而很多东西都不是你做煎饼的材料。这个清单花了很长时间才完成,而且还内容很多 --- 真是浪费精力!和简短的做煎饼的材料清单相比,不仅仅是后面这个清单更有用(假设你想要煎饼),同时也节约了很多精力。这不仅在管理上高效,也给你更多时间思考其他清单,这是一种可能性。在做煎饼这件事上,这样做是有用的。保持简单化提供了更多机会和精力,关注有用的和巧合的,在 Wiseman 的研究中,这是幸运人们的关键行为之一。 有一个错误的假设,我们在行动之前,需要最大可能的掌握知识。简单化的方法是知道我们需要知道的(知道的有多少)再去行动,可做的就仅于此。人们愿意搜集尽可能多的数据,而不去问他们想要什么。在这里可以使用一个方法,把对知识的需要以 0-10 分打分,在工作中按这个来运行。人们对知识没有分类技巧, SF 可以提供这种方法。 人们有时候对我们说, “ 但是肯定的是,有时候,你必须回顾过去 ” 。比如,在一次铁路交通事故中,往往会有调查。这看起来并不简单,但我们能让事件更加清晰,通过追寻维特根斯坦的例子,看看调查怎么开展。通常地,人们认为调查是“为了防止此类事件永远不要再次发生”,这得有很多的功能,包括,提供一个聚集处,收集实际发生情况的信息,哪些人承担法律责任,对受影响群众开展安抚工作会议等等。这和我们下次要怎么做没有什么关系,而是给大家提供了一个聚焦点,现在发生了什么,告诉人们如何回应灾难事件。 传播简单理念 学习用这种高雅的简单去做事是一回事。但如何传递给其他人,特别是忙碌的管理者们,是另外一回事。对于那些习惯于问题导向和相应处理办法的人,这显得天真、无知甚至是愚蠢的。所以,我们该如何传播这些理念? 史蒂夫·德·沙泽在一定程度上让这件事变得容易了,在一个确定的背景下的治疗办法。当他被问到某类被预先假定的不一样的问题,和语言使用上不简单的问题时,他会回应 “ 我不知道 ” 。这有点儿像, “ 那个问题不合理,不是一个有用的问题 ” 。我们可能会说,沙泽把问题的控制权又送回了提问者那里,提问者可以有机会再试一次。在他的治疗工作理论里,这是 Steve 的另类聪明。在练习内容中,这种方法是非常严格的,也是言出必行的。然而,我们发现很多学员认为这种方法没有用和沮丧,因为在他们看来一些‘合理’的问题被明显的忽略了。 还有一种更好的方法传递这种理念吗?我们这里提出两种可能性,一个是实用主义观点,一个是(简单)语言学观点。 (未完待续) Mark McKergow Michael Hjerth Learning how to act simply in complex situations Keywords: simplicity, training, elegance, functionalist, ikebana, Steve de Shazer Summary: Simplicity is a key aspect of both the work of Steve de Shazer and the SF approach. However, conveying this simplicity to managers is not easy. In this workshop, Mark McKergow and Michael Hjerth will introduce activities and lead discussions to explore the role of simplicity in SF work, to help participants to think more simply about their own practice and to help convey these ideas to managers learning SF. (continue with) Simplicity in action As an observer, how would we identify simplicity in action? Acting simply does not mean doing as little as possible, it means doing as little as possible to achieve a particular result. So, we can’t judge simplicity without the context of trying to achieve some end – to do nothing would always be very simple, but would not be connected to the context. Equally, it might also be thought simple to do the same thing again and again, even if it’s not working, and expecting different results. Neither of these relate to the simplicity of SF practice. Our simplicity is related to functionalism – the taking away of all ornaments or adornments which are not part of the functioning or purpose of the endeavour. There is an interesting parallel with ikebana, the Japanese art of flower arranging. The method used is to remove stem after stem until what is left is in aesthetic harmony. The most elegant designs have few blooms, but in very carefully placed positions. More flowers do not automatically equal a ‘better’ arrangement. In the same way we might say that more ideas, assumptions, hypotheses do not make for a ‘better’ approach to change. There seems to us to be an element of elegance and aesthetics in SF practice, relating to this idea. There may appear to be a potential conflict or contradiction in this description. If the endeavor is to coolly remove all adornments, this may not seem to allow for the role of chance or coincidence. One might think that this idea of messy randomness might interfere with the quest for simplicity. We think this is a misunderstanding – happenchance provides many possibilities for staying simple. In his fascinating book The Luck Factor (Wiseman, 2004), British psychology professor Richard Wiseman gathered two groups of subjects, who rated themselves as particularly lucky or unlucky. He then set about examining how they managed to do this – what seems to lead to ‘luck’. He found that, amongst other things, ‘luck’ was connected to the way people responded to the random possibilities presented to them in everyday life. The ‘lucky’group were much better at noticing and utilizing these opportunities, whereas the ‘unlucky’ group would shy away. This kind of response to useful yet random events is also seen in swarm intelligence – those who attended SOL 2004 may remember the demonstration of computer ants finding and taking food. One ant finds the food by chance, and then releases a trail of pheromones for the other ants to find, which they do again by chance. Once these ‘tracks that work’ have been discovered and marked, however, the whole ant community swings into action and before long all the food is safely gathered. This example shows a version of elegant simplicity. The simple rules of the ants are combined with random movement which provide a reliable and robust method to achieve a certain result. How to be simple What kind of information do we need to make things work? What is the simplest way to get it? The most fundamental way to us seems to be the distinction between information relating to ‘when does it work’ versus ‘when does it not work’. Information about the problem contains much less useful information than information about what is wanted, the ‘solution’ in SF. This is the direct route – along which there may be many excursions and pitfalls. However, when a client shows up with a problem, usually the things that go wrong are better known to them than things that go right. So, you have to ask questions to throw more light on what works. We observe than in other traditions people start by asking about why things became wrong in the first place - whose fault was it, what should we have done… These are not the simplest questions. Why not do directly to what’s wanted and start to throw light on that. For example, if a meeting at work has gone badly, we can start to discuss how we would like the next meeting to be rather than focus on the last meeting (a detour), perhaps by asking what should we keep doing and looking for small steps. This way of thinking also applies to organizations. If you have a plan with a lot of unnecessary elements, then that is not only inelegant, but it wastes your energy. The simplicity of SF offers us a way to remove some of the things and focus on others – for example look at the distant or ideal future and the first steps, and avoid wasting time on the details of the unknowable ‘ant country’ (Stewart and Cohen, 1997) of complex interactions in between. One key distinction between problem-focused and solution-focused approaches lies in the ‘information content’ of statements relating to the problem (what is wrong) and to the solution (what is wanted). This is analogous to being hungry and going to the supermarket with a list of everything you don’t need to make pancakes. This list would take a lot of time to compile and would be very long indeed – a real waste of energy. Compare this with the much shorter list of ingredients for pancakes. Not only is this list much more useful (assuming that you want pancakes), it also takes much less energy to compile. This is not only efficient in the managerial sense; it also frees you up to also consider another list, which is about possibilities – in this case things which might work well in pancakes. Staying simple provides more opportunity and energy for noticing possibilities and happenstance – one of the key behaviours of ‘lucky people’ in Wiseman’s research. There is a false assumption that we need to maximize knowledge, to know before we act. The simplest way is to know what we need to know (and how little we need to know) to act, and act knowing no more than that. People seem to want to collect as much data as possible, instead of asking what they need. One way to go on here is to scale the knowledge needed on a 0 – 10 scale, and work from that – in practice, people seem to have no sorting mechanism for the knowledge, and SF can provide one. Sometimes people say to us ‘But surely, sometimes you HAVE to look into the past?’ For example, in the case of a major rail accident, there is usually an inquiry. This does not look simple, but we can shed some light on the matter by following the example of Wittgenstein and looking at how the inquiry is used. Usually, although people think of the inquiry as about ‘never letting it happen again’, it has many functions included providing a focal point, gathering information about what actually happened, assigning responsibility for legal purposes, acting a forum for affected people etc etc. These are not so much to do with finding out what to do next time as giving a focus to what’s happening NOW – giving people something to do in response to a distressing event. Conveying simplicity To learn to act in this manner of elegant simplicity is one thing. But how to convey it to others, particularly busy managers, is quite another. To those accustomed to the usual ways of talking about problems and their resolution, it may appear naive, ignorant and even completely stupid. So, how are we to convey these ideas? Steve de Shazer made things somewhat easier for himself by always working in a defined context, therapy. When he was asked questions which presupposed some kind of different and less simple use of language, his reply of ‘I don’t know’ was some kind of version of ‘That doesn’t make sense, that’s not a useful question’. We might say that he was handing the control back to the questioner, so they could have another try. In his therapeutic work, this was the ‘different kind of cleverness’ of Steve. In a training context, this approach is certainly rigorous and ‘walks the talk’. However, we observed many trainees found it unhelpful and frustrating, as what seemed to them to be sensible questions were apparently ignored. Is there a better way to convey these ideas? We will address two possibilities here, a functionalist perspective and (briefly) a linguistic perspective. (To be continued) 参考文献 REFERENCES Berg IK (2004): In conversation with MMcK in a workshop, Toronto, Canada, October 2004 Jackson P Z/ McKergow M (2002): The Solutions Focus, Nicholas Brealey Publishing de Shazer S (1994): Words Were Originally Magic, WW Norton Stewart I/Cohen J: Figments of Reality, Cambridge University Press Wiseman R (2004): The Luck Factor; The Scientific Study of the Lucky Mind, Arrow 学习、练习、实践、反思、督导,是一个SF取向工作者的快速成长之路。 敬请期待下期分享。
学会如何在复杂环境中简单回应(上) ——高德明团队 译编 Mark McKergow Michael Hjerth 关键词 : 简单,练习,高雅,实用主义者,花道,史蒂夫 · 德 · 沙泽。 摘要 : 简单是史蒂夫 · 德 · 沙泽的工作和 SF 方法中的一个关键要素。然而,将这种理念传递给管理者并不是一件容易的事情。此章节中, Mark McKergow 和 Michael Hjerth 将会介绍一些活动,引导大家探讨去开发简单理念在 SF 运用过程中的应用,帮助参与者对这一理念有更多的思考,并将这些理念传递给正在学习 SF 的管理者。 前言 简单是史蒂夫 · 德 · 沙泽的工作和 SF 方法中的一个关键要素。茵素 · 金 · 柏格称史蒂夫是“手持奥卡姆剃刀的人”。 一小步的行动、最小程度的假设和谨慎使用语言是该方法论的核心理念。 史蒂夫自己是众所周知的简易行动派,甚至把他的治疗师角色形容为 “ 沙泽笨蛋 ” 。 然而,和客户示范简单的方法是一回事,但是讨论它会显得非常复杂(参照社会建构和维特根斯坦的语言游戏)。沙泽自己不太愿意讨论它,他在练习中是以严格著称的,对于那些他理解的使用语言不合理的,以及和SF实践无益的问题,常常以“我不知道”回应。这种方法是严密的,用行为鉴证语言。然而,我们观察到很多工作坊实践者对此感到迷惑,并觉得没有帮助。 简单 如果我们在词典中查找简单的定义,我们找到很多该词用法,例如数学中(一次不等式,不含一次以上次幂),医学上( 骨折 ),财务上(单利而不是复利)。在这些应用中,我们可以发现简单的相关入门理念,不是复杂的、详尽的、装饰的或者牵连的。 在哲学领域中,简单的概念是和奥卡姆剃刀联系在一起的。这个原则第一次是 14 世纪被英国僧侣和学者 William of Ocam 定义的,经常被描述 成:“切勿浪费较多东西去做用较少的东西同样可以做好的事情。” 这种说法可以在长久以来的哲学领域中见到。主流学院的思想中,那些老学究们更关注于找到关于这个世界的复杂诠释和它是如何运行的。越是复杂的思想,显得更聪明和更真实。 William 反对这种说法,他的观点恰恰相反,最简单的思想,用最少的前提假设,与真相相符,即是最好的。这个原则是哲学的一部分,也是科学的一部分,直到今天仍如此。就像拿着剃刀,把过量的假设去掉,真理就显现出来了。 奥卡姆剃刀经常被误解。一个众所周知的例子,上帝论者坚信他们的观点:上帝创造一切,非常简单,因此是科学而正确的。科学家宣称这完全不是简单,假设一个无所不能的造物神存在是太大的一个跨度,特别是我们身处的世界可以被规则化描述,这些并不需要一个神。 简单如何对管理者有帮助? 在哲学和科学观念中,奥卡姆剃刀被用于消除不合理的假设以帮助确定不同假说和理论中有用的部分,用最简单的术语做最大化解释。在日常管理工作中,这个观念并不是忙碌的管理者们优先关注的,大多数的管理者更关心效率和效果。有人可能会说用最小的付出得到最多的收获。然而这两种考虑需要它们互不相悖。 在 SF 工作中,简单就是用最少的谈话和最少的时间和资源来替换那些最多的意义。 我们发现这个是受到管理者欢迎的。以科学的、哲学的规范应用奥卡姆剃刀,这也许是一种红利。 简单和焦点解决 在焦点解决实践( SFP )中,我们会发现简单理念体现在 SFP 的所有事情中, SFP (通常)不是为了获得结果。因此,下面这些就不那么必要。包括: ● 诊断问题。 ● 检查问题原因。 ● 根据模式解释客户的语言。 ● 比客户更了解他的生活。 ● 关联一个案例和另一个相似却又不同案例的信息。 ● 根据诊断给客户提建议。(这个对酗酒者有用吗?或者对于销售?) ● 谈论心理过程作为个体的属性,或其中的人们的。 ● 有关客户的,或者客户之间的讨论是概括性的或摘要性的。 ● 在多变的世界中试图在很久之前就预先做出一个详细的计划。 一旦我们拿起奥卡姆剃刀剃掉这些,剩下的会是什么?简单,语言的明显化的简便应用,那就是焦点解决实践。只是它不是那样的易懂。 SFP 的指导原则是 ” 有用的就多用 ” ,带着对每一位个体都尊敬的心态去实践。我们不能排除某些可能性,比如在一个给定的案例中,上述的不必要的元素可能会转变成有用的。因此,找到 “ 有用的 ” 应具备最开放的心态,也许是禅僧铃木俊隆所写的 “ 禅者的初心 ” 。 (待续) 附:原文 Mark McKergow Michael Hjerth Learning how to act simply in complex situations Keywords: simplicity, training, elegance, functionalist, ikebana, Steve de Shazer Summary: Simplicity is a key aspect of both the work of Steve de Shazer and the SF approach. However, conveying this simplicity to managers is not easy. In this workshop, Mark McKergow and Michael Hjerth will introduce activities and lead discussions to explore the role of simplicity in SF work, to help participants to think more simply about their own practice and to help convey these ideas to managers learning SF. Introduction Simplicity is a key aspect of both the work of Steve de Shazer and of the SF approach. Steve was described by Insoo Kim Berg as 'the man with Occam's Razor'(Berg 2004), and the ideas of acting minimally, making minimal assumptions and using language very carefully are central to this methodology. Steve himself was well known for acting 'simple', even describing his therapeutic persona as 'de Shazer the stupid' (de Shazer 1994: 34). Demonstrating the simple approach with a client is one thing, but talking about it can get very complicated (references to social construction and Wittgenstein being brought into play). De Shazer himself could appear reluctant to talk about it. He was known for his firmness in trainings, frequently responding 'I don't know' to questions which did not make sense within his understanding of language usage and SF practice. This approach was rigorous and certainly 'walked the talk'. However, we both observed many workshop participants being puzzled by this and finding it unhelpful. Simplicity If we look in the dictionary for a definition of simplicity, we find many uses of the word – for mathematics (simple equation, not involving terms higher than first order), for medicine (a simple fracture), and for finance (simple interest, not compounded). In amongst these we can find an entry relating to simple ideas – not complicated or elaborate or adorned or involved. In a more philosophical content, the concept of simplicity is associated with Occam’s Razor. This principle, first defined by the English monk and scholar William of Occam in the 14th century, is usually rendered as ‘it is vain to do with more what can be done with fewer’. This remark can be seen in the context of the philosophy of the time. The dominant school of the thought, the Scholastics, were concerned to find more and more complicated explanations of the world and how it worked. The more complicated the idea, clearly the cleverer it was, and the most likely to be true. William railed against this, and articulated his idea that, on the contrary, the simplest idea - that with the fewest assumptions – which fitted the facts was preferable. This principle is part of philosophy, and also science, to this day. Excess assumptions are shaved off, as if with a razor, to reveal the truth. Occam’s Razor is often misunderstood. In a well-known example, creationists sometimes contend that their idea – God created everything – is very simple, and therefore is scientifically correct. Scientists contend that this is not at all simple – to postulate the existence of an omnipotent creator is a large move indeed, particularly when the world around us can be described in terms which do not require such a figure. How is simplicity useful – to managers? In the philosophical and scientific sense, Occam’s Razor is used to pare away unnecessary assumptions to help determine the usefulness of different hypotheses or concepts– maximum explanation in minimum terms. In everyday management terms, this is not usually at the forefront of the busy manager’s mind – most managers are more concerned with efficiency and effectiveness. One might say they want maximum results for minimum cost. However, these two considerations need not be at odds with each other. In SF work, simplicity is taken as meaning maximum change for minimal talk and minimal use of time and resources. We find that this is welcomed by managers. Perhaps the fact that to do this they are also applying Occam’s Razor in scientific and philosophical terms is a bonus? Simplicity and Solutions Focus In the context of SF practice, we can see the idea of simplicity reflected in all the things which SF practice does not (usually) do to get results, and which seem therefore to be unnecessary. These include: ● Diagnosis of the problem Examination of the cause of the problem. ● Interpreting the client’s words according to a schema. ● Knowing better than the client about the client’s life. ● Relating information from one case directly into another similar (but different) case. ● Referring to clients by their diagnosis (‘does it work for alcoholics? Or forsales people?’) ● Speaking of mental processes as properties of individuals, or inside people. ● Talking in generalities and abstract terms about clients and with clients. ● Attempting to make detailed plans a long time in advance in an emergent world. Once we take Occam’s Razor and shave these away, what is left? The simple, apparently naive of language that is SF practice. Only it isn’t as straightforward as that. The guiding principle of SF practice is to ‘find what works and do more of it’, and do this with respect to each individual case. We can not exclude the possibility that, in a given case, one of the ‘unnecessary’ elements in the list above may turn out to be useful. So, the finding of what works should be done with the most open of minds, perhaps the ‘beginner’ mind written about by Zen author Shunryu Suzuki. (To be continued) 参考文献 REFERENCES 1. Berg IK (2004): In conversation with MMcK in a workshop, Toronto, Canada, October 2004 2. Jackson P Z/ McKergow M (2002): The Solutions Focus, Nicholas Brealey Publishing 3. de Shazer S (1994): Words Were Originally Magic, WW Norton Stewart I/Cohen J: Figments of Reality, Cambridge University Press 4. Wiseman R (2004): The Luck Factor; The Scientific Study of the Lucky Mind, Arrow 学习、练习、实践、反思、督导,是一个SF取向工作者的快速成长之路。 敬请期待下期分享。
