guidance, exemplars, templates
for solution oriented meetings
with colleagues, children and young people, parents
Taking A Solution Oriented Approach to Meetings January 2012
CONTENTS
Page
1.
2.
3.
4.
Introduction
Why Taking A Solution Oriented Approach In Meetings Works
Purpose, Core Conditions, Structure of A Solution Oriented Meeting
Core Conditions for A Solution Oriented Meeting Exemplified
i)
ii)
The Principles Which Underpin Solution Oriented
Thinking and Working.
The Tools Which Support Solution Oriented Thinking
and Working.
5. Facilitating A Solution Oriented Meeting
Planning
Setting the Core Conditions
6.
Meeting Formats and Structures[see also Exemplifications, Templates and Prompt
Script]
4
5
6
7
7
8-9
10
11
12-17
Meetings With Colleagues
 7 Step Solution Oriented Meeting [1] : Problem Solving Meeting
 Generic Solution Oriented Meeting
 Professional Review and Development Meeting
 Improvement Planning Meeting
 Coaching Meeting
12
13
13
14
15
Meetings With Children, Young People, Parents
 Pupil Progress / Review Meeting
 Pupil Progress [Coaching] [2 versions]
 7 Step Solution Oriented Meeting [2]: Problem Solving Meeting.
16
16
17
7. Exemplifications (scripted examples)
 7 Step Meeting Colleagues / Pupil Council
 Generic Solution Oriented Meeting Colleagues / Pupil Council
 7 Step Meeting Pupils
8. Templates
Meetings With Colleagues
 7 Step Solution Oriented Meeting [1] : Problem Solving Meeting
 Generic Solution Oriented Meeting
 Professional Review and Development Meeting
 Improvement Planning Meeting with solution oriented questions
 Improvement Planning Meeting
 Coaching Meeting
Meetings With Children, Young People, Parents
 Pupil Progress / Review Meeting
 Pupil Progress [Coaching] Format 1
 Pupil Progress [Coaching] Format 2
18-27
18-21
22-23
24-27
28 -31
32 -34
35
36-37
38-39
40-41
42
43-44
45-46
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Taking A Solution Oriented Approach to Meetings January 2012

7 Step Solution Oriented Meeting [2]: Problem Solving Meeting.
Evaluation of Meeting
Planning and Preparation Prompt / Checklist
Prompt for Keeping Meetings On Track (develop your own “script”)
47-50
51
52
53-55
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Taking A Solution Oriented Approach to Meetings January 2012
1. Introduction
The purpose of this guidance is:
 to show how effectively a solution oriented meeting can move
any kind of “problem”, “challenge”, “issue” or “task” forward.
 to provide an overview of what makes a solution oriented
meeting work;
 to provide formats for structuring a range of solution oriented
meetings with colleagues, pupils, parents;
 to provide practical tools for holding effective solution oriented
meetings including:
- scripted exemplifications of solution oriented meetings;
- templates for solution oriented meetings which can be
adapted;
- a checklist for planning and preparation;
- a prompt “script” for meetings which can be customised.
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Taking A Solution Oriented Approach to Meetings January 2012
2. Why Taking A Solution Oriented Approach In Meetings Works.
It makes better use of time

Approximately 80% of time is spent on strengths, goals and solution-building and 20%
on problem discussion.
It provides consistency


Our thinking and work are underpinned by a set of ten principles.
Everyone uses solution-building language.
It focuses on what works


An emphasis on strengths, resources, successes, when things are better.
A focus on what people can do – not what they can’t.
It focuses on future goals


Acknowledges the problem and sees beyond it.
Emphasis on preferred future and possibilities.
It is collaborative

Everyone is involved in goal-setting and solution-building.
It focuses on solutions

