Tom Strong, PhD Northwest Collaborations
Can you get it down to one page?
(Published in the Journal of Systemic Therapies Vol 16, 69- 72, 1997)
Tom Strong PhD
Box 4492 Smithers, BC V0J 2N0
e-mail: tstrong@netshop.net
The following is a one page chart requested of me by a participant in the Collaborative
Therapies study group I facilitate. It is an attempt to encapsulate critical elements of a therapy
that is informed by solution-focused, narrative and other social constructionist therapies.
I have been teaching the ideas of solution-focused and narrative therapies for the past few
years to a variety of professionals and paraprofessionals in the northwest corner of British
Columbia. The ideas are typically shared in two day workshops or monthly groups and focus on
applications that the participants wish to apply in their various work contexts. At the end of one
of my monthly groups a participant recently asked me to come up with a ‘cheat sheet’ with the
key ideas of solution and narrative therapy down on one page. What follows is essentially an
outline that I suspect would be understandable to those with a cursory knowledge of the work of
Michael White & David Epston, Steve deShazer, John Walter & Jane Peller, Bill O’Hanlon &
Michelle Weiner-Davis, Karl Tomm, Bradford Keeney, Harlene Anderson & Harry Goolishian,
Tom Andersen, and the strategic therapy of the Mental Research Institute.
Of course, the outline requires elaboration but it becomes the central organizing chart for
the activities of my workshops and groups. While the ideas of solution-focused, narrative and
strategic therapies are not necessarily compatible, they are generally collaborative, meaning that
there is a general focus on client’s preferences, uniquenesses, and resources. Please regard this as
a humble and preliminary one-page stab at overviewing the work that gets most frequently
published in your journal. Critiques would be welcomed.
With thanks to Carmen Nikal for this suggestion and to the Northwest Collaborators of Smithers
and Prince Rupert, British Columbia, Canada.
Tom Strong, PhD Northwest Collaborations
The Process of Collaborative Helping
Joining ----> Stuckness to Goals ---->
Eliciting Competencies ---> Strategizing ---->
Perspectives & Resources
Together
Recognizing ---->
& Amplifying
Change
*How can client *Ask what client wants to
have a different result from your work together
conversation?
* Contract around goal
*Verbal ‘ports
of entry’ (key
* Listening for ‘stuckpoints’
client words)
&‘flipping’ them by asking
what is wanted instead
*Map problem’s
effects on client *Negotiating a solvable
problem in client’s language
*Create reflective context for *“Miracle questioning” to
“safe curiosity” find out significant elements
of a satisfactory solution - “What
*Who else is
will you be doing when you
person?”
organized by
have overcome your problem?”
the problem?
*externalize the problem a la
*Resistance=
Michael White together to
helper inflexseparate person from problem
ability”
*Listen for identity stories
*Join them
& ‘certainties’ of incompetence
in their struggle
*Seek a description of
*Mirroring &
the problematic ‘solution’
Pacing client
* Could exceptions be
*Reflect the
developed into solutions?
emotional
essence of
*1 solvable goal at a time
what is heard
in mini-steps (contracted)
*“When does the problem
*“Do more of what
not happen & what is going
works for you”
on then that could be regarded
as competent or nonproblematic?” *Identify the first
and smallest necessary
*Are there problematic patterns
step to solution
that sustain the problem that
could be “used” differently?
*If others are needed in
the solution, ask helpee
*Questions to mobilize stand
to elicit their cooperation
against externalized problem
or convene problemorganized system (family,
*Authenticate ‘small acts’-of
helpers, friends, etc)
resistance to problems/oppression
* Identify criteria for
*Benevolent challenges to
minimal success clearly
*Ask “What is
different?” and expect
to hear something
*Implicate agency in
any changes - Ask
“How did you do that?”
Celebrating
Change
*Affadavits of change
Certificates, etc.
*Completion/
closure rituals
*Client as consultant to others
* Are we “on track”?
*Relapse is part of cure
*To challenge identity
inquire about what the
change says about them
and their resourcefulness
*symbols of
identity transformation
*Self or other rewards
* “What does this (achieving
goal) say about you as a
identities of incompetence
*Meaning negotiation by
working within & expanding
on the helpee’s language
(reframing)
*Promote reflexive thinking
(action/reaction of others loop)
*Get specific as to
when, how, what etc.
*If using/jamming a
present problematic
pattern, have a rationale
consistent with helpee’s
views of self & problem
*Recruit audiences for
the performance of new
competencies by question:
“How will others who are
important see you then?”
or by action before an
anticipated audience.
*Document ‘rules’ for problem
resumption
*Resource ‘transfer’ to other
problem contexts
*Political activism (Examples:
Anti-Anorexia/Bulimia League,
Accountability Structures)
*Competence-focused
*Scale problems/ solutions* meaningful rituals of
letters/documentation
change
*Reincorporation activities in
*develop sense of audience
*Ask if changes fit
the manner of rites of passage
for performance of change
*tailor-make homework preferred view of self
with members of “problemassignments together
organized system” so as to bear
*Query competencies shown
*Attention to micro-details witness to new behaviours and
but not shown in problem area
* “Contract homework”
of change/resourcefulness
problem-liberated identities
Tom Strong, PhD Northwest Collaborations
Ongoing: relationship flexibility, contracting/consent, fluency in client’s language, the problem (not the person) is the problem, elicit resourcefulness, ambiguities can be tolerable,
empathic reflection, meaning negotiation, maintaining resourceful view of client, involving others who are part of the problem where necessary, eyes on the goalposts
Tom Strong, PhD Northwest Collaborations
References
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not take them away from me. In S. Friedman (Ed) The reflecting team in action. (pp. 11-37) New York:
Guilford Press
Andersen, T. (1991) The reflecting team: Dialogues and dialogues about dialogues. New York: Norton
Anderson, H. & Goolishian, H. (1992) The client is expert: A not-knowing approach to therapy.
K. Gergen (Eds) Therapy as social construction. (pp. 25-39) Newbury Park: Sage
In S McNamee &
Anderson, H. & Goolishian, H. (1988) Human systems as linguistic systems: Evolving ideas about
implications for theory and practice. Family Process, 27: 371-393
the
deShazer, S. (1985) Keys to solution in brief therapy. New York: Norton
deShazer, S. (1995) Words were originally magic. New York: Norton
Epston, D. (1994) Extending the conversation. Family Therapy Networker 18 (6): 30-38
Epston, D. & White, M. (1990) Consulting your consultants: The documentation of alternative knowledges.
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Bass
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Norton
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Guilford Press
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Walter, J. & Peller, J. (1992) Becoming solution-focused in brief therapy. New York: Brunner Mazel
Watzlawick, P., Weakland, J & Fisch, R. (1974) Change. New York: Norton
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