“SF-Topology”:匹配管理解决的元素和背景 高德明团队 译编 Klaus Schenck 关键词:聚焦解决;拓扑结构;地图和领土;导航模型;线性、环形、互动和系统逻辑;内部vs外部视角;适应瓶颈 / 限制 摘要: 焦点解决(SF)包括一系列程序:找到“是什么起效”(起效的就多做一点),忽略其他不起效的(做一些其他的事情会更好一些)。这种区别很容易理解,但在最终找到什么起效之前可能会出现一些重复。 使用严格“简单”的地图,几乎没有时间试错( Jackson McKergow 2002 ),它可能帮助增加“需求的多样性”( Ashby 1956 ),用较少的次数找到解决方案的能力。 这里我描述了一种地图,即“解决蓝图”。它的“核心单元”( CORFU )是丰富我们对蓝图“拓扑学”的理解,以及我们成功通过它,朝向好的选择,为我们自己及来访者。像通常的 SF 工作一样,选择的简单性和多样性并不是相互排斥的,它们在不断变化的情境中可以不断调整以灵活适应。 地图和领土中的地图 焦点解决,如名字所示,是发展方案直接聚焦在解决上的一种形式,没有寻找哪一种解决的冗长调查。它遵循“没有理论的理论”,简单点就是,停留在表面上,不管他们是什么的描述和现象,在某种方式上像 Zen 哲学。但另一方面, SF 顾问是有血有肉的人,有自己的故事,有创伤,有理论,在他们的顾问过程中遵循内心的地图。来访者也是,在他们的内心中有自己的理由、解释、矛盾及次要世界观。 当然,至少从1931( Korzybski )年开始我们知道,“地图不是领土”,但如 Bateson ( 1970 )所说,我们从来没有以任何方式直接接近过“领土”。 我们所拥有的只是“地图的地图,领土的地图”( Heinz von Foerster )。在某种方式上,应陈述这两种,在达到生命领土的目标中,应有相似的帮助性。想象有两个人在纽约相遇了,一个人想去法国巴黎,就询问另一个人去火车站的路,但另一个人使用中国上海的地图指路,那他们什么时候才能到?他们到了哪里? 因此,有一份“解决领土”的合适地图,并且在寻找解决方案时好好地使用它,是很关键的。问题就来了:到底什么是“解决”?我们怎样制作一份合适的、有帮助的地图? 什么是“解决”?线性部分 SF-拓扑学的第一个两维度来自单词本身。看下“解决”不可避免地暗示着: a )好于我们目前有的;b)还没有达到,但以后有希望达到。 如有没有更高,我们会称作“(无)改变”或“恶化”,而不是解决。如果根本就没有实现的希望,我们会称作“仅仅是幻想”、“痴心妄想”或“白日梦”,而不是解决。因此,“解决”包含的一个维度是实践,通常是顺序出现的,从过去到现在,然后朝向未来。另一个维度是价值属性:评估一些状态、元素荟萃或事件过程,作为事情的好与坏、美好与糟糕。注意,在极点的两端,这两个维度都可作为变化的连续体或直线进行描述。他们是线性的,就像现有的许多管理模型“投入 - 产出”或“因 - 果”一样。把这两个重要维度时间和价值连接起来出现了图 1 。 在SF-象限里,第一象限直线的最顶端通常称为“完美未来”( Jackson McKergow : 19 ),可以通过回答著名的“奇迹问题”得到。根据许多现实情况可以进一步分为两部分:幻觉(不切实际的梦想)和解决。 解决不是难以触摸和带走的,不是“坚如磐石”,它是一个整体。解决通常是由一系列具体的任务或元素组成,并且需要一系列步骤实现。(因此,“解决”这个词既可以渴望过程的结果,也是过程本身!) 很多成分对解决都有作用:事物、人们、技能、过去经验、金钱、能量、创造性……统称为资源。资源和渴望解决的元素在时间轴里都可以找到。来自过去的可以成为“经验”,来自现在的成为“技能”,既有过去也有现在的成为“例外”,未来的部分成为“愿景”或“目标”。 我们要做的是,找出我们现在在什么地方(A),看看我们的目标( G )像什么,诱发第一步(咨询中叫做“干预”),使用我们能获得的资源,从 A 到 B ,越来越接近 G 。上述在 Jenny Clarke 的“ Albert 模型”中有详细描述( Clarke 2005:3 )。 SF 中的接近(目标或解决)通常用刻度化评估( Jackson and McKergow 2002 : 95f. )。在 1 到 10 的分数上, 1 是最糟糕, 10 是最好的情况,目前的状况越接近 10 离目标也越近。因此,随着时间轴上时间的推移,我们对结果的干预在价值轴上就越高。如果在方式上我们没有违反规则,那么达到目标就等于“解决”。 模型问题(线性部分) 在实践中怎样使用“ 2 × 2- 矩阵”,即两维度“地图”,帮助来访者寻找目标和解决?一种方法是把地图中的所有元素都转换成解决导向问题。这种方法的好处就是:不管来访者从哪一象限的地图开始,你都能找到朝向上面象限的问题,即解决象限(图 2b )! 如果来访者已经开始讨论愿景或描述解决部分了,那接下来的问题就应该是确认、加强、扩展并朝向行动。 还有什么是有帮助的?直到什么时候,和谁一起做什么?还有谁会支持?开始实践的一小步是什么?现在可以开始么? 如果来访者对过去比对未来更感到高兴的话(左上象限),有帮助性的问题应该是从过去寻找积极的、可迁移到现在的部分。 你是怎么做到的?什么是有帮助的?你是怎样又做到的?那些中的哪一部分你可以再做一遍?还有什么? 如果来访者恐惧或抱怨(他幻想的部分)“糟糕的未来”(右下象限),应该尝试转换问题。 怎样可以避免或改变那些?谁需要去改变他的观点?你希望看到什么?还有呢? 如果来访者聚焦或陷入了“糟糕的过去”,使用应对问题。 在这么艰难的条件下,你是怎么熬过来的?它是怎么没有变得更糟糕?从那糟糕的经验中,你学到或获得了什么?还有呢?在今天的情况下,那些怎么样会有用(到现在你明显地活着呢,是什么支持你现在到这 … )? 因此,不管来访者在什么位置,这个地图都能够帮助找到方向性,并且帮助选择问题支持来访者聚焦积极可能性和资源。 多重因果 任何干预都可以产生不止一种结果。一些可以使我们更接近G(价值轴上是偏高的),一些可能产生相反的作用,远离 G (价值轴上偏低的),还有的可能是中立,既没有用,也没有害。因此,除了预期效应外,可能还会出现一些能接受或不能接受的副作用,难以预料或没有注意到的反应。对于“因”也同样如此:在结果的归因中有很多种可能事件,而我们只注意到了一小部分,在计划干预时也只考虑了这一小部分(图 3 )。即使在目前条件下,如果我们改变任何一种“逻辑事件”( Dilts , 19990 )的描述,或从任何其他的“思维色彩”( De Bono , 1985 )考虑,因果之间的关系就是“不是它过去常常是什么样”。 更糟糕的是,并不是所有的原因都可以定位在过去(亚里士多德的“终极原因”在于未来),一些效应甚至与原因相连接。“反馈”发生了! 图3:多重原因 (副)效应 一些原因是家庭式的,受原因引起效应的影响……那他们是怎么做到的?这与解决另一个不可避免的问题有关:人。 解决-互惠部分 解决中不可忽视的第一个人就是解决者本人。没有此人定义什么是解决,那就不是问题(同样地,对于“解释”和“问题”也是如此!)。没有人能够独立存在。人及所有生命体(事实上是宇宙的重要部分)是“开放的系统”,与围绕在他们身边的其他事物都有不可避免的联系。 每一个人类(或简要说,每一个“有活力的系统”)都与其他系统相互联系,在多种水平上,包括:接触、食物、性、产品和金钱、思想 … … 如果外部没有满足需要,就会感到饥饿。如果没有输出到外面,就会很浪费。因此,每个人,事实上是每个开放或有活力的系统,都需要至少一位伙伴,循环利用“浪费”(输出 /C 1 产品到P 1 ),转换成“食物”(有用的输入 /C 2 产品到P 2 ),反之亦然。请注意,人类之间的“食物”和“浪费”并不是局限于材料的输入和输出。许多“货币”都可应用:交换包含服务、信息、交流(讲话、倾听)、注意(世界中越来越珍贵的部分)、欣赏(赞美、微笑)、情绪(魅力、爱)以及任何其他个体自己不能产生的。(就如:“没有人穷到连微笑都没有,也没有人 富到 不需要任何东西。”) 图4:一个人的输入是另一个人的输 出 ,反之亦然 只有两方相互交换才能满意——并出现更大的系统。 外部的抽象模型通常包含更多元素,而不止是两种。但功能的原则是一样的:每个活动目标的整体导致一个共同的解决!其他的方法意味着,较大系统中的部分目标可以是什么?与同一系统中其他部分的目标是不一样的,并且与“较大系统”是实体目标也是不一样的!因此,我们应该聚焦在 SF 的哪个地方? 这种描述是“真实”(关键在于它可应用)跨越不同大小范围的系统的。我们身体细胞的温度是 37 ℃, 100% 的相对湿度适合生存环境——如果气候等同上面的话身体就会受压。一个工厂可能需要 1 周 7 天、 1 天 24 小时运转,没有人操纵它,它会自己运转。每个部分都相互需要,身体和细胞,工厂和工人。他们之间也需要相互交换,食物和代谢物,工厂和金钱。因此,都需要相互尊重他们需要的较大或较小系统,以最优化自己的功能。整体和部分的生存能力的需要是不一样的,他们相互影响和相互制约。 拓扑学的核心:把部分联系起来 如果人们不能从解决中去掉的话,那他们会成为伙伴成员,他们怎么样会适合解决的最初时间×价值系统呢?简单地:把这两个模型“正投影”,如图 5 草拟的,图 6 更详细些。我喜欢称之为完整模型“ CORFU ”,“核心不规则形状单元”(“不规则形状”数学术语指自我参考部分以及扩展到数量级的命令)。 图5:朝向个体目标 - 交流成长 图6:“ CORFU ”,系统中的“核心不规则单元” - 以及解决部分 这里我们有两个元素(C 1 和C 2 ),每一个都有自己的时间轴(tl 1 和tl 2 ),都用自己的方式朝向他们的目标(G 1 和G 2 )。为保持不断前进,他们需要相互交换产品(P 1 和P 2 )。这些目标(G LS )一起(目标元素和交换的产品)组成的更大的系统(LS)以更接近自己的时间轴( tl LS )。任何有效的“解决”都应考虑每个伙伴的目标( G 1 、G 2 和G LS ),并使之间的交换保持平衡。“解决”不止是达到我的目标,也要使系统中其他成员的目标实现,或至少接近他们的目标。 如果目标已经很清晰,但仍然没有进步,那问题可能出在时间轴上而不是相互作用上。任何目标被忽略或陷于困境都是解决冲突的来源。相似地,当价值交换对P 1 和P 2 的贡献不平等时,一方的资源就可能用尽或积累致浪费,不管哪种方式,整体系统就会停止工作。 Jackson McKergow( 2002:37 )陈述到:“系统的性能在各部分之间。正是各部分的相互作用定义了系统”。这个描述现在可以扩展为:正是部分、部分间的相互作用、他们创造的更大系统、以及部分和系统间的相互作用(以及系统和它所处的更大环境)定义了系统。部分和贡献间的平衡保证了它的运转。 现在,图像化更完整了,但同时在寻找复杂的边缘上 …… (我几乎不敢说LS本身就可以理解为下一个更大系统的元素!就像每一个 C1 和 C2 包含有更小的元素或子系统一样 … … )它可能违反SF的一个重要要求:“保持简单”!此模型的一个优势就是它的多功能性:它可以用于,并帮助度过,寻找解决过程的不同情境下。任何时候我们为具体应用挑选具体部分时,这部分就可以用的足够简单,即使对“解答者”来说也是如此 。 CORFU-问题 模型的应用 就是把每个元素都转换成有用的、解决导向问题!我需要做些什么让(P 1 )对有人(C 2 )是有吸引力的?而谁(C 2 )可以提供我需要的(P 2 )让我接近我的目标(G 1 )?如果我知道谁(C 2 )可以提供我需要的(P 2 ):我知道他们的目标(G 2 ),然后我就可以提供交换(P 1 )?如果我知道较大系统(G LS )的目标,并提供支持,或至少不反对?如果我不知道我需要什么,也不知道其他成员可以提供什么,我需要做些什么改变?我需要多做些什么或少做些什么?我需要降低价格还是增加产品信息?我需要多谈一些还是多听一些?我还需要增加其他“货比”来提供帮助么(如,注意而不是金钱,赞美性的评论而不是批判性的评论)?这部分好像需要扩展更多 … … 读者,还有哪些问题对你有帮助?谁可以提供?如果有了这些信息你将会有什么不一样?作为回报你需要提供什么?你怎样交流?谁会注意到你的提供,是怎样注意到的?如果你改变了你的问题,那些变化怎样改变你的问题和解决? 一些应用的例子 想象一位管理者(C 1 )与一位合作工人(C 2 )有冲突,这位工人看起来不怎么支持团队的目标(G LS )。奇迹问题显示出他们都还没做好改变:他们都相信另一方需要改变。如果试图使另一个改变,他们的原始目标就探查不到。假设目标“另一人改变”取代了他们的原始目标。访谈 C 1 ,引出他知道的C 2 的目标G 2 ,以及从他的角度看待C 2 要达到的目标G 2 ,C 1 需要作出的贡献P 1 ,反之亦然,他们两个都要接受改变。他们意识到,直觉上他们弄混了组织和个人目标,在找到满意的解决方案前,他们需要思考相反的直觉。他们意识到,他们需要支持“敌人”达到目标,因为他们自己目标的实现离不开“敌人”。 如Jackson McKergow( 2002:44 )所说:“我们到达世界某地地方的路不同,促使我们寻找不同的方式对待世界 … … 这种做法会放大,并且从不同的角度反馈给我们。”“不同世界”反馈给任何一个成员的信息都包含其他成员的,以及他们创造的更大系统。 想象一个公司C 1 和顾客C 2 。现在所有成员都包含更大的、多元化的人际系统。模型又可以应用了。C 1 的决策者他们提供的产品范围(P 1 ),这样他们的顾客(C 2 )会付足够的钱(P 2 )让C 1 实现他们的目标(G 1 ):生存并盈利。顾客C 2 的兴趣是他是否同意P 1 (他接受到的)能支持实现他的目标G 2 。C 2 会认真考虑他付出的钱P 2 与公司提供的产品P 1 是否等值,这再次取决于当前他们的目标。公司内部成员会聚焦在整个画面上的不同方面。售出能够增加P 2 ,工程师会考虑能否增加他们产品P 1 的特征,市场想要获得G 2 更多的信息,顾客的需求是连接前两者。这些所有的资源都可以从SF具体问题得到。 模型可以延伸的: 1. 显然,CORFU模型是外部、观察者的视角。从内部观察者看它又有所不同:所有其他成员、 P2 和 LS 都是“环境”,产品、服务和过剩的( P1 )是要释放到这个环境里的!现在,这种内部观点与来自 P1 或 P2 的是等效的,即一开始的相反直觉。 P1 可以是一个项目,寻找能够创造利益的项目组。从项目的观点来看,团队和顾客都可以相互交换。 P1 可以是钱:从国际财政市场的观点看,它从哪来、对生产有什么用以及它扩大的盈利价值都是次要的。或者,当 P1 和 P2 交换时,发出者就会把他们作为环境的需要,而不是他们交换的一部分。首先奇怪的是,提供不同的观点就会产生不一样的事情 … … 2. 当然,通常不止包含两个成员。这就是竞争开始、市场出现、元素和产品获得生命循环的地方。只有当个体与他人相互交换才能是LS存活,不然就会死亡或分离。 3. 与基本模型图画相反,各元素间可能有很大的不平等:一个可能代表子系统、更高级系统或整个环境。就如上面描述的:当从一个成员的观点看所有其他的时,就会认为更多或更多的不一样,内部或外部“环境”。这与管理智慧很符合:许多著名的谚语或“二对二”( SWOT 、 BCG- 矩阵、 McKinsey 矩阵 … … )会把一个元素(如公司)与他周围的环境对比和连接,以确认机会(寻找解决!) 4. 所有这些延伸,可能能连接起来 … … 如上,都可以转换成解决导向问题。这里我们会跳过,但是,读者要尽可能多地问有用的问题去探索选择,并回答他们。 结论 为我们或来访者寻找解决,有时我们会聚焦在寻找愿景上,但没有用。这称作“理论限制”( Goldratt 1994,1997 ),显示出需要聚焦在系统“瓶颈”上,它限制了资源和过程步骤。关注在系统外部的瓶颈资源上是没有帮助的,不能提高系统整体状况。 CORFU 帮助绘出系统瓶颈以更容易寻找解决。 在管理和咨询中应用CORFU的主要模式是把他翻译成各种各样的解决导向问题。取决于你关注什么,你可以选择确认、回转或应对问题,假设、循环或刻度化问题,精确的、混乱的或“清晰的”语言,不管是什么,只要能帮助你及你的来访者聚焦在解决上。此模型为选择合适问题提供了方向框架。 此模型也帮助理解,“解决”从来不是一个成员接近他自己目标的事情,还有其他人的在内。一个可持续的解决一直都是所有成员都受益:相互作用的被试以及他们相互作用创造的更大系统。 CORFU的复杂性产生了“必备的多样性”:这也同时尊重人类的大脑“最大同时有 9 中元素”( Miller , 1956 )。 参考文献(略) Ashby, W. Ross (1956): An introduction to cybernetics, London: Chapman Hall (accessible online via http://pcp.vub.ac.be/books/IntroCyb.pdf, 03/2006) Bateson, Gregory (1970): Form, Substance and Difference, General Semantics vol. 37; reprinted (1972) in “Steps towards an Ecology of Mind”, San Francisco: Chandler Publishing Clarke, Jenny (2005): “The Albert Model”, in: http://mypage.bluewin.ch/solworld2005/Clarke.doc or via http://www.solworld.org/index.cfm?id=21, accessed 2006-03-01 “ Clean Language”: www.cleanlanguage.co.uk De Bono, Edward (1985): Six Thinking Hats, London: Penguin Dilts, Robert (1990) Changing Belief Systems with NLP, Cupertino, CA: Meta Publications Goldratt, Eliyahu M. (1994): It’s not luck, and (1997): Critical Chain, Great Barrington: North River Press Jackson, Paul Z. / McKergow, Mark (2002): The Solutions Focus, London: Nicholas Brealey James, Tad / Woodsmall, Wyatt (1988): Time Line Therapy and the Basis of Personality, Cupertino, CA: Meta Publications Korzybski, Alfred (1931): An Aristotelian System and its Necessity for Rigour in Mathematics and Physics, conference paper reprinted in Science and Sanity, 1933: 747 - 761 Miller, George A. (1956): The Magical Number Seven, Plus or Minus Two: Some Limits on Our Capacity for Processing Information; The Psychological Review, vol. 63, pp. 81-97 (accessible online via http://www.well.com/user/smalin/miller.html, 12/2004) A special theory of “viable systems model” and its applications for the management of organizations has been elaborated by Stafford Beer and his school of management cybernetics since the 1950s. It can be accessed, for example, via www.phrontis.com or via http://www.greybox.uklinux.net/vsmg_2.2/1qguide.html and many other sites. 学习、练习、实践、反思、督导,是一个SF取向工作者的快速成长之路。 敬请期待下期分享。
创造吸引力——奇迹提问中藏有秘密? 高德明团队译编 奇迹问题为什么起效,我们怎样使它起效? 摘要: 奇迹问题似乎是焦点解决工作在任何领域应用的核心板块。尽管它看起来很简单,但它在各种背景下的应用并没有这么容易。在我的来访者中,奇迹问题就不起作用!商人不相信奇迹!这些我们也经常会从同事那里听到。Steve在最近教我们怎样“完整使用此方法”时,经常强调奇迹问题的语用。在他的书中,曾引用弗洛伊德的话“语言本来就是奇妙的… …”(De Shazer 1998),并且建议奇迹问题可能产生的哲学和其他影响。这里,我们集中探讨奇迹问题力量的心理学解释。我们怎样解释它对人们的魔力,以及它为人们朝向目标(不断努力)创造的动力?创造吸引力似乎是一个重要的答案,一些心理学的概念可能会帮助我们解释它为什么起效以及怎样起效。 建立吸引力:通过区分结果、影响和益处创造最想要的未来。 焦点解决关注的一个主要问题就是帮助来访者创造未来,来取代“问题”、“症状”或“现在的状态”。 因此,从焦点解决工作一开始我们学到的就是提问:“你希望是什么样的… …? 在描述想要的状态时,我们的努力需要环环相扣,给出具体的、积极的描述。Steve常强调“帮助来访者有一个视觉化的描述”。“如果我们从录像中看到你,我们将会看到什么?你怎样表现得不一样?”我把这种普通的内容作为我们聚焦的结果。通过使用结构良好的目标准则,我们都知道怎样做到这些。定义目标时要越具体越好,这样才越容易实现目标。 探讨细节也能够帮助目标现实化。“还有什么是不一样的?这会产生什么不同?你的生活会怎样不同?”所有这些问题都聚焦细节。 ——关于行动的细节 ——关于影响的细节 ——关于效果的细节 ——关于资源的细节 想象你正要制定下一个假期旅行计划:有地点、乡镇和人的宣传册及目录能帮助你做决定。如果增加一个视频会有哪些不同呢? 格式塔心理学家(Metzger 1999)总是强调细节的重要性,以建立“格式塔”并与他人区分,这对来访者也更有吸引力。在强调使用奇迹问句产生的结果和目标时,我们仍要谨记这些。 ——高德明焦点解决高效教练督导团队译编 附:原文 Creating Attraction - Is there a hidden secret in the miracle question? Why the miracle question works and how we can help to make it work Summary The miracle questions seem to be the central piece of Solution-Focused work in any area of application. While it looks so simple, its usage in various contexts of work does not seem to be as easy. The miracle question does not work with my clients! Business people don't believe in miracles! These are often heard comments we hear from colleagues who start to work in a Solution-Focused manner in their fields. Steve often seemed to emphasize the pragmatics of the miracle question e.g. by recently teaching us how to put it “the complete way”. In his book he quotes Freud's “Words were originally magic...” (De Shazer 1998) and suggests philosophical and other explanations for the kind of impact the miracle question can have. In this session we want to focus on the psychological explanations for the power of the miracle questions. How can we explain the fascination it holds for people and that it creates a motivation to work (and keep on working) towards their goals? Creating attraction seems to be one important answer, and some psychological concepts seem to help us to explain why and how it works. 1.Establishing attraction: Creating a preferred future by distinguishing outcome, effects and benefits. One of the main concerns of the solution focus is to help our clients to create the kind of future which takes the place of “the problem”, “the symptom” or just “the present state”. So one thing we learn right from the beginning of Solution-Focused work is to ask the question: “What would you like instead of ...?” Our efforts are very much geared towards getting concrete and positive descriptions of the desired state that will substitute the present one. “Help the client to make a video description”, Steve always claimed. “If we had a movie of you, what would we see? How would you behave differently?” I would name this very common focus as the result we are aiming for. We all know how to do this by using the well-formed goal criteria. Defining goals should be as concrete as possible so that you (the client) could take steps towards its realization. Realization is also supported by going into details. “What else is different? What difference does this make? How is your day different?” all these questions focus on details: -details about actions -details about influences -details about effects -details about resources Imagine yourself going to a travel agency to plan and book your next holiday trip: brochures and catalogues with pictures of the location, the country and the people help you to make your decision very much. And how much more could a video add to this? The Gestalt psychologist (Metzger 1999) always emphasized the importance details have in order to build the “Gestalt” and to differentiate it from others and of course to create attraction which means make it attractive to the client. We need to keep this in mind when dealing with the outcome and goal that emphasize the short term consequences of the miracle. 学习、练习、实践、反思、督导,是一个SF取向工作者的快速成长之路。 敬请期待下期分享。
