Solutions Focus (SF)

Purpose

Solutions Focus (SF), adapted from Solution-Focused Brief Therapy (SFBT) for organizational use by Mark McKergow and Paul Z. Jackson, shifts attention from "What's wrong?" to "What's working?" It is radically pragmatic: instead of analyzing root causes, it finds instances where the problem is less severe (exceptions), scales progress, and designs small, concrete next steps. SF is fast, energizing, and surprisingly effective for stuck teams.

At a glance

How to run

1. Platform (5 min). Establish what the team wants to achieve (not what's wrong). "What would you like to be different after this session?"
2. Future Perfect (10 min). "Suppose you wake up tomorrow and this issue is resolved. What would you notice first? What would others notice?" Build a vivid, sensory picture of the desired future.
3. Scaling (10 min). "On a scale of 0–10, where 10 is the Future Perfect and 0 is the worst it's ever been, where are you now?" Then: "What puts you at [N] rather than [N-1]?" This surfaces existing strengths and progress.
4. Counters and Affirm (10 min). Identify "counters" — things that are already working toward the desired future. Affirm what the team is already doing well.
5. Small next steps (10 min). "What would move you from [N] to [N+1]?" Not a grand plan, just the next small, concrete action. Each person commits to one step.

Materials needed

• Whiteboard or flip chart for the scale
• Sticky notes for counters
• Timer
• SF question prompt card

Pitfalls & common mistakes

• Slipping into problem analysis. SF deliberately avoids root-cause analysis. Redirect: "What's working despite that?"
• Future Perfect too vague. Push for sensory detail: "What would your colleague actually see or hear?"
• Dismissing the scale number. If someone says "3," do not react with concern. Ask: "What puts you at 3 rather than 2?" — this reframes toward strengths.
• Steps too big. SF works by small increments. "Reorganize the whole team" is not a next step. "Have one conversation with X" is.

Inclusion & accessibility

• SF is inherently respectful of people's own expertise and experience.
• Scaling questions give everyone a voice, even those uncomfortable with open discussion.
• The focus on existing strengths is empowering, especially for teams with low morale.
• Works in any language and cultural context.

Variations

• SF one-on-one: Use as a coaching conversation structure.
• SF retrospective: Replace problem-focused retros with SF questions.
• SF strategy: Apply the Future Perfect and scaling to strategic planning.

When NOT to use this

• When there is a genuine emergency that requires root-cause analysis (safety incident, system failure).
• When the team has been told to "just be positive" so often that SF feels dismissive of real pain.
• When a structural diagnosis is needed before action can be taken.

Source & further reading

• Jackson, P. Z. & McKergow, M. (2007). *The Solutions Focus: Making Coaching and Change SIMPLE*. 2nd ed. Nicholas Brealey.
• de Shazer, S. (1988). *Clues: Investigating Solutions in Brief Therapy*. Norton.
• McKergow, M. & Clarke, J. (2005). *Solutions Focus Working*. Solutions Books.