领导伦理的不确定性——建构焦点解决实践的本源(5) 高德明团队 译编 Griffin(2002)指出,许多讨论组织伦理的行为都会产生一个非此即彼的观点,要么是在不同情境中传统伦理定义的一般道德规范的应用,要么是后现代主义的立场强调与情境相对的道德选择和行为。传统定义假设组织领导者应该有绝对的道德标准。这也掩盖了许多一般道德准则在实际应用中的模糊性和不确定性。或者,后现代方法太过强调情境的模糊性和不确定性以至于认为一般道德规范无关紧要。 复杂反应过程的理论家提供了第三种关于领导伦理的对话基础。他们承认组织领导的许多不确定性,但他们也将一般道德规范作为组织伦理的潜在相关关系。他们通过把领导伦理作为自组织对话的一个方面,把这些独立的主题整合在了一起,也就是说,伦理参与关注的是社会互动和关系的细节。这些细节形成了真实情境中讨论道德准则的相关背景。Giffin(2002:213)解释了领导者和伦理同时在自组织对话中的显现;有效领导往往是那些能够发展更多的自主性和有能力处理那些正在进行的目的和互动任务的人。领导者是那些能够增强团队内成员负责任态度的人。他们能够加强团体内以及团体之间的沟通交流。 焦点解决实践者接受过对话知识和技能的训练,这些知识和技能有助于解决日常生活细节中的伦理问题。复杂反应过程理论家对焦点解决实践者造成的一个困难是,扩大他们对解决伦理方法的知识和技能,而这是在不确定和矛盾情境中的领导力的一个内容。再则,我们回顾组织是如何成为社交互动的点以及焦点解决顾问的责任是通过提升对话技巧和敏锐度来帮助组织成员变成更有效的领导者。 结 论 我已经指出,这篇文章与我在组织中的实践经验有关。这对焦点解决实践者的有用程度与他们的经历相关,也可能与如何看待顾问角色有关。对于隐含在本文中的假设——组织咨询的一个方面是为客户提供感受和处理组织生活中的矛盾、焦虑和困境提供资源,我称之为教学。焦点解决实践者可能会利用复杂反应过程的角度来提高他们教学活动中的两种相关方法。 首先,这是一种扩展实践者和客户词汇的资源。焦点解决实践者早就知道语言远超其所命名的事物,它们只是看到和想象的过去、现在和未来事实的基础。不幸的是,这些实践者有时在焦点解决对话过程中让极简主义的言论所蒙蔽,忽视了对话中关于改变的新词汇。第二种方式,对复杂反应过程的担忧可能增强了焦点解决实践者的教学,包括构建反思的社会背景。这个背景帮助焦点解决实践者和客户从经验中学习。这是Cheryl Mattingly和Maureen Hayes Fleming研究中的一个重要主题,职业治疗师如何能变得更熟练。虽然实践经验很重要,但是,不是所有有经验的治疗师都能产生相同的效果。 Mattingly和Fleming (1994: 30)认为,经验不是从事一些简单的事情,而是指做一些与反思有关或者使事情变得有意义的事。经验是有用的,但不是因为你经历过,而是因为它有意义。本研究与焦点解决实践者和客户的工作以及文章写作有关。如果这篇文章对你形成了一个语境反思,那么我就成功了。 ——高德明焦点解决高效教练督导团队译编 附:原文 Uncertainties of Ethical Leadership Griffin (2002) notes that many discussions about organizational ethics turn on an either/or choice between a traditional definition of ethics as the application of general moral codes to diverse situations and the postmodern stance that emphasizes the situational relativity of ethical choices and behavior. The traditional definition assumes that there are absolute moral standards to which organizational leaders should be held. It also glosses over the many ambiguities and uncertainties associated with applying general moral codes to actual situations. Alternatively, the postmodern approach assumes that the ambiguities and uncertainties of situations are so great that they render general moral codes irrelevant. Theorists of complex response processes offer a third basis for conversations about ethical leadership. The theorists acknowledge the many uncertainties of organizational leadership but they also treat general moral codes as potentially relevant to organizational ethics. They bring these separate themes together by treating ethical leadership as an aspect of self-organizing conversations, that is, an ethics of participation focused on the details of social interaction and relationships. The details form contexts for talking about the relevance of moral codes for actual situations. Griffin (2002: 213) explains that leaders and ethics emerge together in self-organizing conversations; Effective leaders tend to be those who have…developed more spontaneity and ability to deal with the on-going purpose and task of interaction. Leaders are individuals who have enhanced capacity for taking the attitudes of the other members of the group. They enhance communication within and between groups. Solution-focused practitioners are trained in conversational knowledge and skills that are potentially useful in addressing the ethical implications of the small details everyday life. A challenge that theorists of complex response processes pose for solution- focused practitioners is to extend their knowledge and skills to explicitly address ethics as an aspect of leadership in uncertain and paradoxical situations Once again, we come back to how organizations are sites of social interaction and to solution-focused consultants’ responsibility to help organization members become more effective leaders by enhancing their conversational skills and sensibilities. Conclusions I have already stated that this essay is connected to my practical experiences in organizations. It’s usefulness for solution-focused practitioners will probably vary based on their experiences. It is also likely to be related to how they think about their roles as consultants. Implicit in this essay is the assumption that one aspect of organizational consultation is providing clients with interpretive resources for making sense of and dealing with the paradoxes, anxieties and dilemmas of organizational life. I call this teaching. Solution-focused practitioners might use the complex response processes perspective to enhance their teaching activities in two interrelated ways. First, it is a resource for expanding practitioners’ and clients’ vocabularies. Solution- focused practitioners have long known that words are more than labels for naming things, they are standpoints for seeing and imagining past, present and future realities. It is unfortunate that these practitioners sometimes allow the rhetoric of minimalism in solution-focused discourse to blind them to the magic of new words in conversations about change. The second way that concern for complex response processes might enhance solution-focused practitioners’ teaching involves building social contexts of reflection. The contexts assist solution-focused practitioners and clients in learning from their experiences. This is a major theme in Cheryl Mattingly and Maureen Hayes Fleming’s6 study of how occupational therapists become more proficient. While practical experience is important, all experienced therapists are not equally effective. Mattingly and Fleming (1994: 30) explain that Experience is not simply doing something. It is doing something combined with reflecting on, or making meaning of, the event. Experience is useful, not because one has lived through it, but because one has made meaning of it. This research is also relevant to the work of solution-focused practitioners, their clients and to the writing of this essay. I have succeeded if this essay has formed a context of reflection for you. 学习、练习、实践、反思、督导,是一个SF取向工作者的快速成长之路。 敬请期待下期分享。
控制的矛盾性——焦点解决实践的本源4 高德明团队 译编 控制的矛盾性回答了这样一个问题:“谁负责”。 传统的答案是管理者负责。管理者是解决问题的专家,也是让人们一起工作来实现组织目标的人。这就是为什么他们被称为管理者。传统的答案还定义了管理者作为领导比其他人更了解组织的需要。作为领导,还需要了解员工的绩效以及决策的伦理规范。这是一个自上而下的组织社会控制观点。 那些把组织当作可行的自我组织节点的管理者和顾问,对“谁负责”的问题给出了不同的解答。他们认为,虽然看起来管理者在管理整个组织,然而他们的管理处在一个自组织对话的情境当中,事实上并没有任何人完全“说了算”。管理者并非在传统方式上领导别人。他们必须要接受这样的矛盾:对组织运营未来的规划是必不可少的,然而在实践中,计划可能永远没能得到实现,或者他们可能产生意想不到的后果。 Streatfield认为:对我来说,管理意味着接受控制矛盾性的两个极端。这也就是说我们可能会对结果有一个期待,同时知道很有可能无法实现,需要我们对于任何可能发生的结果做好准备。包括寻找有效的方法来控制“未知”的焦虑。 控制的矛盾性概念在焦点解决的实践和假设方面契合的很好,例如解决一个问题不需要全面了解这个问题的想法。意识到控制的矛盾性也扩展了焦点解决的使用范围,例如应对组织员工尚未处理好的焦虑和担心。控制的矛盾性也是复杂性对话过程中的一个概念,可以帮助组织成员理解他们的担忧和焦虑。我们也可以以此为起点来探讨管理者是否是“足够好”的领导者,以及他们责任的限制。这种方法将管理者看作是有责任的,同时也是自组织对话的参与者,并非永远对组织中的问题有正确答案。换句话说,控制的矛盾性是谈论管理领导和伦理的起点, 然而焦点解决实践和训练中仅仅略有涉及。 ——高德明焦点解决高效教练督导团队译编 附:原文 Paradox of Control The paradox of control answers the question, “Who is in charge?”5 The traditional answer to this question is that managers are in charge. Managers are experts at problem-solving and getting people to work together to achieve organizational goals. That is why they are called managers. The traditional answer also defines managers as leaders who understand their organizations’ needs better than others who follow the policies set by managers. As leaders, managers are also accountable for the performances of the people that they lead and for the ethical propriety of their decisions and actions. This is a top-down view of social control in organizations. Managers and consultants who treat organizations as sites of ongoing self-organizing conversations answer the question of “Who is in charge?” differently. They explain that while managers appear to be in control of their organizational units, their control is exercised within the context of self-organizing conversations in which no one is fully in control. Managers lead by not managing others in traditional ways. They also lead by accepting the paradox that planning for the future is essential to organizational operations and that the plans may never be realized in practice or that they may produce unintended consequences. As Streatfield (2001: 7) states, For me, management has come to mean living with both sides of the control paradox at the same time. This means acting on the basis of an expectation of an outcome, knowing full well that it is unlikely to materialize, requiring me to be ready to handle the consequences whatever they may be. It involves developing effective ways of handling the anxiety of “not knowing.” The concept of the paradox of control fits well with aspects of solution-focused practices and assumptions, such as the belief that it is not necessary to fully understand a problem in order to move past it. Awareness of the paradox of control also expands solution-focused practices by orienting them to the anxieties and concerns that organization members may have difficulty stating in direct ways. The paradox of control is one concept within the vocabulary of complex response processes that may be useful to organization members in understanding and articulating their concerns and anxieties. It is also a beginning point for conversations about whether managers are “good enough” leaders and about the limits of their accountability. This approach treats managers as accountable for their facilitation of and participation in self-organizing conversations, not for always having the right answers to organizational problems. Put differently, the paradox of control is a starting point for talking about managerial leadership and ethics, an issue that is at best only implied in solution- focused training and practice. 学习、练习、实践、反思、督导,是一个SF取向工作者的快速成长之路。 敬请期待下期分享。
授权与约束的矛盾——焦点解决实践的本源3 高德明团队 译编 自组织谈话的概念引导我们关注社会互动,包括谈话中的话轮转换。通过这种方式,交谈者会考虑到对方的存在,并建立对话关系。对话可以被设想为一个双人舞,与搭档一起做动作。有时一方引导,另一方跟随,有时则相反;有时搭档离开,同时继续把对方考虑在内;有时互相密切协调动作。舞蹈/对话伙伴还可以根据公认的规则或脚本前后移动,并通过他们正在进行的活动和社交关系中即兴“改变”规则。 讲话者所具有的多种行动的可能性定义了授权与约束的矛盾。矛盾的焦点集中在每个合作伙伴的行动如何限制其他人可能会说或做什么,然而这些限制措施也使他们有创造新的对话的可能性。再一次,我们看到复杂的反应过程如何破坏或构建社会交往和人际关系。它还指出了焦点解决实践者很少谈论的对话的可能性。其中一个就是权力,权力通常仅仅意味着约束,但其实还包括了授权的可能性。权力代表了个人主体性的要求。通过他们的权力行使,组织成员产生了变化从而为他人和自己进行制约和授权。 这种权力的指向符合焦点解决实践中的许多问句。问句的设计是为了鼓励客户谈论通过个人主体性使问题发生改变的可能性。焦点解决实践者经常把授权的问题,与要求客户评价不同行动方针可能带来的结果的问题相结合。这些提问邀请客户去想象未来,包括权力的决断可能产生的约束。通过这种方式,焦点解决实践者培养深思熟虑的计划和决策的能力。 毫无疑问,许多焦点解决实践者认为持续问这些问题就足够了。然而,对我来说,把这些问题放在一个更广泛的语境中是很有用的,包括授权约束的概念。在使用这一概念时我提醒我自己和我对话的伙伴,复杂性与我们之间简单的关系是相关的。我们作为主体,在情境中使用权利,并且是未来的建造者,包括那些非意愿的约束。谈论授权的约束并不能大大增加我们控制未来的能力。相对的,它有助于预期未来的不可预测性,看到将来约束得到授权的可能性。 ——高德明焦点解决高效教练督导团队译编 附:原文 Paradox of Enabling Constraint The concept of self-organizing conversation directs our attention to how social interaction involves making and taking turns at talk. In this way, conversationalists take account of each others’ presence and build conversational relationships. Conversation might be envisioned as a dance-like activity in which the partners move together. Sometimes one partner leads and the other partner follows but other times this pattern is reversed. Sometimes dance/conversational partners move apart while continuing to take account of each other and other times they closely coordinate their moves. Partners in dance and conversation may also move back and forth between following recognized rules or scripts and “bending” rules by improvising within their ongoing activities and relationships. The various moves available to speakers (and dancers) define the paradox of enabling constraint. The paradox turns on how each partner’s actions set limits on what others might say or do, but these constraining actions are also enabling because they create new possibilities for conversation. Once again, we see how the complex response processes perspective undermines either/or constructions of social interaction and relationships. It also points to conversational possibilities that solution-focused practitioners seldom talk about. One such issue is power, which is often defined as only constraint but it also involves enabling possibilities. Power is enabling because it is the assertion of personal agency. Through their exercise of power, organization members create changes that constrain and enable others and themselves. This orientation to power fits with many of the questions asked by solution-focused practitioners. The questions are designed to encourage clients to talk about the possibilities for asserting personal agency to change problematic situations. Solution- focused practitioners also often combine their enabling questions with questions asking clients to assess the probable consequences of different courses of action. The questions invite clients to imagine the future, including the constraints that their assertions of power might create. In this way, solution-focused practitioners foster thoughtful planning and decision-making. No doubt, many solution-focused practitioners will decide that it is sufficient to continue to ask only these questions. For me, however, it is useful to put these questions in a broader context that includes the concept of enabling constraint. In using this concept, I remind myself and my conversational partners of the complexities associated with our otherwise simple interactions. We are simultaneously agents asserting power within situations and constructors of future conditions that include unintended constraints. Talking about enabling constraints probably does not greatly increase our control over the future. Rather, it helps in anticipating the unpredictability of the future and in seeing the enabling possibilities in constraints encountered in the future. 学习、练习、实践、反思、督导,是一个SF取向工作者的快速成长之路。 敬请期待下期分享。
复杂的反应过程——焦点解决实践的本源(2) 高德明团队 译编 “复杂的反应过程”这一术语指的是很容易观察到和经历的简单活动。它涉及人们如何在社会互动中构建未来。这是一个永无止境的过程,是通过社会互动而改变的潜在源动力。 复杂反应过程的观点是一种将人和知识都视作社交和人际关系中偶然出现的一种社会学现象。它挑战了占主导地位的人与人之间独立且分开的西方心理学概念。这个观点的支持者同样也挑战了其他流行的观点。例如,他们拒绝接受知识是一种存在于个人头脑里的“事物”的想法。相反,这些理论家把知识当作一种社会建构和社交互动的共享。 这些挑战都与理论家所拒绝的组织是系统的观点有关。相对的,他们定义组织为自组织会话的节点。该术语呼吁重视为什么会谈是组织人群、活动和意图的一个过程(Shaw, 2002)。自组织对话无法被任何一个人、团体或组织的计划所控制。他们总是有可能开始变化,尽管这可能并不总是在实践中发生。参与者和观察者可能会感觉体验自我组织的对话有点乱,因为没有人准确的知道他们要去哪里,同时他们经常产生无法预料的意义。 在这个环境中,组织成员和顾问可以控制组织生活和社会关系的矛盾。我已经提到了其中之一,那就是简单的对话涉及复杂反应过程的解释和协商。交谈者创建意外的意义,可能引导决策和行为,然后产生意想不到的后果,这样的可能使社会互动的复杂性增加。尽管简单的对话有风险,但是组织成员无法避免。他们是许多组织成员所做的工作中的一个必要特征,并且是成员试图影响未来的一个重要途径。 在本章节的剩余部分将通过讨论受约束的矛盾,矛盾的控制和在组织中伦理领导的不确定性,将使复杂的反应过程显露出来。 ——高德明焦点解决高效教练督导团队译编 附:原文 Complex response processes The term “complex response processes” refers to activities that are easily observable and are often experienced as simple. It deals with how people in social interaction construct the future. This is a never ending process that is always a potential source of change through social interaction. The perspective of complex response processes is a sociological view that treats persons and their knowledge as emergent in social interactions and relationships. It challenges the dominant Western psychological concept of the person as separate and distinct from others. Proponents of this perspective also challenge other popular ideas. For example, they reject the idea that knowledge is a “thing” that individuals possess in their heads. Rather, these theorists treat knowledge as socially constructed and shared within social interactions. These challenges are related to the theorists’ rejection of the idea that organizations are systems. Instead, they define organizations as sites of self-organizing conversations. This term calls attention to how conversing is a process of organizing people, activities and meanings (Shaw, 2002) Self-organizing conversations cannot be controlled by any single person, group or organizational plan. They always have the potential of initiating change, although this possibility is not always realized in practice. Participants and observers may experience self-organizing conversations as somewhat disorderly because no one knows exactly where they are going and they often produce unanticipated meanings. It is within this environment that organization members and consultants can engage the paradoxes of organizational life and relationships. I have already mentioned one of them. It is that simple conversations involve complex response processes of interpretation and negotiation. The complexity of social interaction is increased by the possibility that conversationalists will construct unanticipated meanings that may lead to decisions and actions that then produce unintended consequences. Despite the perils of simple conversations, organization members cannot avoid them. They are a necessary feature of the work done by many organization members and are a major way in which members attempt to influence the future. I develop the complex response processes perspective in the rest of this section by discussing the paradox of enabling constraint, paradox of control and the uncertainties of ethical leadership in organizations. 学习、练习、实践、反思、督导,是一个SF取向工作者的快速成长之路。 敬请期待下期分享。
用“两者皆是”的方法欣赏矛盾和不确定性 ——建构焦点解决实践的本源(1) 高德明团队 译编 本文建立在一个树状结构的比喻上,其中包括树干、树枝和树根。树干是树的中心,它连接树的分支及树根。树干和树枝很容易被路过的人观察到,而树根通常是隐藏在地下。当然,我们可以通过挖掘树根来观察根部,但这样做的风险是损坏树木。所以,大部分时候我们通过自己的想象来想树的根看起来像什么,根部是如何连接树的。本文就是这样一个富有想象力的项目。我将讨论焦点解决的想法和做法,以及相关的方式来形成变化。 不提供任何证据证明我的说法。那怎么可能?我在写的是我从来没有见过的连接,并且在我的想象中才存在的东西。尽管如此,我认为这是一个有意义的方法,其讨论作为焦点解决方案的思路和做法,不管是以前还是以后,这是与过去和现在都不同的有效途径。我盘问焦点解决方案的实践者认真对待自己的假设,改变的是人生永远存在的方面。正如这些实践者鼓励来访者在生活中积极和富有想象力地去向明确的方向改变,所以我鼓励实践者们自己去做同样的事情。 我用这篇文章来赞颂Steve de Shazer的成就和其他焦点解决方案的创造者们,其中许多人是该组织的成员。我承认我的颂扬方式与其他方式不同,主要集中在观察焦点解决的做法及想法的分支。该分支与维特根斯坦哲学,艾瑞克森和策略治疗和早期解决方案为重点的治疗师的工作的影响相连接。我把该焦点解决的方法当作在特定的历史环境,一个早期焦点解决观点治疗师与在世界各地的相关项目的其他人共享想法。焦点解决方法是与其他方法同时发现的,也是挑战20世纪末和21世纪初的传统观念。这些发现都是我的焦点解决的做法的根源。 成为一个“两者皆是”的实践者 焦点解决的一个重要的主题是,将其他治疗方法看作是单独的、独特的、不可调和的概念,选择和行动连接起来。焦点解决的实践者通常将这个主题看作是对“两者皆是”方法的采用,与他们形成对比的是“非此即彼”方法。这些实践者进一步解释“两者皆是”方法,即在构建解决方案、增强客户的创造力、开始改变等方面允许更大范围的可能性。这一主题在焦点解决实践者的教学和写作方面特别明显,注重交互性技术以帮助客户在生活中采用“两者皆是”方法。 然而,“两者皆是”方法的另一个层面很大程度上被焦点解决的实践者忽视了。包括“两者皆是”方法发展以及欣赏社会生活和人际关系的矛盾与不确定性的能力。“两者皆是”方法承认生活在终极意义上来说存在无法解决的矛盾以及未来是不可预知的。尽管如此,我们仍然需要去影响我们生活的方向。“两者皆是”方法鼓励我们学习和欣赏适应生活的矛盾和不确定性。 我认为焦点解决顾问忽视“两者皆是”方法的这个方面是很遗憾的。它限制了从业者和组织客户之间的对话未知的可能。例如,我在与取代我作为我们大学部门领导人的对话中注意到了这个限制。这种中层管理职位在所有大学等级结构中都充满了矛盾和不确定性。我们发现我们的谈话技巧和策略不足以满足我们的想法。我们还需要一个理论背景来解释矛盾和不确定的情况。 我意识到许多实践者对于“理论”持怀疑态度,尽管许多人拥护维特根斯坦的理论和社会建构论。在我看来,问题在于焦点解决的实践者是以非常受限制的方式来使用“理论”这个词的。他们用它来描述结构的方法,分析背后的原因和问题的条件,但是这个词同时也适用于共享的理论、语言以及导向。如果这样定义理论,焦点解决的实践是具有理论依据的。 这个定义还指出了焦点解决的实践者如何使用词语理论构建“非此即彼”方法,也就是去选择究竟是焦点解决实践者还是理论家。成为“两者皆是”实践者需要放弃这种社会建构,并用一种新的东西取而代之。这就是为什么其他观点在组织生活中对焦点解决实施者是有用的。对我来说, Ralph Stacey (2001) 及其合作者 (José Fonseca (2002), Douglas Griffin (2002), Patricia Shaw (2002), Philip J. Streatfield (2001))的著作在复杂的反应过程中形成一个有用的开始,以讨论“两者皆是”方法和欣赏矛盾和不确定性的影响。 ——高德明焦点解决高效教练督导团队译编 附:原文 Gale Miller Constructing the Roots of Solution-Focused Practices This essay builds on the metaphor of a tree, which includes a trunk, branches and roots. The trunk is the center of the tree and it connects the tree’s branches with its roots. The trunk and branches are easily observable to passers by, whereas the roots are usually hidden below the ground. We could, of course, observe the roots by digging up the tree but that risks doing damage to the tree. So, most of the time we content ourselves with only imagining what trees’ roots look like and what the roots connect trees to. This essay is such an imaginative project. I discuss some possible connections between solution-focused ideas and practices, and a related approach to organizational change. I offer no evidence for my claims. How could I? I am writing about connections that I have never seen and that may only exist in my imagination. Nonetheless, I see this exercise as a useful way of moving discussions of solution-focused ideas and practices away from the past and toward the future that will be different than the past and present. I challenge solution-focused practitioners to take seriously their assumption that change is an ever present aspect of life. Just as these practitioners encourage their clients to actively and imaginatively shape the direction of change in the clients’ lives, so I encourage the practitioners to do the same for themselves. I use this essay to celebrate the accomplishments of Steve de Shazer and other creators of the solution-focused approach, many of whom are members of this organization. I admit that my way of celebrating is different than other approaches that focus on the observable branches of solution-focused practices and ideas. The branches connect with Wittgensteinian philosophy, Ericksonian and strategic therapies and other recognized influences on the work of early solution-focused brief therapists. I treat the solution-focused approach as a social invention occurring within a particular historical environment, one that early solution-focused brief therapists shared with other people working on related projects around the world. The solution-focused approach is a simultaneous invention with the other complementary inventions that also challenged conventional wisdom in the late 20th and early 21st centuries. These inventions are the roots of solution-focused practices for me. Becoming a both/and practitioner An important theme within solution-focused discourse involves linking concepts, choices and actions that others treat as separate, distinct and irreconcilable. Solution-focused practitioners often characterize this theme as adopting a “both/and” orientation and they contrast it with an “either/or” approach. These practitioners further explain that the both/and approach allows for a wider range of possibilities in constructing solutions and enhances clients’ creativity in initiating change. This theme is especially evident in the teachings and writings of solution-focused practitioners that focus on interactional techniques intended to help clients adopt both/and orientations to their lives. But there is another side to the both/and orientation that is largely ignored by solution-focused practitioners. It involves the potential of developing a both/and orientation that takes account and even appreciates the paradoxes and uncertainties of social life and relationships. This side of the both/and orientation acknowledges that life includes contradictions that are not resolvable in any final sense and that the future is unknowable. Nonetheless, we must still try to influence the direction of our lives. This side of the both/and orientation encourages people to become comfortable with the paradoxes and uncertainties of life by learning to live with and appreciate them. I believe that solution-focused consultants neglect of this aspect of the both/and theme is unfortunate. It limits what is possible in conversations between the practitioners and their organizational clients. For example, I noticed this limitation in my conversations with the person who replaced me as head of my department at my university. This mid-level administrative position is filled with paradox and uncertainties created at all levels of the university hierarchy. We found that our conversations about techniques and strategies were inadequate for our purposes. We also needed a theoretical context for interpreting paradoxical and uncertain situations. I realize that many solution-focused practitioners are skeptical about theories, even though many embrace Wittgensteinian theory and social constructionism. As I see it, the problem is that solution-focused practitioners tend to use the word theory in a very restricted way. They use it to characterize structural approaches that analyze the hidden underlying causes and conditions of problems. But this word is also used to refer to shared assumptions, shared use of language, and shared orientations. Using this definition of theory, solution-focused practice is informed by theory. This definition also points to how solution-focused practitioners use the word theory to construct either/or situations in which they must choose between being solution- focused or being theorists. One aspect of becoming a both/and practitioner, then, involves rejecting this social construction and replacing it with something new. This is where other perspectives on organizational life can be useful to solution-focused practitioners. For me, the writings of Ralph Stacey (2001) and his collaborators (Jose Fonseca (2002), Douglas Griffin (2002), Patricia Shaw (2002), Philip J. Streatfield (2001)) on complex responses processes form a useful starting point for talking about the implications of a both/and orientation that takes account of and appreciates paradox and uncertainty. 学习、练习、实践、反思、督导,是一个SF取向工作者的快速成长之路。 敬请期待下期分享。
---高德明团队编译 我第一次见到Steve是在1994年的加利福尼亚州、帕洛阿尔托的交流会议上。 虽然当时我并不知道,那次会议在互动和系统观发展中具有里程碑意义,而且那也是为数不多的由Steve de Shazer 和Insoo Kim Berg亲自发起的会议。 我再次遇到Steve是在1995年的伦敦,我的同事Harry Norman邀请他接受一次访问。起初并不顺利,Steve并不想接受邀请。 Steve是一个狂热的啤酒酿造师和啤酒爱好者,Harry想法设法吸引Steve,品尝了正宗酿造的中世纪啤酒。而这可能就是我们最终能成功邀请到他的关键! 访问前一周,Steve带领了一次大型焦点解决治疗培训。大概有100多人参加了此次培训。 Steve手拿麦克风从舞台上缓步走来,像他以前经常做的一样他深深地呼气,然后说:“你们最好问我一些问题”。 一阵骚动在房间蔓延开来。 他才是专家,我们希望被教导该如何去做,但是现在,他却拒绝告诉我们。 现场出现一阵沉默。 “它对治疗酗酒者有用吗?”台下学员提了一个问题。“我不知道。下一个问题。” “它对治疗人格障碍有效吗?”“我不知道。下一个问题。” 更多的疾病诊断名称被提及,而每次答案都相同——“我不知道”。 我感到惊讶和迷惑。 我渴望找出更多SFBT对改变有用的信息,而这位名人却告诉我,他不知道是否对酗酒者有用。发生什么了? 我的不适感显然其他观众也有。 过了一会,一些人开始离开现场。 “你能给我们示范问一个奇迹问题吗?”有人提问。 史蒂夫明显兴奋起来。“啊!当然可以,我相信我能做到这一点。谢谢你能这么问。” 我们放松了一些,至少他开始要做些什么了。 随着会话继续,我陷入对史蒂夫“我不知道”回答的沉思中。 这种方法可适用于各种各样的病人?难道没有研究想要证明这一点?我突然意识到,史蒂夫当然知道这一切。 事实上,那一刻他在给我们示范如何进行焦点解决治疗,而从那一刻开始,我称呼他为“与众不同的智者”。 为了回答这个看似简单的问题“对治疗酗酒者有用吗?”,其实必须要接受两个前提。 首先,存在酗酒者。其次,这种(提问中的治疗方案)方法是任何人都可以复制和使用的。 让我们来看第一个前提,存在酗酒者吗? 显然,这个名词曾被多次使用,就好像真的存在这样一种人,但是焦点解决的实践并不是基于诊断——客户的抱怨与他们想要的(焦点解决中的解决)及已发生的次数并不是相关的。 史蒂夫的工作是,在任何情况下,甚至在有准确评估的情况下,质疑诊断的价值。 每个人都想要有些不一样——这使得每个案例的治疗过程都是不同的,因此考虑客户是否是一个'酒鬼'是没有价值的。他的“我不知道”是对类似这种术语的拒绝。 另一个前提是:“是否有效”。“是否有效?”暗含着“它”可以是有效的,而非某个人通过某种技巧使之发生。 我们可能会问这架钢琴:“它是有用的吗?”——如果有人按键,就会出现一些声音。不论是谁在弹奏,声音都会出现。 在SF实践中,解决方案在对话中建构。这即是一门艺术,也是一门科学。因此提问SF治疗是否有效,类似于质疑钢琴是没用的,而非提问钢琴演奏是否有效。 这不是一个合理的问题——通过熟练的技巧练习可以使钢琴发出优美的声音,而某些没有接受过训练的人却声称弹钢琴是没有用的——原因只在于:他们还不够熟练。 如果这样提问或许就能从史蒂夫那得到一个较好的回答:“你是否曾经成功地使那些想要少喝酒的客户少喝一些酒?” 这种情况下提问的问题是关于他自己的经历,并且是根据他们想要什么来定义客户。这与“是否对酗酒者有用?”之间的区别,对我而言,是SF实践的核心。 或许,史蒂夫对我们的馈赠是:停止尝试回答泛泛的问题,转而关注构建解决之道的微观对话。 附:原文 Mark McKergow Steve de Shazer - a Different Kind of Cleverness I first met Steve in 1994 at the Interaction View conference in Palo Alto, California. Although I did not know it at the time, this was a milestone event in the development of interactional and systemic ideas - one of the few times where the Mental Research Institute group (Paul Watzlawick, John Weakland and Dick Fisch amongst them) came together with the Solution-Focused therapy crowd led by Steve de Shazer and Insoo Kim Berg. Steve and Insoo had trained at MRI two decades earlier, and had introduced new subtleties and simplicity into the MRI model - improvements, as they saw it. However, the link between the two centres was maintained by Steve’s relationship with John Weakland, his supervisor and mentor. I next met Steve in London. My colleague Harry Norman had approached him for an interview, which we finally managed to do in London in 1995. I only discovered later that he was noted for not giving interviews, and that this was a great privilege. Steve was a keen brewer and beer drinker, and Harry had managed to interest him in sampling some ‘medieval beer’, brewed in tiny quantities to authentic recipes. This may have been the key to our success! In the week before the interview Steve was leading a training in Solution-Focused Therapy, with a large audience (well over 100 people). Steve ambled onto the stage with a microphone, exhaled deeply as he always did before starting, and said…”So.. you’d better ask me some questions”. A shiver went around the room. Surely he was the expert, and we wanted to be told what to do. Yet here he was, refusing to tell us. There was a silence. “Does it work with alcoholics?”, came a question from the floor. “I don’t know. Next question.” “Does it work with personality disorders?” “I don’t know. Next question.” Several more diagnoses were mentioned, and each time the answer was the same - “I don’t know”. I was amazed and disturbed. Here I was, keen to find out more about this fantastic approach to change, and the star performer was telling me he didn’t know if it worked with alcoholics. What was going on? My discomfort was clearly shared by other audience members - after a while, some started to leave. “Can I see you ask the Miracle Question?” asked someone. Steve brightened up visibly. “Ah! Yes, I’m sure I can do that. Thanks for asking.” We relaxed a little - at least he was going to do something. As the session went on, I reflected on Steve’s remarks of “I don’t know”. Surely this approach did work with many kinds of patient? Were there not studies to prove it? I came to realise that Steve, of course, knew all this perfectly well. Actually, he was showing us how to do Solution-Focused therapy in that moment, engaging what I have to come call his ‘different kind of cleverness’. In order to answer the apparently simple question “Does it work with alcoholics?”, one must accept two presuppositions. Firstly, there is such a thing as an alcoholic. And secondly, that it (the treatment in question) is replicable by anyone who applies it. Let’s look at the first one first - is there such a thing as an alcoholic? Clearly the word is used as if there was, but SF work is not based on diagnosis - the client’s complaint is not relevant in determining what they want (the ‘solution’ in Solution Focus) and times when that happens already. Steve’s work was part of the tradition that questions the value of diagnosis in any case, and even if an accurate assessment of the condition could be made, each one would want something different - leading to a course for treatment which would vary in each case. There was therefore no value in even considering whether the client was an ‘alcoholic’ or not. Part of his ‘I don’t know’ was a rejection of this as a relevant term in his work. The other presupposition is in the ‘Does it work’ element. ‘Does it work?’ implies that ‘it’ is working, rather than someone is acting skilfully to make something happen. We might say of a piano, ‘Does it work?’ - meaning that if someone hits the notes, then the relevant sounds will emerge. It doesn’t matter who is hitting the notes, the sounds will emerge. In SF work, solutions are constructed in conversation, which is an art as well as a science. To ask if SF therapy works is therefore to ask not if the piano works, but instead to ask if piano-playing ‘works’. This is not a sensible question - pianos can be made to sound beautiful with skill, but someone without the skill could scarcely claim that playing the piano didn’t work - just that they were not yet individually skilful enough. A question which may have had a better reaction from Steve was “Have you got successful outcomes with clients who want to drink less?” In this case, the question is about his own experience, and related to a client group defined in terms of what they wanted. The distinctions between this and ‘Does it work with alcoholics?’ are, for me, at the heart of SF practice. Maybe Steve’s legacy to us is to stop trying to answer big questions and focus instead on the tiny micro-construction of conversations which build solutions. 学习、练习、实践、反思、督导,是一个SF取向工作者的快速成长之路。 敬请期待下期分享。
1001 句焦点问题大批判 第 342-382 问 高效焦点解决教练 1001问,可以这样问吗?不可以这样问吗? 用以总结、评估会谈的40个问 句 我最早学的是 停顿、分享、三个赞美和一个建议的教练结束方法,现在提倡直接结束方法 ,“我们现在到这里,可以结束了吗?”这是个封闭的语句,大家心照不宣啊,时间到了。 再修改一下这个问句或许更好一些, “ 如果没有别的事情,我们现在到这里,可以结束了吗? ”,这个假设是,这个事情我们结束了,当然你要是再谈另一个话题,……。 再换一个方式, “ 我们这个话题,谈到这里可以了吗? ” 其实在客户的问题真的得到解决之后,(不对,当客户的目标已经形成行动的意愿时),客户的头脑中,满是自己踌躇满志的想法,在你教练做得非常好的情况下,你说什么他都知道这只是结束的客套话,他迫不及待地想结束这个谈话去行动了。或不想在这个上面花时间了。 做好了教练,下面的问句就是鸡肋。所以现在的SF大师们,更多的是什么也不问了。 同时,我也认识到要真正练习好教练,还真是要了解下面问句的不同的可能性和回应性。 下面的假设是,这个教练和咨询已经做得很好了之后(这个语境假设是在华人语境下),我们如何把下面的问句问得更好一些,为了便于学习我打破翻译的顺序给了一个分类。 客气话 342.What question would you like to hear that I haven’t yet asked? 还有其他我没有问到的问题吗? 如果理解为“这个问题已经搞定了,干点别的吗?”这个是可以的。假如被理解为,“对方还有什么问题需要去解决”,就和SF的理念有些不符合了。为了安全,还是要修改一下: “还有其他的我没有涉及到的内容吗?”——内容PK问题,你懂的 。 343.Is there anything else I should know? (closed question at the conclusion of the session) 我还需要了解什么其他的事情吗?(在会谈结束时提出的、可以不做回答的问题) 344.Anything else? And what else? (closed question at the conclusion of the session) 还有别的事吗?还有什么其他事要问吗?(在会谈结束时提出的、可以不做回答的问题) 中国人一般是边站起来边说这句话,“我还需要了解什么其他的事情吗”,我想伴随肢体语言,客户当然知道这个不用回答了。 约起 345.Is it necessary or would it be useful for you to come back? If so: When would you like to come back? 您有必要再来吗?或者再来对您有好处吗?如果有,您打算什么时候再来? 346. What might be the next sign of progress or your next step? 您取得下一个进步的标志或您要采取的下一步计划可能是什么? 347. What would indicate to you that it would be a good idea for you to make another appointment? 什么会让您认为,另约个时间对于您来说是个好主意? 348. What improvement would you like to tell me about next time? 您能告诉我些有关您取得下一次进步的事情吗? 349.What would you wish to achieve at the next session to feel that that session had been useful? 在下次会谈中您实现了什么目的,才会让您觉得那次会谈是有成效的? 359.Has anything been neglected or gone unaddressed that merits attention now or next time? 有没有什么事是被忽略了或未得到解决,需要现在提起注意或只能留到下次会谈上的吗? 363.What had you hoped to gain from this session that you haven’t? How can we remedy that? 您希望从这次会谈中学到什么东西,但最终却没有学到?我们要如何补救? 这些问句还真是好,这里的假设是:这个谈话已经结束了,下个目标是什么?当你把下一次的合约转到这次的结束阶段时,我不得不佩服你是个销售高手啊。 会谈后的改变 350. What will you be doing differently after this session? 此次会谈后,您会做出怎样的改变? 351. Who in you life will be the first to notice that? How? 您生活中的哪个人将会第一个注意到这些改变?怎么才能发现? 376. Which solutions were most practicable for you? 对您来说最可行的解决方案是什么? 377. When you leave here and you’re on the right path, what will you be doing differently and how will you be thinking differently? 当您离开这里,踏上正确的轨道后,您会做出怎样的改变?您如何换个角度进行思考呢? 第一反应是不是英文版作者或编辑把这几句话放错地方了。 在现在我了解的教练中,已经不在结束阶段来问行动和一小步了,一小步的行动应该是在刻度尺阶段完成,或在对方 “比较自己这几天会有什么不同”的时候形成。不过,你觉得这个对客户很重要的话,可以重复很多遍啊!你有什么收获,什么想马上干的事情,等等问问也可以啊。 庆祝 352.How will you celebrate when you’ve reached your goal? 当您实现了自己的目标后,要怎么庆祝一下? 353.Who will you invite to celebrate? 您要邀请谁跟您一起庆祝? 354.What will you say in the speech that you give at the celebration? 在庆祝会上您想说点什么? 355.What symbol will you choose for you victory? 您会选择什么标志来表示您所取得的成功? 建议 356.What homework suggestion would you like to receive when you leave? 当您离开时,您希望人们对于您在家里做的工作给出什么样的建议? 357.Suppose you did want a suggestion. What might it be? 假设您确实想要一个建议。那可能是什么? 358.Suppose you wanted to give yourself a homework suggestion. What might it be? 假设您想给自己一个有关在家做的工作的建议。那会是什么? 380.Suppose I came across a client with the same problems as you. What advice would you give me? 假设我遇到了一位跟您有着相同问题的客户,您会给我什么建议? 381.In the future, may I consult you as an expert on how you solved the problem if I treat other clients with the same problem? 将来,假如我遇到了与您有着相同问题的客户,您作为专家,我可以向您请教您是如何解决这个问题的吗? 客户或许会反问说: “你给我一个建议吧?”,上面的问句,改“建议”为“不同的方法”,看看效果如何? 在中国的语境中,若是对方真心地把你当做长辈或专家,你的建议还是有用的。在西方的语境中, 教练与客户一般是初次相逢,萍水之交,因此SF提倡不提建议,少提建议。 建议的语义分析中,包含“我们认为那个原来的不是很好”的暗示(可能性),同时对话关系上,往往是被理解成一种上级对下级的对话语境。而“不同的方法”,这个对之前的方法采用了平等的原则,对话关系也趋于平等。 如果你心理还是忍不住给客户提建议,还有一种委婉的方法是,把你的建议,变化为一个带有语境条件的故事和案例讲给对方,讲述之后还要怀疑地问自己, “唉,这个不知道对你有没有用,我是受你的启发才想起来的。” 总结: 客户对自己的评估和总结 361.What has been most useful to you today? What has been of help? 今天让您感到最受用的是什么?有什么帮助呢? 362.What have you gained from this session? 从此次会谈上您学到了什么东西? 365.What is the best or most valuable thing you’ve noticed about yourself today? 今天您在自己身上发现了什么最好的或者说最有价值的东西? 366.What can you take from this session to reflect or work on in the coming period? 在未来一段时间内,您能把从会谈中学到的什么知识体现出来或使其发挥出效用? 367.What can you take from this session that can help you ... in the coming week? 您从此次会谈中能学到什么知识可以帮助您在下一周做 ......? 368.What can you take from this session that will enable you to tell me that things are going better next time? 您能从这次会谈上学到什么,使您能够跟我说,下一次事情会进展的更好? 369.What difference has this session made for you? 这次会谈让您发生了哪些改变? 任务 370.Would you be willing to carry out a task in the upcoming period? Which task appeals to you? 您愿意在接下来的时间里完成一项任务吗?您对什么任务感兴趣? 对使用方法的评估 373.On a scale of 10 to 0, how good a fit is my approach for you? 按照从 10到0这个尺度来衡量,我的方法有多适合您? 375.What in these sessions has helped and what hasn’t? 会谈中哪些内容对您有用,而哪些没用? 378.Suppose you could talk about what has helped you most at a training course for professionals. What would you tell the students? 假设,您可以在专业人员的培训课程上讨论对您最有帮助的事情。您会跟学生们讲些什么呢? 382.Would you be willing to join a team of experts in order to help other clients solve their problems? 您愿意加入一个专家团队,以帮助其他客户解决他们的问题吗? 379.Suppose we could start the sessions anew. What could I or we do differently or better? 假设我们可以再重新开一次会。我或我们会有什么改变或改进吗? 360.What feedback would you like to give me about today’s session? 对于此次会谈,您想反馈给我什么信息? 364.Before we end the session, can you tell me which questions have helped you and what questions you would have liked me to ask? 在会谈结束之前,您能告诉我哪些问题帮到了您,您喜欢我问什么问题呢? 一句话: 你能告诉我,哪句话打动了你,最让你有收获的是哪个阶段? 对会谈的评估 374.On a scale of 10 to 0, how good was today’s session for you? 按照从 10到0这个尺度来衡量,今天的会谈对您有多有用? 371.On a scale of 10 to 0, to what extent did you feel heard, understood, and respected during this session? 按照从 10到0这个尺度来衡量,在会谈中您觉得自己听到了多少,理解到了什么程度,您觉得受到尊重的程度如何? 372.On a scale of 10 to 0, to what extent did you talk about and work on things that are important to you during this session? 按照从10到0这个尺度来衡量,对于您来说重要的事情,在会谈期间讨论并进展到了什么程度? 第一句还是不错的,可以改为 “今天的会谈,对您来讲,有几分是有用的?” 当你发现你们的时间已经到了,但是似乎目标还是没有达成,教练可以用这个刻度尺,让客户总结一下自己毕竟还是有收获的。 这个问法可能双方都有收获啊,或对教练带来更多的收获啊。也要小心,客户说0分,退款 :) 学习、练习、实践、反思、督导,是一个SF取向工作者的快速成长之路。 敬请期待下期分享。
焦点解决管理 高德明团队 译编 什么是焦点解决管理方法,是什么使得焦点解决实践不再仅限于咨询场景,而是涉及所有管理领域? 从概念形成的起源上看,焦点解决管理可以被看作是: - 使企业获得控制的概念,包括持续不断地关注微小的正向差异(在员工个人层面、团队以及企业整体层面) - 这些正向差异主要指那些能够得到更好匹配或协作的内容。 - 因此,当没有起效时,就采取更多措施获得有效的信息,或者采用不同的做法。 - 最后,观察和筛选那些能够产生积极差异的措施和活动,等等。 假设通过实施这些观念,以咨询为导向的焦点解决实践经验的有效机制就能够被转移到各个管理情境中。尤其是以下效果: - 通过关注正向差异就能够建立和形成一种欣赏文化,而这是建立信任的基础 - 动用全公司的资源和力量了解什么是有效的 - 从整体观上考虑相关性和协调问题 - 关注少量但重要的内容(“ 简易” ) 过去 现在 未来 图2 :匹配和解决方法的动态发展 当使用以上方法时,我们是假设一个更好的未来已实现,可能是企业与市场/ 外环境有一个更好的匹配,企业内部形成一个更和谐的氛围,等等。就像是按了“ 气球” 的开始键,当关注正向差异时,气球就充满了“ 能量” ,于是就创造了一个向上的未来。不过将面临的一个重要挑战是,焦点解决管理工具和企业内的“ 文书工作” 。如果正向差异也体现在工具和过程中,那么这会在企业内产生一种广泛效应。 有趣的是,与以上所提到的相似内容正越来越多地在管理概念中进行探讨。特别是实践导向的概念(Malik 2001 )和资源导向的管理概念呈现出相似的趋势(Hamel/Prahalad 1994) 。 在我看来,除了起源之外,实践焦点解决管理方法也存在一些新的和进一步的机遇。这在本书中会被提及(毕竟,本书包含了可能应用焦点解决模式的多领域案例)。 企业组织中一个重要的任务是传达一些报告或演讲信息,而这往往是单方面交流。在“ 正向差异理论” 指导下,信息应被置于最显著的位置吗,以清晰地表达当事情好转时,会有什么不同之处。举例来说,如果管理者想要激发员工重视“ 才能” 的概念,那么他需要呈现以下内容: - 具体、详细地阐述才能如何会在企业发挥作用 - 员工怎么样才能够理解提高才能的积极意义 - 如果才能匹配会产生什么不一样的效果 - 什么是需要被加强或做更多的,比如重视那些有用的、微小的内容等。 在商业领域,这样一种出其不意的方法是较为常见的:详细描述才能不匹配的场景(往往被员工误认为付出努力即可),诸如消费者的投诉数据、引用竞争对手等问题细节。 然而,传达信息的潜在方法也包括e-mails 。与关注正向差异的背景所不同的是,一份邮件可以用一种更符合焦点解决的方式进行陈述。也就是说,不仅仅提问技术、而且陈述和信息都能产生积极的差异。 另一种潜在应用是,“ 企业激励” 领域。基于上述概念,作为一位管理者,可以想办法找出不同的动机。关于动机问题的最重要内容是,我们不是试图解释为什么一个人会失去动力(这是员工闲聊时最受欢迎和常被讨论的话题),而是如果一个人能够变得更有动力一点,那会有什么区别。管理者需要在环境中细细地观察、收集信息,以及与员工交谈,找出当事情好转时会有什么不一样(员工的需求和工作环境的特点)。如果管理者采取这样的方法并获得了员工的高承诺,那么他就需要做更多一样的事情。 本书还将提到大量理论性概念和例子、个案研究及企业内实践焦点解决方法的项目。在我个人看了,这是一种寻找和利用积极差异的模式。这些应用方法已在实践中得到验证,并涵盖领导力、市场和销售、项目管理、工作设计、人力资源、组织发展和学习、培训和教练,以及冲突管理。 亲爱的读者,如果你能在阅读过程中收获应用于你企业的灵丹妙计,那么我们将会兴奋不已。作为焦点解决实践原则的最后一条,我们会告诉你情境的重要性:“ 每个案例都是不同的” 。关键是要在一个具体的场景下比如你的企业中找到正向差异,而这些方法可能并不适用于其他场景。肯定的是,这些方法能够为你找到属于你的有用方法提供一些新思路,并祝你最终能够找到。 —— 高德明焦点解决高效教练督导团队译编 附:原文 Solution-Focused Management How can the outlines of such a solution-focused management-approach be described, which enables solution-focused work not just in settings close to consulting, but in all functional areas of management? Against the backdrop of the concept developed here, solution-focused management can be seen as a concept for control in enterprises that includes a consistent focusing on those aspects that resemble small positive differences (at the level of the individual employee, in groups and the whole enterprise), -with these differences mainly referring to those aspects that fit better -thus taking measures to get more out of the things that work and to do things differently when they don't work -finally, observing and screening which of these measures and activities led to positive differences etc. It can be assumed that by implementing such a concept, the favourable effects from the consulting-oriented experiences with solution-focused work so far can also be transferred to many settings of every-day management. The following effects are particularly likely: -Establishing and developing a culture of appreciation by focusing on positive differences, which builds trust -Using resources and strengths of company-wide knowledge about what works well -Focusing on doing and“something” such as objectives -A holistic view through taking into account interdependencies and the question of coordination -Focusing on few but essential things(“Simplicity”) Past Now Future Figure 2: Dynamic development towards more fits and solutions When using the approach described, it can be assumed that a positive development towards a better state is achieved, thus, mainly a better fit of the enterprise with the markets/environment, but also a more favourable fit within the enterprise is likely. Like at the startof a balloon, by focusing on positive differences, the balloon is filled with energy and this creates an upwards development. One important challenge in this context is a solution-focused design of management instruments and the“ paperwork” in enterprises. If positive differences are also reflected in instruments and processes, this would quickly lead to abroader effect in enterprises. Interestingly, similar aspects as those mentioned above are increasingly mentioned in the discussion of management concepts. Especially practice-oriented concepts (see e.g. Malik 2001) and resource-oriented management concepts (Hamel/Prahalad 1994) show a similar leaning. In my opinion, against this background there are new and further opportunities of using solution-focused management that will be outlined briefly now (this book, after all, contains a multitudeof examples for possible use). One important task in an enterprise is to pass on information in connection with presentations or speeches, where the setting is one of one-way communication. Following the theory of positive differences”, that information should be foregrounded that makes clear what is different when things work better. If the managing director wants to motivatethe assembled employees towards tackling the concept of quality, hecan, for example, present the following aspects: -Specific details on where quality works well in the enterprise -How people can make out that quality develops positively -What is different if quality fits well -What can be intensified or done more often, with a focus on small steps certainly being helpful etc. It is not uncommon in business life to find a different approach in such cases: detailed descriptions of situations where they quality is not right (which employees see as a degradation of their efforts), details about problems such as statistics on customer complaints,references to the competitors etc. The potential applications for passing oninformation, however, in the author’s opinion also include e-mails. Against the backdrop of focusing on positive differences, an e-mail can be written in a much more solution-focused manner. The elements mentioned here show that it is not just questioning techniques but also statements and messages that can be orientate towards positive differences. Another potential use can be found in the area of “motivation in enterprises”. Based on the concept described, the approach of a superior would focus on finding out about differences in motivation.The most important question with motivational problems is not an attempt at explaining why a person is demotivated (which is a very popular and oft-discussed question round the water cooler), but what is different if a person is a little bit more motivated. A superior would observe exactly these situations more closely, gather information and, in conversation with the employee, work out together what is different when things works better (the needs of the employee and the characteristics of the work situation). If the superior takes an action resulting in a higher commitment of the employee, he will look for opportunities to do more of the same. The rest of this book contains a multitudeof conceptional ideas and especially examples, case studies and projects involving solution-focused work in enterprises. In my opinion, they also follow the pattern of finding and making use of positive differences. These applications have been proven in practice and cover the areas of leadership, marketing and sales, project management, work design, human resources,organisational development and learning, training and coaching, as well as conflict management. It would be gratifying if you, dear reader, find inspiration here for applying this approach in your enterprise. At this point a final principle of solution-focused work is to be mentioned that is important in this context: “every case is different”. It is essential to develop the die positive differences in a particular context, that is your enterprise, and so these projects do not provide recipes for other contexts.They definitely do provide ideas for new approaches though and we sincerely hope they will be of use for you. 学习、练习、实践、反思、督导,是一个SF取向工作者的快速成长之路。 敬请期待下期分享。
意义的社会建构 高德明团队 编译 焦点解决实践被认为是一种建构主义方法。这种方法的核心因素通常从一个人如何描述一个问题(或讲述一个他们认为是问题的故事)的方式中了解事情或建构事实。基于这种个人化的建构的事实,赋予意义的提问就显得很重要,也就是, “ 谁在企业内决定了解决方法是什么? ” 焦点解决实践的一个基本态度是, “ 来访者是专家 ” ,也就是将责任转交给来访者本人(或员工),对其所关注的事物赋予意义。在大部分个人寻求解决方法(比如教练)的案例中,这类问题很容易被个案接受和回答。 另一方面,这种情况很少发生在企业环境中。甚至在一次员工和她 / 他上级的谈话中,两者对事实的不同认识就会存在冲突。在一次多人参加的会议中,必然存在多种不同的观点以及对企业方向的疑问,那么复杂程度就更甚。每一位员工从他们的个人经验出发赋予现象一种解释(如有很多信息交换的原则),企业中不同的领域就会有明显不一样的意义。企业内的现象不仅具有社会属性,而且其意义通常与背景有关 (Kergen1999) ,在社会现实验证中也存在持续的挑战 (Weik 1979) 。这指的是,发展是要建立在双方一致认可的层面,并保持相对透明。 这两厢情愿内容的创立过程就需要用到焦点解决实践,关注积极差异。首先,诸如小小的成功或其他有效的事情,这类具有积极含义的事物容易被更多人接受。其二,试图更多地找出正向差异(还有什么?),这也就是在增加选择项,而选择项的增加可以促进双方认可的解决之道的出现。 当然,在团体或更大的企业内,像这类大量充斥着不同观点的组织内,找到彼此都能认可的解决方法着实是一件具有难度的事情。不过,这正变得越来越简单,于是另一条焦点解决实践原则显现: “ 简单而非容易 ” 。 —— 高德明焦点解决高效教练督导团队译编 附:原文 Social Construction of Meaning Solution-focused work is considered to be a constructivist approach. The central element of the approach is always how aperson describing a problem (or rather telling a story they refer to as a problem) sees things or constructs reality. Based on this individually construed reality, The question of giving meaning is clearly important, that iswho in an enterprise decides what the solution is?. One basic attitude of solution-focused workis the principle that the client is the expert, which puts the responsibility for giving meaning with the person concerned, i.e. the employee. In all those cases where an individual looks for an individual solution (such as with coaching) this question is easily answered. In enterprises, on the other hand, this setting rarely occurs in every-day work situations. Even in a conversation between an employee and his/her superior there is a clash between two different constructions of reality. In meetings of more persons, the number of points of view increases and regarding the question about an enterprise's direction,complexity is accordingly high. And every employee knows from their own experience that the meaning of a phenomenon (such as there are many rules for information exchange) has very different meanings in different areas of an enterprise. Realities in an enterprise are always socially construed and their meaning is derived from context (Kergen 1999) and there's a constant challenge to socially validate reality (Weik 1979) in enterprises. This refers to the development of consensual areas and thus the clarity what is now valid. Exactly this establishment of consensual areas is facilitated by the solution-focused approach and focusing on positive differences. First, things with positive connotations, such as small successesor things that work are more accessible for other people. Second, by working out differences and looking for several positive differences (“What else?)” the number of options is increased, which also facilitates the development of amutually acceptable solution. Naturally, coordinating consensual areas concerning the development of solutions is, particularly with many points of view in groups or larger units of an enterprise, not without obstacles. But it is getting simpler and thus follows another principle of solution-focused work:“it is simple but not easy”. 学习、练习、实践、反思、督导,是一个SF取向工作者的快速成长之路。 敬请期待下期分享。
互动视角 高德明团队 译编 焦点解决实践的一个重要核心元素是:互动视角( de-Jong/Berg 2002, p.70 ),通常也被引用为 “ 每一个行为都是相互作用的 ” (Jackson/McKergow 2002, pp.43) 。当明确了目标和解决方法后,关注点就会转移到相关性,如员工和组织环境之间的交互作用。举例来说,如果一个销售人员想要做些不一样的事情,按照焦点解决方法,通常会问: “ 这样客户会有什么不同?他们会怎么反应? ” 以这种方式互动,会产生彼此间的匹配。多数文献研究也主要关注人与人之间的匹配,以及人与环境因素之间的相互作用,而这些是一个重要的发展点(从管理角度看特别是企业与外环境之间的匹配)。 若与原则相结合,这种积极差异的倾向可以被描述为一种具体化和挖细节的方法,旨在找出什么是不一样的、什么时候是最适合的( deShazer1994, S 121ff. )。 因此,交互视角就类似于管理研究想要达成的结果:企业获得成功、团队和员工之间形成良好匹配,而对此评估的一个最重要起始点是: “ 匹配吗? ”(Osterloh/Frost 1996, Lueger 1996) 。在一个企业中应用的有效性和效果与对这个问题的解答密切相关( Osterloh/Frost 1996, p. 156 )。 从员工个人角度上看,工作职位和员工角色的匹配就很重要。世界上不存在坏的员工或不好的职位,只有适合与不适合。甚至当一位员工认为他的不满和工作潜力的降低与外界动态改变相关时,最重要的是意识到这样一个事实,这些动态改变的行为中包含着他自己的个人资源。通常,员工会说是环境导致了问题,而不会意识到 “ 匹配 ” 的重要性。因此,采用 “ 互动视角 ” 方式使人的职位 “ 流动 ” 起来就会显得很有帮助。 对于团队和组织的成功也是如此。不是仅仅依赖团队或环境,而是用 “ 互动视角 ” (团队成员之间、团队和企业背景之间)。 在企业管理决策和实践角度上说, “ 匹配吗? ” 这个问题同样重要。举例讲,如果一个企业遇到了一个危机,这个危机是企业和外环境(通常是市场和客户的期待)之间的不匹配。一旦解决这个危机,之前的不匹配就会作为一种规则被逐渐减弱,一个更好的匹配正逐渐达成(如,改变分配系统或改变产品投入)。 在互动视角下,找到问题和解决方法之间的链接就变得容易,这只是匹配和不匹配之间的问题,就能清楚地看到员工和企业想要的是什么( Schmidt2004 )。在商业实践中,管理者和员工所谓的 “ 问题 ” 是一种不匹配(尽管这也仅仅只是一个方面,而且起初易被忽略,比如市场、令人头痛的同事,等等)。而实践中所谓的环境是一种很好的调和剂,尽管这只能减少部分不匹配。 我相信,这只是未来焦点解决实践、管理实践以及管理研究项目之间的一个重要开始。 通常情况下,企业或员工和环境之间的匹配不仅仅涉及双方,而是多向度问题。比如,如果有人认为他 / 她有问题,那么这通常不仅仅是个人时间管理和工作强度之间的失衡,而且也包括其他方面,如模棱两可、缺少同事支持、与家庭调和等。大多数情况下,这是比较复杂的,任何试图解释本质原因的努力都是徒劳的。焦点解决实践与问题解决模式完全不同。当许多管理概念试图将问题放在中心位置,试图解释为什么以及怎么样时,焦点解决模式则完全把问题放一边,集中构建 “ 方案 ” 以及什么时候好转一些,并尽可能详细地描述不同之处。关键是要理解 “ 方案 ” ,而不是问题( Lueger2006 )。 在这种方式下,关键就成了如何收集关于方案的信息,并简单地使另一特质显现。总之,关注什么是起效或怎么样会好过一些,这能够更容易被接受和产生改变意愿。 然而,问题或不匹配仍然是这种方法的主题(成为焦点解决并不意味着 “ 恐惧问题 ” )。谈论问题的主要目的是与描述这个问题的人产生某种链接,创造一个平台( Jackson/McKergow 2002 ),以至于创造解决方案不会显得很牵强。如此一来,使用一些特别概念(如,无论何时当职工将自己的失败归因为问题时,可以说 “ 哦,这是不匹配呢 ” )就是在提供一种信念,因为许多潜在的改变点(人和环境)已被发掘,新的可能性已诞生。 使用不同的语言(语言创造事实),这与焦点解决模式的其他重要原则一致:改变事情而不是改变人。 在企业环境中,一般都会暗示是员工本人需要改变(常常是间接的方式,如 “X 先生,难道你不想参加这次关于沟通的讨论会? ” )与问题相关联,这正代表着 “ 需要改变 ” 的意思。可能的方式应该是多样化的,关注如合作(而非在团队工作的能力)、信息共享(而非沟通行为)、或者诸如过程、效果等类似用词。 这样一来,我们的话题就转到下一个主题:语言、意义和提问,一个企业或其下属机构是如何在关于 “ 做了什么使事情变得更好 ” 上达成一致。 —— 高德明焦点解决高效教练督导团队译编 附:原文 The Interactional View An important core element of solution-focused work is the interactional view (seede- Jong/Berg 2002, p.70), which is expressed in the commonly quoted principlethat “every action is interaction” (Jackson/McKergow 2002, pp.43). When working out objectives and solutions, the focus is always put on interdependencies,i.e. the inter play between employees and the work situation/environment. If, for instance, a sales person considers doing something differently, a common question in the solution- focused approach is what will the customers dodifferently, how will they react? In this manner, it is the fit that is always supported, with the literature mainly focusing on the fit between peopleand, in my opinion, focusing on the interdependencies between people and situational factors would be an important development (and from a managementperspective particularly the fit between the enterprise and the relevant environment). In combination with this principle, the orientation towards positive differences described above turns into an approach which specifically and in detail finds out what is different when it fits better (deShazer 1994, S 121ff.). This interactional view thus resembles the results of management research: achieving success and satisfaction for enterprises, teams and employees is always the result of a good fit and the most important starting point for measures can befound in the question “does it fit?” (see Osterloh/Frost 1996, Lueger 1996). Efficiency and effectiveness in an enterprise are closely linked with this question (see Osterloh/Frost 1996, p. 156). On the level of the individual employee, the fit between the workplace and the employee’s characteristics is important. There is no such thing as a gut/bademployee or workplace, but one that fits or does not fit. Even when an employee thinks his dissatisfaction and reduced performance potential are related withthe dynamic changes, it is most often the fact that the dynamic change acts together with his personal resources. Often, employees state that the situationhas caused a problem and are not (fully) aware of the importance of thefit. Here it is helpful to liquidify people’s positionsby adopting an “interactional view”. At the same time, for the success of a team (see Lueger 1996) and organisational units it is not so much the sole focus on team or environment, but again the“interactional view” (between team members and also between the team and thecontext) that counts. For the management and control of enterprises on a strategic and operational level, the question does it fit? is equally central. If an enterprise, for instance, encounters a crisis, this crisis is a misfit between the enterpriseand the relevant environment (often the market and customers’ expectations). Once the crisis has been overcome, misfits have as a rule been reduced and abetter fit has been achieved (e.g. by changes in the distribution system orproduct launches). With this interactional view it is also easy to create a link between problem andsolution, between fit and misfit, and I believe it is clear to see what employees and enterprises want to achieve with their solutions (see Schmidt2004). What managers and employees in business practice call aproblem is, as a rule, a misfit (even though it is commonly only one side of the coin that at first is under scrutiny, such as the market, the difficult colleagues etc.). And what is called a solution in practice, is a better coordination of the relevant aspects, even if it is just a small reduction in misfits. I believe that this constitutes an important starting point for further projectsof solution-focused work, management practice and also management research. The fit of enterprise or employee and the context in most cases does not just touch upon two, but many more aspects. If, for instance, someone describes the way he or she organises him/herself as a problem, there is usually not just a misfit between personal time management and work intensity, but there are often agreat number of other relevant aspects, such as ambiguities, a lack of support from colleagues, coordination with the family etc. In most cases, these interdependencies are very complex and any attempts to explain these are, bytheir very nature, incomplete. Solution- focused work approaches the problem-solving process in a very different way. While most management concept stake the question of where and why a problem originates to be central, here the problem is practically left aside. All efforts are focused on construing thesolution and on describing as many details as possible regarding what is different when it is better. It is essential to understand the solution rather than the problem (see Lueger 2006). By using this approach, it generally turns out that information regarding the solution is not the opposite of the problem, but simply shows another quality. Above all, however, focusing on what works or should be better results in asignificantly higher willingness to accept change. Nevertheless, problems or misfits are a topic even with this approach (“to be solution-focused does not mean to be problem-phobic”). Yet making the problem an issue mainly serves to create a connection with the person describing the problem, to create a platform (Jackson/McKergow 2002) and not so much to create a solution. In doing so, the use of particular concepts (oh, there's a mismatchhere, whenever an employee sees his own failure as the problem) can already provide relief, as the number of potential starting points is raised(person and situation) and new possibilities are created. The aspect of using a different language (“language creates reality”) by using terms focusing on fits and misfits is also in line with another important principle of solution-focused work: change something not someone”. Commonly messages in an enterprise are phrased in such a way, as to imply it is the employee who should change (if often indirectly, such as “Mister X, don't youwant to attend a communication seminar?). Making interdependencies an issue isjust one example of “something should change”. The possible applications aremanifold by focusing on e.g. cooperation (instead of the ability to work in ateam), and the flow of information (instead of communicative behaviour) or on things like processes, outcome and the like. This takes us to the next item, language and meaning and the question, how in an enterprise, or its sub-units, agreement can be achieved on what should be done for things to work better. 学习、练习、实践、反思、督导,是一个SF取向工作者的快速成长之路。 敬请期待下期分享。
“焦点解决”在咨询和管理领域延伸的概念 ——一种积极差异的理论 高德明团队 译编 “ 焦点解决模式 ” 由史蒂夫 · 德 · 沙泽尔、茵素 · 金 · 伯格和其密尔沃基短程治疗中心的同事一起创立。这个概念,最开始被称为 “ 短程咨询 ” ,现在已广泛应用于我们的社会,并在咨询与管理领域得到传播。自 2002 年在布鲁斯托尔首次举行 “ 焦点解决在企业组织中的应用 ” 会议后,便掀起了全球范围内整合和讨论的浪潮。例如,现在有许多出版商开始出版各种关于企业组织的实践项目(如 Aoki 2005, Berg/Szabo 2005, McKergow/Clarke 2005, Jackson/McKergow 2002, Furman 2004 )。起初,主要关注教练和团队建设( Maier 2005, Sharry 2004 ),但是现在,焦点解决模式已在更多管理领域得到应用,诸如 HRM 、市场销售、项目管理等等。 当然,这种发展趋势与企业与日俱增需要解决的问题有关。焦点解决取向管理的关注点是问题和解决之间的差异,而这种差异或许使得企业和员工一样忙碌。另外,短程咨询的潜在有效性也吸引了企业决策者的兴趣,因为焦点解决项目在编制评估表中的投入较少( Clarke/McKergow 2007 )。 焦点解决模式对企业具有如此吸引力的原因之一就是,它不仅触及管理的主要问题和内容,而且也与企业和员工个人成功有关。这种商业实践的巨大潜力和管理研究的存在,可以解答以下所有问题: - 什么能够确保企业、团队及个人的成功和持续?是如何做到的? - 怎么样才能够发现企业组织的优势和资源,以及核心竞争力? - 做些什么能够使企业更有效地发生多方面变化? - 在资源日益减少的时期,企业应该怎样衡量以至于能够简单且有效地脱离困境? - 最后且最重要的一个问题是:怎么样才能更简单地找到解决方法? 在我们看来,只是讨论焦点解决模式并不足以找到这些方法。当然,这些问题也会在其他管理和咨询概念中讨论,或许也能够找到一些解答。但是,焦点解决模式提供了不同的和新异的回答,特别是结合了个人核心素质提供新的品质。第一次实证研究就已经证明了其存在的积极的经济效应(本书 “ 研究 ” 一章有专门介绍)。 一种积极差异的理论 企业中的焦点解决应用包括许多原则、方法和工具。如奇迹提问、例外提问、目标设定等技术,简单实用,且已在商业实践中被证实其有效性。这些方法多数来自治疗领域,这也正是焦点解决模式能够在其他类似场景(教练和咨询)中被广泛推广和传播的原因。这种方法还聚焦于提问技术(亦被称为 “ 解决晤谈 ” ),而这些提问是根据咨询场景而设计。若没有得到进一步发展,这些方法在经典管理领域和员工中的应用就会受到限制,因为每天的工作任务并不会涉及如此多的提问,但另外一些工作如入职信息、动机激发、未来目标制定、理念发展等等,会用到这些工具。 正因如此,一种基于焦点解决模式的理念框架就能够促进其在组织管理和企业其他领域的应用。 这个框架概述如下: - 从现存原则、技术和态度中建立一种理论模式; - 在此基础上,完成对焦点解决管理理论的梳理概览; - 简要呈现来自不同管理职能部门的案例,并从较少涉及的应用领域开始实践,如动机激发、信息传递、市场营销等。 当我们关注于把聚焦积极差异的概念作为一种连接模式时,这个 “ 积极差异理论 ” 的术语表述的正是其字面意思。 —— 高德明焦点解决高效教练督导团队译编 附:原文 Solution-Focused Management: Towards a Theory of Positive Differences Aconcept spreads in the world of consulting and management. The“solution-focused approach” was developed by Steve de Shazer, Insoo Kim Bergand their colleagues at the BFTC in Milwaukee. This concept, also originally known as brief consulting, has now entered wide reaches of oursociety and is currently spreading through the areas of consulting and management. Since the first world conference on “Solution-Focused Practice in Organizations” 2002 in Bristol (organized by the Bristol Group), there has been a world-wide integration and discussion process. For instance, a large number of publications referring to a rich variety of application projects for enterprises can now be observed (see e.g. Aoki 2005, Berg/Szabo 2005,McKergow/Clarke 2005, Jackson/McKergow 2002, Furman 2004). Originally these ideas mainly concerned coaching and team development issues (see Maier 2005,Sharry 2004), but now solution-focused work is clearly spreading into broader areas of management, such as HRM, Marketing, Project Management, and many more(see the contributions to this volume). This extended reach is possibly connected with the increase in problem-solving pressure on enterprises. The focus of solution-focused management is on the difference between problem and solution, and this difference arguably keep senterprises and employees equally busy. In addition, the efficiency potential of brief consulting is also interesting for decision makers in enterprises, assolution-focused projects involve much less effort in developing designmeasures (see Clarke/McKergow 2007). One of the reasons the solution-focused approach is so attractive for enterprisesis the fact that it touches upon central questions and aspects of management as well as the success of an enterprise and its staff. This enormous potential for business practice and management research exists, as the following questionscan be answered: -What can safeguard the success and the survival of enterprises, teams and individual employees and how is it done? -How can strengths and resources, and thus core competencies, be found and optimized throughout the enterprise? -What can be done to design the manifold changes in an enterprise more efficiently? -How can, in times of dwindling resources, measures in enterprises be worked outsimply and more efficiently? -And last but not least: How can solutions be found more simple? In my opinion, these opportunities have not been made explicit enough in the discussion of solution-focused work. Of course, these questions are also discussed in other management and consulting concepts and some answers can befound. Solution- focused work, however, offers different and new answers and especially a new quality by combining the individual core elements. First empirical studies already show positive economic effects (see the chapter on“Research” in this volume). Towards a Theory of Positive Differences Solution-focused work in enterprises today comprises a broad range of principles, methods andinstruments. Techniques such as miracle question, exceptions, well formed goals, simplicity and many more are available and have successfully been tested in business practice. Most of these approaches were originally developed intherapy, which is the reason why solution-focused work has been most widely spread in similar settings (coaching and consulting). Another reason for this is that the approach concentrates on questioning techniques (it is nocoincidence the seminal volume by Peter de Jong and Insoo Kim Berg is calledInterviewing for solutions” ) or is concerned with questions regarding the design of consulting settings. Without further development, the use in classic management areas and with employees would be limited, as many tasks in every-day work involve not so much question techniques, but other activities, such as entering information, motivating, following objectives, developing concepts, using tools etc. For this reason, a conceptual framework of solution-focused work is helpful that can facilitate the application for other tasks in management and enterprise. This framework will now be outlined by: -Developing a theoretically founded pattern from the already existing principles, techniques and attitudes -Formulating a sketch for a theory of solution-focused management on this basis -And briefly presenting, by means of examples taken from different functional areas of management, new starting points for less discussed areas of application, such as motivation, information transfer, marketing etc. As we concentrate on the concept of focusing positive differences as the linking pattern, the term “theory of positive differences” suggests itself. 学习、练习、实践、反思、督导,是一个SF取向工作者的快速成长之路。 敬请期待下期分享。
1001句焦点问题大批判 第153-185问 高德明 2016.4 高效焦点解决教练 1001问,可以这样问吗?不可以这样问吗? 这些问句可以带来的好处或假设是: 你能把他们背后的假设找到吗? 他们会激活对方的哪些语言空间? 可以应用的情景又有哪些? 哪些情况这个句子慎重应用? 你可以如何变化它们,让语言更适合你的身份和文化习惯? 153. Could you tell me about your assets and good qualities? 您能告诉我您的优点和长处是什么吗? 你是如何做到的? 154. How do you manage to...? 您是如何设法做到 ...... 的 ? 155. How did you previously manage to...? 您以前是如何设法做到 ...... 的 ? 156. How did you know you were able to...? 您是怎么知道您能 … ? 157. How did you know you could carry out that experiment? 您是怎么知道您能开展这个实验的? 158. How did you know what was needed? 您是怎么知道需要什么的? 159. How do you think you did that? 您认为您是怎么做到的? 160. How have you tackled the problem up to now, and what has helped? 到目前为止您是如何解决这个问题的?是什么帮助了您? 161. How did you find the courage to...? 您是如何鼓起勇气去 ...... ? 162. What gave you the strength to...? 是什么给了您力量让您去 ......? 163. How did you bring yourself to do that? 您是怎样说服自己去这么做的? 164. Where do you find the courage to change when you want to? 您哪里来的勇气让自己想改变的时候就改变? 165. How can you make sure that you will reach your goal? 您怎么能确定您会实现您的目标? 166. How will you do that, exactly? 确切地说,您会怎么做? 167. How could you bring about more small miracles? 您如何能创造出更多的小奇迹呢? 168. How does that good feeling help you for the rest of the day or week? 那种美好的感觉是如何在那天或那一周余下的时光中帮到您? 169. How can you make it easier for you to perform the desired behavior? 您怎么让自己可以更轻松地去尝试所期望的行为? 170. What do you think you did to make that happen? 您认为您做了什么使这种情况发生了? 171. How did you decide to do that? 您是如何做出决定要这样做的? 172. How did you succeed in doing that? 在做这样的事时,您是如何获得成功的? 173. You have a lot of great ideas.How do you come up with them? 您有许多奇思妙想。是怎么想出来的? 174. How do you know that this problem can be solved? 您是怎么知道,这个问题是可以得到解决的? 175. How did you come up with the great idea to do it that way? 您是怎么想出这个妙招来用那样的方式解决这个问题的? 176. How do you manage to stop that undesired behavior? 您怎么设法阻止这种异常的行为? 177. How do you manage to be resolute enough to...? 您是怎么做到坚定不移地去做 ......? 178. Is that how you do it? Can you tell me more about that? 您就是这样做的吗?您能跟我多说点儿有关这件事的事情吗 ? 179. What good intention did you have when you...? 当您 ...... 时,您有什么好的打算? 180. How did you find out that these are ways that work for you? 您是怎么发现这些方法对您来说是有用的? 181. How did you discover that you...? 您是怎么发现您 ...... 的? 182. When did you learn that this is a good way for you? 您是什么时候知道这是一个很好的方法的? 183. What gave you the sense that it was the right time to...? 是什么让您觉得是时候做 ...... ? 你能做些什么,让我把后面的 100 句也给你发过去吗? 学习、练习、实践、反思、督导,是一个SF取向工作者的快速成长之路。 敬请期待下期分享。
1001句焦点问题大批判 第110-152问 高德明 2016.4 高效焦点解决教练 1001问,可以这样问吗?不可以这样问吗? —— 行家看门道: 有关例外情况的 40 个问句 在当下发生的事情中找例外: 110. What has changed since you made an appointment for this session? 您参加此次会谈后发生了什么? 111. What is already going better since you made the appointment for this session? 您参加此次会谈后,哪些事情已经向着好的方向发展了? 112. What is better already? 什么已经变好了? 113. What is already working in the right direction? 什么已经在正确的方向上发挥了作用? 在过去中找例外 : 114. What have you already tried, and which of those things helped, even if only a little bit? 您做了哪些尝试?这些尝试中哪些是有帮助的,哪怕仅仅起到了一点点帮助作用? 116.Of the things you did, what helped the most? 在您所做的事情中,哪些对您帮助最大? 118. What else has helped so far? 到目前为止,还有什么其他时期对您起到了帮助作用? 119. At what times do you already see parts of the miracle or the desired outcome? 您在哪些时段就已经看到奇迹般地或所期望的结果的一些端倪了? 120. What is different about those times? 这些时段有什么不同吗? 122. What could you already do differently right now? 目前您已经做了什么不同的尝试了? 123. When have you caught already a small glimpse of the miracle or the desired outcome? 您在什么时候就已经对奇迹般地或所期望的结果窥见一斑了 ? 125. What did you do differently in the past? 过去您有做过什么不同的尝试吗? 126. What other successes have you had in the past? 您在过去取得的其他成就是什么? 133. When did that small miracle last happen? 那个小奇迹最后一次出现是在什么时候? 134. What was different about that moment? 那个时候有什么不同之处吗? 139. In what situations do you feel better already? 哪些情况让您感觉舒服多了? 141. When was the last time you had a good day? 您上一次度过的美好的一天是哪一天? 142. When did you manage to behave in a way that was consistent with how you would like to be? 您曾经成功地以您想要的方式行事是在什么时候? 143. When is the problem absent or less of a problem? What are you doing differently then? What is different then? 什么时候不存在那个问题,或者即使有,也算不上是个问题?您在做什么不同的尝试?又有什么变化呢? 144. Think back to a moment in the past week (month, year) when the problem was completely absent or was less of a problem. What was that moment? 回想过去的一周(一个月或一年)中根本不存在那个问题或那个问题还算不上是个问题的时刻。那是什么时候? 145. When is the problem not a problem? What are you doing differently then? What is different then? 那个问题在什么时候还算不上是个问题?您在做什么不同的尝试?又有什么变化呢? 149. What were you doing differently then that made things go better? 您做了什么不同的举措让事情有了转机? 例外被假设发生: 147. Suppose you could think of an exception. What might it be? 假设您能想到一个例外情况,那可能是什么? 148. What happens when the problem becomes less of a problem or when things are going a little better? 当那个问题变得没那么严重,或事情有所好转的时候,出现了什么情况? 152. Suppose a miracle occurs and the miracle is that you are able to find anexception. What might that exception be? 假设有奇迹发生,即您能找到一个例外情况。那么这个例外可能是什么? 从重要人物视角来展开例外: 129. What would the important people in your life say is different then? 您生命中至关重要的人会有什么不同的意见吗? 130. What would the important people in your life say you do differently then? 您生命中至关重要的人认为您会做出什么不同的举动? 131. Suppose another person were present. What else would he or she say about that? 假设有另外一个人,他或她对此还会说些什么? 132. What is he or she doing differently then? How do you react to that? 他或她有什么不同的举动吗?您如何应对? 146. When is the problem not a problem for other people? What are they doing differently then? What is different then? 对于其他人来说,那个问题在什么时候还算不上是个问题?他们又在做什么不同的尝试?有什么变化呢? 150. What were other people doing differently then that made things go better? 别人做了什么不同的举措让事情有了转机? 151. Who needs to do what to make that happen again? 谁需要做什么来让这种情况再次发生 ? 找到之后的深化: 115. How could you make that happen more often? 您怎样才能让这种情况经常发生? 117. What do you need so that that will happen more often in the future? 为了让这种情况在将来经常发生,您需要做什么? 124. What are you doing differently then? 之后您在做什么不同的尝试? 135. What do you think that other person would say is the likelihood of this happening again? 您觉得另外那个人会认为是什么导致这种情况再次发生的? 136. What do you think he or she would say you could do to increase the likelihoodthat it will happen again? 您认为他或她将怎么看待您为了增加这种情况再次发生的可能性所做的尝试? 137. If you were to do that, what do you think that other person would do differently then? 如果您是这样做的,您认为另外那个人会做出什么样的不同举动? 138. If he or she were to do that, how would things be different for you in your relationship? 如果他或她是这样做的,对于您来说,您们之间会发生什么变化吗? 140. How is that new for you? 那个新的状况让您感觉如何? 127. How did you notice those changes? 您是怎样注意到这些变化的? 128. What do you think you did to make that happen? 您认为您做了什么让这种情况再次发生了? 121. How do you manage that? And how else? 您怎么做到的?具体是怎么回事? 延伸的思考: “ 聚焦解决 ” 与 “ 聚焦目标 ” 这两种应用的差别在哪里? 学习、练习、实践、反思、督导,是一个SF取向工作者的快速成长之路。 敬请期待下期分享。
1001句焦点问题大批判 第100-109问 高德明 2016.4 高效焦点解决教练 1001问,可以这样问吗?不可以这样问吗? 100. When you feel better , what do others notice about you that makes it clear to them that you’re feeling better? 当您感觉好一些的时候,其他人会注意到什么,让他们觉得你现在感觉好一些了? 101. How would your partner or another important person in your life be able to tell that you are on the right track , headed toward your goal? 您的伴侣或您生命中的另一个重要的人怎样才能够告诉您,您的做法是对的,您正朝着自己的目标前行? 102. What will you be doing differently when this is no longer a problem for you? 当这对于您来说不再是问题的时候,您会有什么不同的表现呢? 103. What do you need to know by the end of this session that you don’t know right now that would allow you to say that it was good that you came? 在本次会谈结束时,您需要了解哪些您当下并不了解,且会让您感到不虚此行的东西? 104. How can these sessions make a difference for you ? 这些会谈如何才能对您产生影响? 105. If you were to look into a crystal ball, what improvements would you see in a week, a month, or a year, and what would you see if the problem had been solved or your goal had been reached? 如果您有机会窥视水晶球,如果让人束手无策的问题得到了解决或您实现了自己的目标,您会看到一周后、一个月后或一年后发生了什么样的改进? 106. What and who could help you keep your goal in view? 什么或者谁能够帮助您时刻谨记自己的目标? 107. Suppose you could change. What would be different in your life then? 假设您可以改变。那么您的生活会发生什么变化呢? 108. Suppose you were able to change something or someone. What change would you make and what would be different about your life then? 假设您能改变某事或某人,那么您会做出什么样的改变来影响他?您的生活又会和现在有什么不同? 109. How can insight, the processing of atraumatic event, or skills training help you reach your goal? 洞察力、创伤事件的处理或技能培训如何才能帮助您实现自己的目标? 100. 当您感觉好一些的时候,其他人会注意到什么,让他们觉得你现在感觉好一些了? 这个问句,先让你跨过现在的感觉,并且暗示你的感觉会好的。重要的还要让那些 “ 看不到的感觉 ” ,变成可以 “ 看到的表现 ” 。 这里面有聚焦未来的结果导向,更有关系视角的未来描述。把这两点用好就可以给自己打 8 分了。 101. 您的伴侣或您生命中的另一个重要的人怎样才能够告诉您,您的做法是对的,您正朝着自己的目标前行? 这句话好别扭,改! 对于您的伴侣或另一个您生命中的重要的人,你怎样做他们才能够告诉您,您的做法是对的,您正朝着自己的目标前行? 您的伴侣或您生命中的另一个重要的人,他们会说些什么来告诉你,您的做法是对的,您正朝着自己的目标前行? 102. 当这对于您来说不再是问题的时候,您会有什么不同的表现呢? 上面的问话是 “ 如果我们越过困难,将会出现什么 ” ,出现的内容才是我们想要的,焦点的假设是 “ 其实我们想要的,并不一定和困难有关系 ” 。 103. 在本次会谈结束时,您需要了解哪些您当下并不了解,且会让您感到不虚此行的东西? 谁说我当下不了解啊,太小看我了吧,算了,不和你计较了。 104. 这些会谈如何才能对您产生影响? 你知道吗,我不知道。 嗯 .......... 假如有影响,会给你带来哪些不同? 105. 如果您有机会窥视水晶球,如果让人束手无策的问题得到了解决或您实现了自己的目标,您会看到一周后、一个月后或一年后发生了什么样的改进? 标准的奇迹问句,请问 “ 改进 ”“ 变化 ”“ 不同 ”“ 表现 ” 换成这些词会带来什么不同? 106. 什么或者谁能够帮助您时刻谨记自己的目标? 这句话出现在合约阶段很奇怪,这句话凸显了重要人物的用法的灵活性,整体上看似有用,不过为什么被作者认为是焦点的问句,请知道的人告诉我一个理由好吧?我的号码 244466666 107. 假设您可以改变。那么您的生活会发生什么变化呢? 现在 2016 年的焦点已经这样问了:假设您可以改变,那么您的生活会发生什么不同呢? 108. 假设您能改变某事或某人,那么您会做出什么样的改变来影响他?您的生活又会和现在有什么不同? 问这句话可能会吃一个闭门羹。 有些人说到自己变化就觉得自己没有什么需要变化的,要是问他期待别人改变,当希望别人改变的时候,想法如滔滔江水 …… 解决方法为跳跃式: 兄弟你不需要改变,那个人才需要改变 …… ,当那个人改变之后,对你会有什么影响,你和现在会有什么不同? 109. 洞察力、创伤事件的处理或技能培训如何才能帮助您实现自己的目标? 用于推销自己的课程非常好用。 学习、练习、实践、反思、督导,是一个SF取向工作者的快速成长之路。 敬请期待下期分享。
1001句焦点问题大批判 第91-100问 高德明 2016.4 高效焦点解决教练 1001问,可以这样问吗?不可以这样问吗? 91. Suppose your friend had the same problem. What solutions would he or she find? 假如你的一个朋友也有同样的问题,你认为她可能会发现什么样的解决方案? 92. Suppose your friend had the same problem. What would you advise him or her to do? 假如你的朋友也有同样的问题,你会建议他做些什么? 93. If you were to think of something that someone else who is in the same situationas you might benefit from, what would it be? 如果你可以想到一件事,能够让同样处在你这种情况下的人获益,可能会是什么事? 94. What would be a sign that you are on the right track to reaching the preferred future? 什么迹象可以表明你正在通向期望未来的正确道路上? 95. What would you consider the first sign that you are on the right track? 你会看到的第一个显示你在正确道路上的迹象是什么? 96. What would you consider a sign that things are starting to go a tiny bit better? 如果事情开始有一点点好转,你认为第一个看到的迹象是什么? 97 Suppose this session produces a plan. What would you consider a start to your being onthe right track? And what else? 假设这次会谈产生了一个通向期望未来的计划,你最希望从哪里开始?还有什么? 98. What do you enjoy about those times? 你会如何享受这段会谈时间? 99. How will you be using your time differently then? What difference would that make? 你会怎样使用这段时间?这会带来什么不同? 100. When you feel better, what do others notice about you that makes it clear to them that you’re feeling better? 当你感觉好一些的时候,其他人会注意到什么,让他们觉得你现在感觉好一些了? 钻个牛角尖 之一 94. 什么迹象可以表明你正在通向期望未来的正确道路上? 95. 你会看到的第一个显示你在正确道路上的迹象是什么? 96. 如果事情开始有一点点好转,你认为第一个看到的迹象是什么? 100. 当你感觉好一些的时候,其他人会注意到什么,让他们觉得你现在感觉好一些了? “ 迹象 ” ,当来访者的语言开始描述这些迹象的时候,这些迹象就用语言激活了来访者大脑中的资源即刻建构未来的图景了。这个描述性很重要,比如: “ 别人会看到我变得更好! ” 这是不是迹象?不是,这只是对迹象的评价。迹象可能是: “ 别人开始看到你会带着微笑出门了 ” 。这才是可被观察到的描述。 迹象,一般用于来访者期待清晰之后的愿景描述,请思考,没有探讨出来期待的目标,可以问迹象吗? 钻个牛角尖之二 97. 假设这次会谈产生了一个通向期望未来的计划。你最希望从哪里开始?还有什么? 这是对未来的期待,还包含了行动的计划。 98. 你会如何享受这段会谈时间? 99. 你会怎样使用这段时间?这会带来什么不同? 这是对这次谈话的期待。我想问一下大家,在焦点解决取向的合约阶段,问当事人 “ 对谈话的期待 ” ,和 “ 对未来的期待 ” ,两者有什么不同? 可以认真的品味下面两句话的差异: “ 期待我们的谈话对未来带来哪些不同? ” “ 你对这次教练,有哪些期待? ” 东拉西扯的才是高手! 91. 假如你的一个朋友也有同样的问题,你认为她可能会发现什么样的解决方案? 92. 假如你的朋友也有同样的问题,你会建议他做些什么? 93. 如果你可以想到一件事,能够让同样处在你这种情况下的人获益,可能会是什么事? 91 、 92 、 93 是把问题思维引导入解决方向的非常常用的问句。无论是 91 的解决方案还是 92 、 93 的做些事情,都会让来访者从过去的问题中走出来,打开一扇未来取向的大门。这叫不管三七二十一,先从问题中出来再说。近了就推一步,远了就拉回来,就像一次游园转来转去,总是可以玩完。 反思:什么时候要认真,什么时候要灵活? 教练有哪些技术,教练分几个部分,教练有什么样的步骤,慢慢地学习过程中,教练的地图在我们心中自然清晰了。如若没有认真较真的学习训练和思考,这个地图就会杂乱无章。 当然,学习,只是明确了版图,而从来不是明确旅行过程。 我们学习前辈的经验和思考,我们心中知道教练的步骤和线路,而我们的实践不在于模仿一个大师,而是借他的地图,并用你独特的风格导航,来开启你自己的发现之旅。 版图的内容和旅行的路线,这个隐喻可以用在说明 “ 教练的学习过程和教练的应用过程的不同 ” 。 学习的过程可以是模块化的、认真的、较真的。这不影响使用时的现场性和灵活性以及观众的一头雾水。 我个人认为教练的培训还是要认真调理模块化。当然有些形乱神不乱的大神级的培训大架子,除外。 踏实一些,安全一些。慢点慢点,就到这里。 学习、练习、实践、反思、督导,是一个SF取向工作者的快速成长之路。 敬请期待下期分享。
1001句焦点问题大批判 第84-90问 高德明 2016.4 高效焦点解决教练 1001问,可以这样问吗?不可以这样问吗? 所有的问句,本身没有什么好坏对错! 所有的问句在特殊语境中或许可以瞎猫碰到死耗子,但作为普遍的焦点取向的对话中,这些问句还是可以放到一个大框架来思考和反思的。 评分和加分标准暂定:有用的 ** ,解决的 ** , 目标的 *** , 高效的 *** ,累计满分十分。共计十颗星 ********** 84. What have you done this week to obtain a better life? 你这一周都做了些什么来维持一种更好的生活? 85. What is needed to make a very small piece of the miracle happen? 需要发生些什么来产生一个小的奇迹? 86. If the client talks about the absence of a problem or complaint: “How would you feel when the problem was gone?” (如果客户说到问题或抱怨消失了) “ 问题消失的时候你感觉如何? ” 87. How would you most like to see yourself? 你最希望看到什么样的自己? 88. When are you at your best? What does that look like? 当你做到最好的时候,看起来是什么样子? 89. How can you do more of what is making things go well? 你怎样能够让好的事情继续下去? 上面这些问句,在不同的语境下都可以让客户从问题中跳出来,思考问题不在的情况下,发生什么?做些什么?显然这是向期待迈出了第四步。注意我已经不给这些问句打分了,而是把分数变为一个量尺。 一旦他们从问题中走出来,哪怕客户只是说了一个小的奇迹或是一个荒诞的想象也是很有用的,你就可以向十分迈出下一小步 …… 咒语:带来什么不同 …… 不同 …… 不同 …… 不同 …… 不同 …… 不同 …… 不同 …… 不同 …… 不同 …… 不同 …… 不同 …… 不同 …… 90. Suppose a friend of yours had the same problem. What would you think his or her goal was? 假如你的一个朋友有同样的问题,你认为她的目标可能是什么? 90 是我最想多说几句的了。 即使我们热情的期盼当事人的回答,也有碰到当事人大脑一片空白的情况,他对你的问话没有感觉,没有答案,也不知你所云,也不知道自己应该如何回应。无论是出于保护还是腼腆抑或无知。你都要另辟蹊径了。 这时, 90 问句(假如 + 关系)就是一个很好的新途径。 “ 假如你的一个朋友有同样的问题,你认为她的目标可能是什么? ” “ 假如你的一个朋友有同样的问题,你认为她想要的是什么? “ 假如你的问题解决了,你的朋友会看到你有什么不同? ” 客户似乎是在回答朋友的观点,其实 “ 朋友的观点 ” 的资料罗列,大多数是来自于自己本身的思考的元素,人们在诉说朋友的想法时,自己想要的期待就会慢慢被语言建构出来了。 记住:假如和关系问句的联合,是委婉的旁敲侧击,专门对付客户正面的回避。当然,要使用好,你要有些铺垫,前提语境是 …… 假如你最喜欢的一个 SF 导师回答 “ 前提语境 ” 的问题,他会和你说什么? 学习、练习、实践、反思、督导,是一个SF取向工作者的快速成长之路。 敬请期待下期分享。
1001 句焦点问题大批判 第74-83问 高德明 2016.4 高效焦点解决教练 1001问,可以这样问吗?不可以这样问吗? 74. 假如你知道了为什么(要)做某些事,这会如何让你离自己的目标更近一些? 75. 你梦寐以求的解决方案是什么? 76. 这与现在所发生的事情有什么不同? 77. 我会看到你做哪些不同的事? 78. 假如存在一种解决方案,这会给你带来什么不同? 79. 假如你完全克服了这些问题,你觉得发生了哪些事情,或是你自己做了什么帮助你克服了? 80. 如果我 6 个月之后再见到你,那时你的问题已经解决了,我问你做了哪些事情让你完全结束了治疗。你会对我说什么? 81. 你的问题解决之后你会做些什么? 82. 你什么时候会做这些事? 83. 你会对这些事情有什么反应? 74-83 ,这些问句是在假设问题不存在之后,探询当事人想要什么。这是达到合约的资料性探询。 74-83 问句是达到期待目标的一个基础,在此基础之后还有向前走两步,因此我给他们的评分都在 6 分以下。不是它们不好,或许在当下是最合适的,只是要达到谈话的合约,同志还需努力。 这些问句的适合条件:可能是当事人严重地陷入问题中了,我们用假如问句,让他们从问题中走出来,在对未来可能出现的事情和情况描述中,细心的探询他到底要什么,什么对他来讲是重要的。 在亲和的混沌状态中,教练或咨询师打开当事人未来的大门,进进出出、时隐时现的可能都有,不过这些都是外在的表现(我最讨厌什么跟着客户走啊跟着感觉走啊什么的这样来教学的语言)。要注意,教练的心中要有一个语言过程,教练过程的地图一定是清楚的,你的目标是什么、那些必经之路是什么、开展空间的边缘和收放原则上是什么。 假如下面的问句,你知道了他们最适合的情况是哪些,你知道了它们处在教练过程的哪个阶段和下面要衔接的问句,给你的教练会带来哪些不同 ? 74. Suppose you did konw why you do certain things. How would that bring you closer to your goal ? 假如你知道了为什么(要)做某些事,这会如何让你离自己的目标更近一些? 这句我会这样问:假如你知道了做某些事,会如何让你离自己的目标更近一些,那会是什么事情? 75. What would be your dream solution ? 你梦寐以求的解决方案是什么? 可以尝试问一下,吃闭门羹的可能性很大,不过没关系。笑着继 续。 76. How is that different from the way things are now ? 这与现在所发生的事情有什么不同? 77. What would I see you do differently then? 我会看到你做哪些不同的事? 78. Suppose there were a solution. What difference would that make for you? What would be different ? 假如存在一种解决方案,这会给你带来什么不同? 三句“不同”的导向是不同的: 76 指向发生了不同的事情 77 指向有些不同的行动 78 指向带来不同的意义或状况 在合约阶段, 76 和 78 导向描述和重要性,它们的贴切性要比 77 好一些, 77 的步伐有些太大了。 下面的问句也可以用这三个角度来划分:描述、行动、意义。大家自己试一下。 79. Suppose you made a full recovery. What would have been of help to you or what would you have done to recover ? 假如你完全克服了这些问题,你觉得发生了哪些事情,或是你自己做了什么帮助你克服了? 80. Soppose I ran into you 6 months from now, once your problems were solved, and I asked you what steps you had taken to successfully conclude the therapy. What would you say ? 如果我6个月之后再见到你,那时你的问题已经解决了,我问你做了哪些事情让你完全结束了治疗。你会对我说什么? 81. What will you do when you have solved your problem (to a sufficient degree)? 你的问题解决之后你会做些什么? 82. When will you do that ? 你什么时候会做这些事? 83. What are you going to do about that ? 你会对这些事情有什么反应? 学习、练习、实践、反思、督导,是一个SF取向工作者的快速成长之路。 敬请期待下期分享。
1001 句焦点问题大批判 第68-73问 高德明 2016.4 高效焦点解决教练 1001问,可以这样问吗?不可以这样问吗? 看完这段问句分析,作为焦点大咖,你知道你与其他人有什么不同吗? 68. How can we know when to stop meeting like this? 我们如何能够知道不用再进行这样的会谈了? 69. In what area would you like to see the most improvement? 你最希望在哪个领域看到进步? 70. Suppose I were to make a recording of the present and one of a time in the future when you have reached your goal. What difference would I see that would allow me to say, this is the recording of the present and that is the recording of the future? 假设有人对你的生活进行了追踪录像,在未来的某一刻,你实现了你的目标。你认为我如何能够分辨出现在和未来两份录像的不同? 71. Suppose I were a fly on the wall in your home when the miracle had happened and your goal had been reached. What would I see you doing differently then? What else would be different? 假设我是你家墙上的一个飞虫,当奇迹发生你的目标实现时,我会看到你在做什么不同的事情呢?还有什么不同? 72. And how would others react to that? 其他人会如何回应这些不同? 73. Suppose you did have a goal. What might it be? 如果你有一个目标的话,它会是什么? 评分:第 68 、 73 句 4 分 这两个问句有可能被回答为一个否定型的目标,比如 “ 我不想再看到你 ” 。 问话太开放了,有利有弊。 我们是如何打开谈话的空间,同时又保持焦点的方向性的呢 ? 焦点的方向性谈话与漫谈有什么不同? (不可以当专家的,所以不说了,自己好好思考一下,你做的最棒的一次。) 评分:第 69 句 4 分 如果当事人说了一大堆目标,不妨这样聚焦一下。不过,这个目标可能还不是谈话的目标,还是差了一层,还要继续追求谈话的目标和这个领域目标的连接是什么? 这里有个问题需要大家思考:假如一个目标需要你一个月来完成,你一个月后完成了目标 A 。那么,你现在谈话的目标 B 和你一个月之后的目标 A ,他们有什么关系?如果有不同,是什么样的不同? 评分:第 70 、 71 、 72 句 8 分 核心词:看 上面的问句。我对 70 和 71 、 72 最想多说一些,因为这个是焦点与其他流派的区别所在。这个涉及到焦点解决的哲学理念,虽然有些人用维特根斯坦的方法给予了分析。我这里计划从佛教的理论给予划分。我们都知道,焦点解决中有佛教的成分在里面,但对于具体内容是什么都不是很清楚。这里不妨假设这个问句中的基础是佛教的理论(五法三自性),那么对焦点解决的侧重点阐释就高大上了。 当一个人的回答,是包括了内在感受,或者,一个人的说话内容,是以内在的感受为主要内容,比如, “ 我三天之后,会感受到我非常高兴开心了。 ” 或 “ 我的情绪非常好,我可以给自己的开心打十分了。 ” 这时,我认为,对于一个 SFBC 来讲,关键时候到了,你要是处理不好,我认为你需要更多的课程练习。 关键点是,我们要把内在感受,引导为外在可以观察到的行为和现象。因此, 70 和 71 的引导都是在详细的让当事人继续描述,你 “ 看到 ” 什么,别人可以看到什么。更直接的问法是,如果一只虫子,它听不懂你说什么,也不知道你想什么,这个在现场的虫子可以看到什么? 为什么我们的语言描述中, “ 描述我们看到的,比描述我们感觉到的 ” 更重要?对焦点解决更重要?对带来真正的目标和改变更重要? 维特根斯坦的理论认为,你说痛,其实和没有说一样。因为那个痛是不存在的。这个从佛教的角度来理解就非常轻松,不需要读生涩的哲学了。 对事物的内在感觉,佛教认为是虚妄的,它距离实相隔离了三层梦境。就是说它对于外在境界改变的力量是小的。虚妄的名言、事物的相(描述)、事物的缘起。这是到达实相的三步。内在的感受是最外层,描述是第二层,事物的缘起是直接改变的无常变化层。这相对于焦点语言中的 “ 内在感受、愿景描述、一小步的行动或行为变化。 ” 中间环节是愿景描述,自然可以带来一小步的描述。所以 SFBC 的重点放在了愿景描述上。 因此,对于把当事人的目标定为一个内在感觉的变化的教练,本人坚决给予差评。 那么,一小步的行动要不要落实?我的答案是要落实。有些教练认为,可以不谈一小步,因为只要他知道变化后的差别,一小步就自然会出现 ? 请问,这是我们猜测的,还是理论推导的,还是经验中得来的 ? 我们怎么知道他们知道了一小步了? 最新的 SFBC 教练们认为已经不需要谈一小步了。我个人认为,这是 SBFC 和 SFBT 的不同,这两个领域的客户的能动性上,确实存在差异。 假如你知道了 “ 把内在感受一定要展示为发生的外在描述 ” ,那么会给你的教练或咨询带来什么不同? 学习、练习、实践、反思、督导,是一个SF取向工作者的快速成长之路。 敬请期待下期分享。
1001 句焦点问题大批判 第61-67问 高德明 2016.4 高效焦点解决教练 1001问,可以这样问吗?不可以这样问吗? 下面这些问句,都是具体语境下的焦点解决问句,需要依靠焦点解决从业者个人的经验。在焦点解决教学中,应该算是特殊情景问句。 因此,这些问句,我应该评估在 4-6 分的阶段。 他们也许会是最好的问句,但只是在具体情景中。 61-63 这个问法,需要了解当事人的文化背景对死亡是否认为不可以谈论和认为不吉利的。假如对方能够接受,这样的问话可以带来对方最深的需求渴望表述。 大部分当事人是带着目标来的,我们相信这一点。而这几个问题的背后假设,似乎有些认为当事人不知道自己一生最重要的是什么?这个真的有些成功学的方法在里面了。我给这几个问题打 4 分。 我觉得中国人会认为这样问不吉利的。现在培训中常用的类似方法是,假设一个飞机上,起落架放不下来,之后让大家思考和发短信,这就避免了死亡和病痛。 假设这几个问题是最好的,那么是一个什么样的语境呢?是一个非自愿者?社区中需要帮助的懒汉?找不到奋斗目标的年轻人?我相信,到时,你会在最合适的时候应用到这些提问。 61. How would you organize your life if the doctor told you that you had another 10 or 15 years——without major health problems——to live? 如果医生告诉你:你的生命还有10-15 年—— 没有重大的疾病—— 你会如何规划你的生活? 62. Suppose you only had 24 hours to live. What would you regret not having done? 假如你只有24 小时的生命。你会后悔自己没有做什么? 63. Suppose you go to a funeral 3 years from now and the funeral turns out to be your own. What would you like the important people in your life(family, friends, colleagues) to say about you? What difference would you like to have made in their lives? 假设3 年后,你去了你自己葬礼,你希望你生活中的重要人士(家人,朋友,同事)会说一些关于你的什么?你希望为他们的生活带来什么不同? 64. What needs to happen for you to go home satisfied after this session? 发生些什么可以让你在这次会谈过后非常满意地回家? 64 这个提问太棒了!你可以拓展这个问法: 发生些什么可以让你在这次课程过后非常满意地回家? 发生些什么可以让你在这次 …… 过后非常满意地回家? 65. Pretend you are living 1 year, 5 years, or 10 years in the future. Looking back, what would you say your goal was when you came here? 假设在1 年、5 年或是10 年后,再回头看看现在,你会认为来这里会谈的目标是什么? 这句话表述的不清楚,我觉得这样问好一些: “ 假设 10 年之后,你成功的完成了自己的心愿,十年后的你会告诉现在的你来这里会谈的最好的目标是什么? ” 66. How will you be able to tell that you don't need to come back again? What will be different then? 你如何能够知道你不需要再来这里了?那时候会有什么不同? 你如何知道你不需要来这里了? 你如何知道你的爸爸觉得你可以不送你到这里了? 你爸爸看到你的什么就会知道可以不把你送我这里了? 面对非自愿个案的青少年,这三句是很好的用关系问句开启期待之门。被家长强迫来的,一样可以开启谈话。 67.When will you consider these sessions a success? 你什么时候会认为这些会谈是成功的? 你有什么样的收获我们可以结束了? 学习、练习、实践、反思、督导,是一个SF取向工作者的快速成长之路。 敬请期待下期分享。
1001 句焦点问题大批判 第54-60问 高德明 2016.4 高效焦点解决教练 1001问,可以这样问吗?不可以这样问吗? 一个人可能觉得自己 “ 完全在过去痛苦的回忆中生活 ” ,也许这些倒霉的事情到底是什么他自己也不是很清楚。似乎没有目标的人生,只有痛苦的回忆。 对于这种生活目标不是很明确的人的帮助,或许找到生活的意义、目标比找到他们痛苦的根源更为重要。 确实有些人什么也不干,只是沉浸在过去中,沉浸只是他们选择的一种生活方式。 我们允许一些人没有明确的目标。但,我们不允许 SFBC 过程没有目标的建立。这是一个张力的组合。 下面的提问都非常好用,面对似乎自己没有什么期待的人,问问就捋出头绪了。 也许,都不好用 …… 耐心点慢慢来 …… 总会有个视角让他看到自己的光明的未来。 54. What would an ideal day look like for you ? 对你来说理想的一天看起来是什么样子的? 我不知道,我时常很倒霉。 55. What would I see you doing differently then ? 那时候我会看到你做哪些不一样的事情? 不知道。 56. What would you like to see go well or smoothly again as a result of these sessions ? 作为这些会谈的结果,你希望看到哪些事情变好? 没有什么变化。 57. What is the best that could happen ? 能够发生的最好的事情是什么? 没有什么。 58. If you were to have a dream about how you would like your life to look in the future, what would you dream ? 如果你梦到你未来想要的生活,这个梦会是什么样子? 我天天做噩梦。 59. If you were to have a dream about asolution to your problem, what would you dream ? 如果你梦到你的问题找到了解决方案,你会梦到什么? 没有。 60. What would change if you didn't have any financial constraints, for instance, because you had won the lottery ? 如果你没有任何经济负担(比如中了彩票),会有什么改变? 我出个绝招: 你要是中了彩票,你会给谁花钱? (找到重要的人) 有奖金的时候,你想完成的最大的心愿是什么? (找到期待) 你觉得,你没有奖金你也拥有的优势是什么? (过去的资源) 下面用刻度尺: 你会投资在你一个熟悉的领域吗? 你这个领域你给自己打几分? 有了奖金可以打几分?这是一个什么样的情况?(十分是什么?) 这里 “ 奖金 ” 可以换成其他的奇迹 …… 学习、练习、实践、反思、督导,是一个SF取向工作者的快速成长之路。 敬请期待下期分享。
1001 句焦点问题大批判 第45-53问 高德明 2016.4 高效焦点解决教练 1001问,可以这样问吗?不可以这样问吗? 45-53这些问句,可以问出一条鱼的期待! 如果你问池塘里的一条鱼,你有什么期待,它会回答你吗? 下面的问句,在合约阶段应该是应用在特殊情况。 当你满怀热情的问一个当事人,你的期待是什么? 他来了一句:我不知道。 糗大了,初学者满脸冒汗。 下面的问句就有用了。 45. What would you be doing differently if you knew what you had to do? 如果你知道该怎么做,你会做些什么不同的事情呢? 46. Suppose you did know.What would you say? 假如你已经知道了,你会说什么? 47. What would change if you did know? 如果你已经知道了,会有什么改变? 48. What would already be different if you did know? 如果你已经知道了,有哪些事情已经发生了变化? 他可能会找到自己的期待,也许还是说:我还是不知道…… 你可以追问: 49.Who might know? 有谁可能会知道? 这时候往往关系语句的解救作用最好了。特别是一个被动的当事人,如一个孩子被父母送来咨询,你可以问,你爸爸妈妈他们的期待是什么?发生什么事情他们认为你不用来这里了? 当然有些人真的不知道,这时候要找到他认为重要的人,从他人视角来探询他自己的期待。 50. Suppose I were to ask your partner or another important person in your life the same question. What would he or she say? 假如我问你的伴侣或其他重要的人同样一个问题,他们会怎么回答? 51. What would your partner or another important person in your life say is your goal? 你的伴侣或其他重要的人认为你的目标是什么? 下面两个问句要非常慎重应用,除非你们的关系极其明了或地位的悬殊已经被双方认可。 52. What would I say is your goal? 我认为你的目标是什么? 53. What would God (or Buddha 、Allah) or a deceased person say is your goal? 上帝……(或佛祖、阿拉……)或其他知名人士会认为你的目标是什么? 学习、练习、实践、反思、督导,是一个SF取向工作者的快速成长之路。 敬请期待下期分享。
---你还在用1982年的焦点问句吗? 1001 句焦点问题大批判 第26-44问 高德明 2016.4 高效焦点解决教练1001问,可以这样问吗?不可以这样问吗? 所有的问句,本身没有什么好坏对错! 所有的问句在特殊语境中或许可以瞎猫碰到死耗子,但作为普遍的焦点取向的对话中,这些问句还是可以放到一个大框架来思考和反思的。 我将从问题转向解决、目标解决、高效解决的几个不同的视角来重新审视和思考,这些在我们过去学习中,以及焦点的发展过程中曾经使用过的问句。 今天讨论26到44句。26到44句,都是不错的问句。本文从教练的过程角度给予评价。 为什么会在合约阶段问这些奇迹问题呢?这让我似乎忽然穿越到了1982年,让我朦朦胧胧想起了焦点解决的发展历程。 1982年以前,焦点 Steve de Shazer 夫妇发展了例外为主体的 SFBT ,相信当事人有自己解决问题的能力和例子, 方法在当事人那里 。 1984年后,发展出了奇迹问题,发现对未来的描述, 目标的聚焦是解决之道 。(来源于Haesun课程) 1994年以后终于系统化一些: 解决性与未来性 为主题。 1. 来这的目的。 2. 奇迹。 3. 例外。 4. 刻度尺。 5. 任务。 注意:本书就是2006年出版的,这个阶段显然,还不是很细心,把目标的指定与目标的描述合二为一的。 2008年以后: 目标性 更突出 ( 再发展 ) 1. 建立亲和 2. 达成共识 3. 期待未来 4. 形成策略 5. 交换反馈 2014年在实践中,大师们发现了 高效性 的问法和经验化的流程。 1. 开场 (非问题谈话) 2. 合约 (期待的目标) 3. 描述 (期待的未来)(明天问句、奇迹问句、未来迹象) 4. 例子 (刻度尺、例外) 5. 结束 (思考暂停、赞美、总结) 至今……今天就不讲了……明天你就知道了…… 开始评分了 : 27. What would your preferred future be? 你所想要的未来是什么样的? 这句话可以打8分. 下面的分数各位自己可以评了。 6分的如下: 44. I can see that this is a problem for you . How would you like things to be different? 我看到这对你来说是一个问题。你希望事情可以有什么样的不同呢? 26. What will take the place of the problem?(positive rather than negative goal formulation) 有什么可以取代这个问题?(正向的目标) 36. What would it be like if your problem no longer existed? 如果你的问题不存在了会是什么样子? 下面的问句:问题不在了,会发生什么?可以打4到8分不等。 我们要思考一下,“我们想要的是什么”和“问题不在了会发生什么”有什么不同? 30. The miracle question:“Suppose you’re asleep tonight and a miracle happens. The miracle is that the problems that bring you here have been solved(to a sufficient degree). You are unaware of this, however, because you are asleep. How else? And how else?” 奇迹问句:假如,今天晚上你熟睡的时候,发生了一个奇迹。这个奇迹是你今天所谈论的所有问题都解决了(或是某种程度上解决了)。然而因为你在熟睡,所以你并不知道它发生了。第二天早上醒来的时候,你会首先注意到什么事情,让你意识到发生了这个奇迹呢?还有什么?还有什么? 31.In the case of an unrealistic miracle :“That would be a tremendous miracle indeed. If you were to make the miracle smaller and more attainable, what might it look like ? ” 不现实的奇迹:“这确实是一个巨大的奇迹。如果你能够让这个奇迹再小一点,或者再可行一点,它看起来会是什么样子呢?” 个人认为这种问法有比较多的假设,假设之一就是它的这个奇迹不现实,不可行。我觉得应该顺着它这个奇迹继续去问会有什么不同。比如说这个人的奇迹是中500万的彩票,继续问他如果中了彩票他会做什么,可能是买车买房,再继续问如果有了车有了房会有什么不同,可能回答是那就可以娶个老婆……过上好日子……让父母放心……一样可以问出可行的期待,而不用让对方觉得自己说的东西不现实。毕竟是教练先提问奇迹的,奇迹本来就不是现实的…… 32. After you, who would be the first person to notice that the miracle has occurred? 除了你自己,谁会是第一个注意到奇迹发生了的人? 33. What would the other person(e.g., your significant other) say if he or she had to explain how you would be different tomorrow morning? 其他人(例如比较重要的人)会怎么解释你第二天早上的不同? 34. What would the day after the miracle look like? 奇迹发生之后的第二天会是什么样子的? 35. Suppose you could choose one scene, a picture of the moment when the miracle occurred. What would that picture look like? 如果你可以选择奇迹发生时的一个画面,这个画面会是什么样子? 39. What would your partner or another important person in your life be doing differently as a result of the miracle? 在奇迹发生后,你身边的其他人会有什么不同? 38. How would your partner or another important person in your life notice that the miracle had occurred?How would he or she react? And how would you, in turn, react? 你的伴侣或是其他重要的人怎样会注意到奇迹发生了?他们会如何回应?你会如何回应他们的回应? 41. What part of the miracle is easiest to start with? 这个奇迹的哪个部分最容易发生? 42. What are you not doing now that you would be doing then? 你那时会做哪些现在没有在做的事呢? 43. “Are you ready for a small thought experiment?” Proceed to ask miracle question. “你准备好来做一个小小的思维实验吗?”然后询问奇迹问句。 我感觉思维实验这个比喻还不错,可以让客户有一个思想准备,后面的问题可能需要一些想象,而不是过于理性和突兀的面对奇迹。 40. If I were to ask your partner or another important person in your life what you would be doing differently then, what would he or she say? 如果我问你的伴侣或其他人你有什么不同,他们会说什么呢? 下面这几个神句似乎不应该出现在合约阶段: 28. Suppose you reached the preferred future. What and who would have made that possible? 假如你实现了这个想要的未来,什么/谁可以帮助你让它成真? 37. How could you make it easier to accomplish that? 你怎样可以让它更容易实现? 应该是让问题不存在的样子。 29. What have you done to make that possible? 你做了什么让它成真? 学习、练习、实践、反思、督导,是一个SF取向工作者的快速成长之路。 敬请期待下期分享。
1001 句焦点问题大批判 第14-24问 高德明 2016.4 14. How will you know that you have reached your goal? 你怎样能够知道你已经达到了目标? 15. How would important people in your life (partner,friends,colleagues)be able to tell that you had reached your goal? 你身边重要的人(比如伴侣、朋友、同事等)会怎样发现你已经达到了目标? 16. How would the referrer be able to tell that you had reached your goal? 将你转介过来的人如何知道你达到了目标? 17. How would I be able to tell that you had reached your goal? 我怎样才能知道你已经达到了目标? 第14-17这四句都是在问,如果当事人达到了目标,他自己、身边的人,还有专业人士们,会发现什么或者说他人看到什么就知道他已经达到目标了。似乎是问其他人的看法和视角,其实从语言学的视角来看,我们的语言组织自然是从自我的经历中来寻找资源和词汇的。 在合约阶段的关系问句的应用,还有个最好的应用情景,就是应用于非自愿个案。对于一个青少年可以说“妈妈认为你达到一个什么样的不同觉得就不逼迫你来我这里了?” 另一个应用情景我觉得应该是目标的相对具体化,为什么叫相对具体化呢?就是在合约阶段一旦客户用的词汇过于抽象,比如,我要自信,我要自由等词汇时,可以用关系语句和外部观察使我们的目标变成具体可见的愿景。 14-17 评分 ******** 18. What else would you like to achieve? 你还有什么想要实现的? 这句话好突然,没有语境无法判断! 19. What else will be different when you have reached your goal? 当你达到目标之后,还会有哪些不同? 21. If your problem were solved,what would be different? 如果你的问题得到了解决,会有什么不同? 第 21 句显示是个从问题到解决的一个很好的转换,跳出问题,指向解决。第 19 句是达到目标之后,问“不同”,显然问话的人,认为这个目标或许还不是会谈的目标,因此要把空间打开。因为这是在合约阶段。这句话要是在形成方案阶段,就是引向一小步行动的问句了。 评分 19 句 ****** 21 句 ****** 22. You say you would like to have less… What would you like to see more of? 你说你不想要……那么你想要什么呢? 23. What do you want to see instead of the problem? 你不想看到问题,那么你希望看到什么呢? 大家都可以打分了,问题转向解决。 打分 ****** ,为什么是 6 分,不是 8 分,这个大家来思考。因为还有更加高效的问法 ! 20. What would make this session worthwhile for you? 什么会让今天的会谈对你来说有用? 这句非常好,只是有些空间太大,客户有可能会说:如果帮我解决问题了,就很有用吧。 24. What do you wish to have achieved by the end of this session so that you can say that it has been meaningful and useful? 你希望我们的会谈结束之后实现什么,会让你觉得这次会谈有意义也有用处呢? 这第 24 句, 9 分。只差一分。 这两句都预设了谈话一定是有用的,我们什么情况需要这样呢?这个会谈带了什么好处或风险呢? 学习、练习、实践、反思、督导,是一个SF取向工作者的快速成长之路。 敬请期待下期分享。
1001 句焦点问题大批判 第10-13问 高德明 2016.4 评分和加分标准暂定:有用的 ** 解决的 ** 目标的 *** 高效的 *** ,累计满分十分。共计十颗星 ********** 10. What will be different in your life when you have reached your goal? 当你达到目标之后,你的生活会有什么不同? 11. How would that change make a difference for you? 这个变化会给你带来什么不同? 10 、11这两句仍然在探询,什么是客户想要的,把客户愿望的空间向未来的目标扩展。我们到底问到多远呢?问多少个不同可以结束啊?目标和空间直接的张力如何来控制?当然从语言空间上看,作为教练我们知道,语言空间做的太大了要收收,空间小了要放放。若是大家感兴趣,请关注本人即将发表的《假设问句中的如果和假如》。 向目标迈进 评分 ******* 12. How can I be of service to you? 我能为你提供什么服务? 13. What is the purpose of your visit? 你访问这里的目的是什么? 其中第13句用了“访问”,visit,应该是与过去的关于来访者的分类:消费者、参观者、抱怨者有关。visitor是参观者,所以13也可以理解为你来这里“参观”的目的是什么? 在焦点解决的早期,德.沙泽尔引用了MRI的分类方法,将咨访关系分为三种情况:消费者、参观者、抱怨者。 第一种是消费者,只有当来访者自己想要对他们的问题做一些事情的时候,治疗关系才可以成为消费者的关系。 第二种为参观者,意味着我们需要像对待一个参观者一样对待他们,不给他们强加任何治疗或任务;相反,他建议应该保持赞美,陪在他们身边,寻找有哪些有效的事情,而非找无效的事情。对参观者当然要客气地问:“你访问这里的目的是什么?” 第三种,当然被“开除了”。 史蒂夫后来自己都已经否定了这三个人群的划分方法。他认为,几年前对来访者的划分是一个误导,使焦点解决实践者认为必须要评估来访者的动机。然而,如果我们能够足够重视来访者究竟期待通过和我们的会谈获得什么,就算没有必要进行后续会谈,这便已经是一个合作式工作关系的基础。 1991年BRIEF邀请德.沙泽尔和茵素关于“非自愿个案”做了一次报告。然而,在这次活动中,德.沙泽尔表示,并不存在所谓的“非自愿个案”:每个人都是某件事情的消费者,就算这件事是想摆脱某人的纠缠。SFBT的核心就是与来访者的需求进行合作。 因为一切都可以共建和转化。所以先下定义就关上了重新构建的大门。 第12和13句都是在这个分类的直接影响下产生的。 评分:从我现在掌握的焦点发展评分是 **** 学习、练习、实践、反思、督导,是一个SF取向工作者的快速成长之路。 敬请期待下期分享。
1001 句焦点问题大批判 第7-9问 高德明 2016.4 评分和加分标准暂定:有用的 ** 解决的 ** 目标的 *** 高效的 *** ,累计满分十分。共计十颗星 ********** 7. What would go better if the problem were solved? 如果问题解决了,有什么会更好一点? 如果问题解决了,会有什么改善? 评分: **** 首先,他问的不是目标,这句话毕竟是在合约阶段出现的,合约阶段要的是目标。而这个问句背后的假设是,在客户原始基础上“好一点”。是以过去为基础的“好”一点。 或许,会被理解为原来不够好的嫌疑。 反思:还是把人框在与过去的基础或问题发生关系的“愿望”上,我要反问,这个合约中的期待,一定要和过去有关系吗?和过去的问题有关系吗?和过去什么有关系啊? 8. What would be a good outcome for you? 对你来说,什么是一个好的结果? 评分: ******** “对你来说”,就是你想要什么?“ 一个好的结果”,就是你的期待是什么? 为什么我不给评十分啊? 请对比下面几句话有什么不同? A 通过这次谈话,你有哪些期待? B 这次教练之后,你有哪些期待? C 你对这次谈话,有哪些是你认为有用的期待? 我可以给十分的问句藏在这 ABC 这几句中。猜? 9.What are your best hopes? What difference would that make? 你最好的期待是哪些?这会带来什么不同? 你最好的期待是哪些?这会产生什么不同? 评分 :********* 这是一个我认为的好问句。 下面鸡蛋里面挑挑骨头: 你最近的期待是哪些,这会带来什么不同?这是一个好问题,特别是这两句结合在一起。 可以说这句问句,不是高效的,有可能会在绕了一圈之后才能到合约的目标。 当我们问客户“你最好的期待是什么”的时候,这个“最好的”这个词往往会引发人们梦想中的最好的或者会引发一些不切实际的期待,如我不用再去上学、死亡的人复活等等。当那些不切实际的期待出现的时候,或者期待走得太远的时候,我们当然可以用问“会带来什么不同”把这个离谱的期待拉到现实生活实践中,慢慢可以捋清楚他的期待的脉络,不断贴近合约,不过,有不用这样绕一圈的方法吗? 合约的目标的特点: 1. 是对方想要的 2. “生活中”可以被实现的 3. 是最终的目标,而不是方法和实现目标的手段过程 4. 双方都认可,可以发生在谈话过程中或过程之后可能实现的 5. …… 下集分享第10-12问 学习、练习、实践、反思、督导,是一个SF取向工作者的快速成长之路。 敬请期待下期分享。
1001 句焦点问题大批判 第4-6问 高德明 2016.4 高效焦点解决教练 1001问,可以这样问吗?不可以这样问吗? 评分和加分标准暂定: 有用的 ** 解决的 ** 目标的 *** 高效的 *** ,累计满分十分。共计十颗星 ********** 4. What is the least that you would like to achieve? 直译:你想要实现的最低的收获是什么? **** 换成国语:你“可以有”的最少收获是什么? 我只给这句话打四分。这句话可以这样说更好一些,“你想要获得的一点点收获是什么?” “最少”其实没有“一点点”好。“最少”会导向去压低自己的愿望,这或许面对一个信心极低的人,能给他一个可以自信走下去的借口,但是方向性上没有“一点点”好。“一点点”是向上的趋势,“最少”是向下的压缩。 重点还不在这里,要命的是,这句话的背后假设是:问题还存在。你的一点点或最少的期待收获是什么?这是一个问题到解决的转换。从 SF 的发展来看,放在合约形成的阶段,不是必要的,也不是目标取向的,更不是高效的。只是有用吧。 评分:四分 5. In an ideal world , what would you like to achieve at best ? 直译:在一个理想的世界中,你最想要实现的是什么? ******** 在理想的情况下,你能实现的最好收获是什么? 这句与上句不同,它的假设是问题不存在了,之后发生的事情。而 4 句可以隐含的假设是问题存在的时候,你还能有收获的最小值。 5 句用“理想的情况下”,这个其实比“问题不存在了”更符合中国人的语境特点和思维习惯。 这是一个目标取向的问句。 评分:八分。 6. What would you like to be different as a result of these sessions? 作为这次会谈的结果,你希望会有哪些不同? ****** 这是导向会谈结果的一个问句。比直接问:“你认为会谈的结果是什么”会柔和一些。因为直接问,一般的人不知道从何谈起,我们通过问“不同”,实现一个差异化问法,前期的 SF 理论中,差异化的引导认为是必要的,一个人是在过去的情况下,下一步如何来优化目标形成行动。一小步,就是不断的差异化。积极的差异理论是过去焦点解决的核心理论,我们关注问题和解决之间的差异,关注过去和现在的差异。 这一点在“焦点解决取向管理:一种积极差异理论”中有讨论。 评分:六分 下集分享第7-9问 反思 一、我们一起讨论一下, A 你认为会谈的结果是什么 ? B 你希望结果会发生什么? AB 有什么差异? 添加“焦点哲学专业督导”公众号,对话框回复:答案一。 二、为什么焦点解决高效教练现在在合约阶段只是问“期望什么”?而不再问“不同”? 添加“焦点哲学专业督导”公众号,对话框回复:答案二。 下面的问题有何不同?哪些是可以获得高分的?为什么?有一个是错误的,是第几个?为什么? 1.我们对话的收获,对你未来的期待目标若产生影响,那么这个产生影响的“收获”你期望具体是什么? 2.你对我们的谈话的期待是什么? 3.你对我们……分钟的谈话期待是什么? 4.这 20 分钟,你期待有什么收获对你来讲是有用的? 5.我们谈话之后,如果有收获,能够对未来产生影响的收获你期望是什么? 6.你期待我们谈点什么是你希望的? 答案在以后的培训和督导中。 本平台将陆续推出 SF 大咖们(高德明老师、史占彪老师、骆宏老师、赵然老师)的相关培训和督导信息。 学习、练习、实践、反思、督导,是一个SF取向工作者的快速成长之路。 敬请期待下期分享。
1001 句焦点问题大批判 高德明 2016.4 高效焦点解决教练 1001问,可以这样问吗?不可以这样问吗? 所有的问句,本身没有什么好坏对错! 所有的问句在特殊语境中或许可以瞎猫碰到死耗子,但作为普遍的焦点取向的对话中,这些问句还是可以放到一个大框架来思考和反思的。 我将从问题转向解决、目标解决、高效解决的几个不同的视角来重新审视和思考,这些在我们过去学习中,以及焦点的发展过程中曾经使用过的问句。 1. What brings you here? 是什么带你来到这里? 似乎听到的是“哇,是什么风把你吹来的?”我们日常生活中或许会这样与别人作为见面的开场。这个情景应该是一个春光满面的人对其他人的迎接。不过, What brings you here? 所面对的来访者或客户,可不是老友相聚。如这样来问存在的风险是很大的。 第一点,在一个咨询室中,你问 “ 是什么带你来到这里的? ”大部分人或许会回答“我是来解决我的问题的”,当然他也可以回答他想达到未来的期待。不过这两种回答都可能是问句的答案。就是说这个问句,不是聚焦于未来目标的,问句背后的时间假设过于宽泛,以至于客户可能和你大谈他过去的不幸遭遇。这个现象是 SF 所要避免的。 第二点, here 是这里,是一个地点,这个地点有什么意义吗?是咨询室?是医院吗? 注意,焦点在合约阶段,最好是问时间,你在这段时间中,想获得什么?有什么样的期待? 因此,这样的问句,如果10分是满分,我给的评分是 4 分,只有 4 分的 SF 味道。 评分**** 2. How is that problem for you? 它怎么就是一个问题?对你来说它怎么就是一个问题啊? 或许想引发客户把问题转化为一般化,不过,这也太“激将法”了。 假设是,它不应该是一个问题。 问句中,用到了“问题”这个词汇,这是一只看不到的小粉象。既找不到对未来的引导,也找不到对过去资源的挖掘,这个问句,只可以打 2 分,是一个想让客户自己把问题化为非问题,简直没有转向解决,更别提目标了。 评分 ** 3. How do you think that is a problem for the other or people? 其他人或人们会怎么看这个问题呢? 一般化或关系问句。不过,这个问句,是引导的对问题的看法,而不是引导人们对问题解决之后的目标的看法? 还是想把问题取向转为解决取向,但是这样也不一定一定要谈论问题的。 指向目标和期待吧:这个问题不存在了,其他人会看到什么?或其他人(人们)会怎样想你的期待是什么? 本句话,打开了语言空间可惜没有指向未来和目标。 评分 *** 下集分享第4-6问 学习、练习、实践、反思、督导,是一个SF取向工作者的快速成长之路。 敬请期待下期分享。
教授焦点解决模式的时候,总会遇到伙伴们问这样的问题。焦点解决疗法能解决这个问题吗?焦点解决疗法能解决那个问题吗?对待这类提问,依照焦点解决模式的理念,通常的回答只能是三个字:“不知道!”(这是创始人De Shazer对此类提问曾有的回应方式)。缘何如此?这就首先要来检视我们对“Solution”的理解! 传统思维中,“solution”带着“消灭”的含义,在这种思维模式影响下,人们对于解决自然而然地就会和彻底消灭问题“链接”在一起。这就是说,所谓解决,就是问题没有了。但熟悉“焦点解决哲学理念”的伙伴们会发现,“问题从此没有了”,这种论断在焦点解决的逻辑思维中是不存在的。在一个动态系统不断变化的世界中,情境在变,时间在变,所以能始终存在的就是“不一样”,而非“没有了”。所以焦点精神下的“solution”,其含义就是“do something different!”,即做点不一样的。如果你知道什么有用,都多做一点。如果这种方式没有用,就不要再重复了,做点什么不一样的!De Shazer甚至用这样一句话来概括了“焦点解决之道”:“All that is necessary is that the person involved in a troublesome situation does something different. ”(1985,P7)。 总结下来,传统思维是“结果导向”的,而焦点思维则是“过程导向”的。这其中的很大不同在于,就SF思维而言,在解决之路上什么样的结果都是有价值的!如果我们做了些不一样,得到了期待的结果,那就是“solution”;如果我们做了些不一样的,没有得到期待的结果,那也是“solution”,因为我们知道需要做些不一样的。这也是我常说的一句话,“最大的失败是没有从失败之中学到什么。” 当然,为了让可能的尝试风险最小化,焦点解决非常看重的是“小步思维”,即“筑梦踏实”,它强调把“小步走”潜在的风险控制在可以承受范围里。 就此,焦点解决之“解决”和传统的“问题解决”之“解决”有着很大的不同。
一直以来,传统的心理治疗将关注点集中在问题以及问题发生的原因上,特别是受到弗洛伊德精神动力的影响,问题的原因往往被认为隐藏在当事人的潜意识中,是个体童年未处理矛盾的延伸,而治疗师则被视为挖掘问题原因的专家。这种状况在上个世纪中期开始受到了许多心理治疗师的挑战,与在治疗中促使当事人发生改变一样,许多心理治疗师不满足于已有心理治疗的效果,也在寻求着心理治疗模式乃至理念的革命性改变。 在众多的影响性人物中, Milton Erickson 被公认为是一位先锋级的大师,尽管他是一位精神病学家,然而,他却始终质疑“诊断标签”给当事人所带来的负面影响,并强烈地相信个体自己解决自身问题的能力。通过大量的实践,他指出,许多心理治疗并不需要很长的时间,有时候当事人一个小小的改变就会引发一系列我们无法想象的治疗效果。反向技术例如对症状的解构是他经常采用的一种治疗技巧,在治疗中他总是可以从当事人的背景信息中挖掘出对治疗有用的信息,而那些看似和当事人恢复无关的巧合事件经常最终被证实对当事人的康复发挥了积极作用。 在焦点解决模式的发展史中,位于美国加利福尼亚州帕洛阿尔托的心理研究院( The Mental Research Institute , MRI )也扮演着极其重要的角色,这个由 Don Jackson 在 1958 年成立的研究机构聚焦了大量精简治疗理论和模式的创始人,诸如 Paul Watzlawick 、 John Weakland 以及 Richard Fisch 等人,他们在 1965 年有在研究所内成立了精简治疗中心( The Brief Therapy Center ),一直致力于研究人类的沟通、婚姻治疗、家庭治疗以及行为导向的问题解决技巧,寻求如何使治疗更有效率、更有成效。在这些领域的研究成果都成为后来焦点解决模式的重要理论基础。例如,他们常常习惯于把来治疗的患者视为“来访者”而不是“患者”。来访者陈述问题的严重性则被视为是当事人过度地把注意力集中在问题上。在他们之前,心理治疗常常是由治疗师来决定谈论什么的,但 MRI 的治疗师们则认为没有必要非要把话题放在当事人的童年或者问题的原因上,他们相信当事人问题的原因就存在此时此刻,而解决的办法也就在此时此刻。他们的逻辑是:如果当事人现在有问题,那么他们一定是现在正做错了什么,治疗的关键是帮助当事人意识到现在究竟哪些行为在导致问题,而当事人应该采取什么有效的行为来替代问题行为。对改变与不改变的讨论,他们提出了第二序改变( second-order change )的观点,即强调在问题之外的改变来解决问题本身的思想,这些思想如今听来似乎并没有什么新鲜的,然而在当时这些思想则代表了心理治疗领域重大的变革。这些思想对后来的焦点解决模式的发生和发展则起到了深远的影响。 谈到焦点解决模式的诞生,则必然会涉及到两个重量级的创始人, Insoo Kim Berg 和 Steve de Shazer 。 Insoo 是一位出生于典型的亚洲文化背景家庭的治疗师,不过她的叛逆个性使得她很快就受到 MRI 治疗师诸多观点的吸引而开始寻求 John Weakland 的督导,而 Steve 由于十分崇拜 Erickson ,也在接受 JohnWeakland 的督导。在 1977 年,在 John 的介绍下, Insoo Kim Berg 和 Steve de Shazer 彼此相识,由于他们的共同爱好不久他们很快结为夫妻,并继续热衷于实践和发展许多精简治疗的思想和理论。正是在这种大背景下,焦点解决模式的许多思想开始成熟起来, Berg 和 de Shazer 十分关注治疗中的那些积极的“偶然事件”,并且在治疗中力图让这类事件再次发生,他们在治疗中帮助当事人将注意力集中在那些当事人向往和试图实现的目标上,并且帮助当事人建立信心以及改变的可能性。许多接受他们治疗的当事人,都变得越来越清晰自己的目标,变得越来越乐观、充满希望以及富有活力。这种治疗中产生的改变使得治疗师们把更多地治疗焦点集中在当事人自己的心声上。另外一个重要的发现是,他们发现与一位当事人沟通起效的方法未必能够应用在另一位当事人身上,这使得他们把更多地治疗关注点放在了每次治疗的谈话中,并且充分利用即时反应来实现治疗的目标。在 1978 年到 1985 年期间, Soluion-Focused Approach ,即焦点解决模式开始逐渐被人们所认识和了解。 在焦点解决思想形成的最初, Steve de Shazer 开始着手系统地整理那些在实践中得到了启发。 1982 他完成了他的第一本关于“焦点解决模式”的著作,叫做《精简家庭治疗方法:一种生态模式》。应当讲,最初治疗界对他的观点并没有多大的热情,他的一篇名为《阻抗的死亡》的论文从 1979 年投稿共被退稿了至少 17 次才在 1984 年发表,在这篇文章中, de Shazer 指出,我们不该把当事人的阻抗看成是对治疗的不依从,根据他的观点,治疗的过程是治疗师和当事人共同建构解决方案的过程,他指出,我们应当积极地看待当事人所说和所做的,因为所有这些都对实现治疗目标具有积极意义。如果我们无法理解当事人的一些行为,我们不应当面质,而是应当充分地相信:他这样做一定有他的道理!在 de Shazer 与 Alex Molnar 合作完成的第二篇文章中,他介绍了精简治疗中四种有用的方法,其中之一叫做“第一次会谈公式”( First Session Formula ),这个方法通常是要求治疗师在第一次治疗结束时,问当事人:“在我们这次和下次见面之间,我想让你注意观察,这样你可以在下一次治疗的时候告诉我,在你生活中发生了什么开心的事是你希望以后继续发生的。”因为这种“延续性提问”常常能够戏剧性地改变治疗谈话的方向,所以后来被认为是焦点解决短程治疗中一种十分重要的提问方式。另外一种有用的干预模式,叫做“做不一样的”,这种干预模式有助于帮助当事人找到更有效地解决问题的方法;第三种干预模式叫做“克服冲动任务”,即“当你要克服诱惑或者其他什么时,关注你在做什么”。这种干预模式已经被证明能够很好地帮助当事人摆脱旧的行为习惯。第四种干预模式叫做“维持任务”,当事人报告他们没有进展或者停滞不前时,治疗师需要解释“维持不变”也是需要许多方法的,许多人因为无法维持还会导致复发! 在 1985 年 de Shazer 的第二本著作《精简治疗中的关键解决之道》中,他开始强调创造“例外”的重要性。通过例外提问,治疗师可以帮助当事人意识到改变其实可以发生在生活中。他指出,治疗师也可以这么问“你是怎么知道状况好了点呢?”,这种提问跳出了去探讨改变是否发生的问题,这样就减少了当事人把注意力集中在抱怨上,而是帮助当事人将注意力集中在生活中那些有效的改变上。 1986 年, de Shazer 描述了目前许多治疗师都熟悉的“刻度化提问”,采用刻度化提问治疗师可以帮助当事人对自己的目标越来越清晰,也越来越乐观! 在 1986 年 -1987 年,焦点解决模式已经从精简治疗中走出来开始成为一种独立的治疗模式。 de Shazer 指出,治疗师可以通过问“怎样能够更好点”的问题帮助当事人把注意力完全集中在自己的前进目标和已经做得努力上。 1987 年他在文章中正式介绍了“例外提问”技术。一系列焦点技术的形成使得焦点解决模式已经从理论到实践发展成一套完整的心理治疗技术。不过应当讲,焦点解决技术中最著名和最有特征性的应当是“奇迹提问”技术,如今就算不了解焦点解决咨询技术的治疗师也会不时地把这个技术应用在各种学派的咨询中。此后,不少学者开始以“焦点解决”为核心,不断完善其理论和内容。例如, 1992 年, Harlene Anderson 和 Harry Goolishian 发表文章提出了焦点解决治疗师应有的“未知”态度,而 Berg 在 1994 年也撰文强调了“委婉赞赏”在焦点技术中的应用。确切地讲,从上述这些文章及其观点提出的年代来看,焦点解决模式完全可以称的上是一种与时俱进的治疗技术,它的理论及其技术背后充满了积极的人性观,它跳出问题看问题及其解决问题的思想十分适合当代人类互动的各种社会情境,甚至是处理国际关系的范畴。这也使得焦点解决模式迅速走出了心理治疗的范畴,很快应用在诸如教育和组织管理等其他领域,相信焦点的学习者在不断学习的过程中还将感受到“焦点”强烈的时代特征——那种充分吸纳各种积极元素的变革观点!
最近督导了一些个案,发现:自我暴露、与来访者谈及个人经验和态度,是身边不少学习焦点解决咨询师实战中间总包含的一个成份。 在SFBT的权威教材《Interviewing for Solutions》中,对于这个命题有这样一番描述:建构解决之道背后的概念是,寻找解决之道唯一必然的地点,乃发生在当事人的参照框架和过去经验里。为此,不建议你告诉当事人有关自己的经验。然而这不意味着,你不应该对当事人表露心里在想什么。有的时候,告诉当事人你的想法是重要的,但一定不是分享个人经验! 焦点解决大师们认为,自我暴露的过多使用会削弱当事人建立自己解决方法的能力。他们质疑“经验过特殊悲惨境遇的人,对正在为相同悲惨境遇挣扎的当事人最有帮助。”这一观点。 从捍卫焦点解决模式的角度来说,对此,自己完全认同。 但困惑还是有的,生活经验中,我们自己经常也向别人讨教成长经验,对于那些我们尊重的人所具有的成长经验,对我们特别有激励作用。例如,在面对许维素老师时,我总会好奇:维素老师是如何面对生活中的困扰的。记得维素老师曾经说过:我也有许多不良情绪,但或许比别人快出来一点点!这句话成为让我颇为受用的一句经验分享! 思考下来,一个纠结在于:纯咨询关系和不是纯咨询关系还是有区别的。维素老师在分享最近学习心得时,有感Harry korman非常“纯”的焦点解决咨询功力。但反思后,差异来源于我们的身份多少还是会有混淆的。一个纯咨询师,和一个带有教师身份或者行政官员、或者什么博士头衔等等身份的咨询师,自身的定位也和单纯咨询师不同,而给来访者的期待自然也是不同的。 此外,对于本土文化中含有的对于权威的那份尊重,对比极为主张个性化的西方文化,是否对本土咨询有着不同的影响,也始终是我学习焦点一个思考最多的地方。由于对美国文化了解不深,不敢妄加评论,但身处在中国传统文化气息中,感受还是颇深的。拿女儿的例子说事,从女儿的幼儿园教育开始,老师便是一个很神圣的角色,权威性超过了父母的教育力。 Peter de Jong 和 Insoo 在谈及“自我暴露”时,都没有否认过不能用自我暴露,但对自我暴露的使用提出了他们的担心。基于现有的经验水平,我的理解为:咨询师也是当事人学习和寻求示范的一个榜样!如果身边就有一个可以学习的人,对他们来说也是一个资源。但我们实在不知道自己是否就是当事人必须要学习的那个榜样!所以,“自我暴露”慎用!特别是在咨询中不能把自己生命经验当作来访者学习的必然! 讲到具体操作:在自我暴露时,我的经验是:第一,把情感反应和情感表达整合使用。体察当事人情绪的同时,让当事人也知道自己现有的情绪感受。第二,在经验分享时,常会把握“仅仅是分享,不作为当事人必然的解决之道”的心态。在措辞上会强调:这是我的经验,看看对你是否有参考。语气则力求征求当事人的口吻,或者是参与解决之道讨论的方式。 经验于此,反省于此,记录于此~~~
Ben Furman是一位芬兰籍的焦点解决心理治疗大师,而他对焦点解决模式的最大贡献之一,在于他一直向公众推广的《成功儿童技能教养法》,也就是焦点解决模式如何应用于儿童青少年心理辅导。国内翻译的时候,甚至冠名为“芬兰式教育”。 根据焦点解决模式“正向建构”的理念,Ben提出:问题儿童的关键不在于问题本身,而在于需要学习某种缺失的技能。所以,帮助问题儿童的切入点,就是找到他们需要提升什么技能,然后采用他们一切可以利用的资源来帮助他们提升该项技能。由此,他提出了“15步技能教养法”。 读Ben的芬兰式教育,最大感触是:持之以恒的做一件简单的事情,原来可以做的那么大! Ben Furman