The problem is the problem, not the person. [*Sycol]
*Sycol Ltd – Solution Oriented consulting, training and delivery services to the public sector.
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Taking A Solution Oriented Approach to Meetings January 2012
3. Purpose, Core Conditions and Structure of a Solution Oriented
Meeting
It is important that all participants know beforehand what the purpose, structure and
core conditions of a solution oriented meeting are.
Purpose
 the purpose of a solution oriented meeting is collaborative solutionbuilding.
Core Conditions
 the 10 principles of solution oriented thinking and practice will underpin
working together;
 solution oriented tools will help focus participants on strengths, what
works, progress, exceptions and goals;
 all participants will have an input in finding solutions;
 collaboration is at the heart of the process.
Structure
 the main part of the meeting [approximately 80% of the time] will be
spent on solution-building.
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Taking A Solution Oriented Approach to Meetings January 2012
4. Core Conditions of a Solution Oriented Meeting Exemplified
(i) The 10 Key Principles of Solution Oriented Practice
1. Listen to the person, listen for the possibility.
2. People have the necessary resources to make changes. [Sycol]
3. Everyone has their own way of solving problems.
4. No sign-up, no change. Collaboration enhances change. [Sycol]
5. Language shapes and moulds how we make sense of the world.
6. A focus on future possibilities and solutions enhances change. [Sycol]
7. There are always exceptions to the problem.
8. Small changes can lead to bigger changes.
9. If it works do more of it; if it doesn’t, do something different. [Sycol]
10. The problem is the problem, not the person. [Sycol]
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Taking A Solution Oriented Approach to Meetings January 2012
4(ii) The Tools Which Support Solution Oriented Thinking and Working
•
•
•
•
•
•
Listen, accept, acknowledge and agree the core message
Identify skills and strengths
Look for exceptions
Build on what works
Highlight progress [scaling]
Goal setting, envisaging a better future [preferred future]
Listening: Helpful Stance and Agree the “Core Message”
Listening with a solution oriented ‘stance’ involves developing the ability to ‘not know’ about what
the person is talking about. In other words, it is vital to set aside pre-conceived ideas about what
the person is saying and listen with an ‘empty head’.
The next stance is to have abundant and genuine curiosity about what the person is saying. Let
the person teach you what it is like to be in their situation. As this happens, at all times be hopeful
and affirming, assume cooperation and be ready to compliment at all times eg “It must have been
difficult, how did you cope so well?”
The listener then feeds back what is heard to be the core message and checks with the speaker
for agreement.
Identify Skills and Strengths, Focus on Resources and Problem Free Talk
Positive change can emerge by describing, detailing and attending to strengths – in a person,
organisation or situation. Taking a strengths based approach, naturally leads to profiling skills
and competencies rather than deficits. What resources do people have that they might not
think (or know) they have? It is in identifying such competence that the beginnings of change
arise.
Exception Finding
 Looking for times when things are going well.
 Identifying times when the problem is less of an issue.
“In any situation, no matter how difficult, there will be times when things aren’t quite so bad,
or when things are just a little bit better. These times, known as ‘exceptions’ to the problem,
should be explored in an attempt to identify the possible solution pathways which will be the
keys to effective problem resolution.” [1]
Build on What Works
“Very often, in problem-dominated situations, the task is to help restore personal agency to
the person [team etc]. Personal agency is one’s capability to initiate and control one’s own
actions for given purposes. Restoring personal agency encourages the notion of, “positive
blame” where the person takes active responsibility for any small signs of success, rather
than explaining these by recourse to external factors. Focus on: what works; current
successes; small signs of progress; personal agency; “positive blame”; if it works do more of
it.” [2]
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Taking A Solution Oriented Approach to Meetings January 2012
Highlight Progress [Scaling] and Evidence-Based Feedback
 Use of scaling technique to monitor progress
 Evidence-based feedback – what have others noticed?
“The use of scaling questions may lead to the identification of small, well defined steps which
may be taken towards a solution, and may also identify further differences and exceptions.
Eg On a scale of 1 to 10, with 1 being the worst that things could ever be in your life, and 10
being how you want things to be, where are you today? What makes you a 4 and not a 3?
It is important to compliment the other person on all those things that have been noticed that
are contributing to the desired changes which will lead to the solution. It is essential that they
have an ‘evidence base’, in other words that the compliments given reflect actual strengths
and capabilities.” [3]
Goal Setting, Envisage a better future [preferred future]
 Imagining a preferred future [miracle question – if you wake up in the morning and the
problem doesn’t exist, what will be different? What will you see, hear, feel? What will
others notice?]
 Using goal identification conversations
One of the central activities in solution oriented approaches is the development of a detailed
description of the person’s goals, what they would like to see different. This process can be
described as ‘future pull’, where a clear vision of a success or a preferred future can have the
effect of ‘pulling’ the person or organisation through difficult times.
Detailed descriptions of the future without the problem may lead to descriptions of times
when small parts of what needs to happen are already happening or have happened in the
past (exceptions).
Descriptions of Goals should be: positive, observable, detailed, multi-perspective, small-step.
What will be a first step towards achieving your preferred future? What will take you one point
up the scale?
Minimalist Summary of Solution Oriented Practice
If you want to know what someone wants,
ask the miracle question.
If you want to know what they can do about
what they want, ask about exceptions.
If you want to know how they are getting on
getting what they want, ask a scaling question.
Steve De Schazer
Notes 1,2 and 3: Text taken and adapted from “Empowering Change” Michael E Harker
and Bernadette Cairns
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Taking A Solution Oriented Approach to Meetings January 2012
5. Facilitating A Solution Oriented Meeting
Facilitating a solution oriented meeting requires a range of actions by the facilitator/chair
before, at the start of, during and after the meeting.
Action
Action
Plan and co-ordinate the arrangements for the
meeting.
Set the tone and core conditions of the
meeting.
Structure the meeting.
Before At The Start

During








Ensure all participants are included, engaged
and involved in the meeting.
Ensure the outcomes/actions are agreed,
recorded and disseminated.
Review progress of the outcomes/actions.
After



Areas / Ideas To Reflect On
Planning and Co-ordination of the Arrangements
What is the purpose of the meeting?
 What are the outcomes which need to be achieved?
 What is/are the problem(s) / “task” which need(s) to be solved?
 What are the priorities?
 Can any of the issues or agenda items be dealt with outside the meeting?
Are the right people invited and coming to the meeting?
What format of solution oriented meeting is best suited for the meeting/agenda
items?
eg 7 step meeting, review meeting, solution-building, generic?
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Taking A Solution Oriented Approach to Meetings January 2012
Areas / Ideas To Reflect On continued
Setting the Core Conditions
Agenda
Does the agenda make clear that this is a solution oriented meeting?
 Does pre meeting information make clear that solution oriented principles will
underpin the meeting?
 Does pre meeting information make clear that approximately 80% of the meeting will
focus on solution-building?
 Do the agenda items emphasise that this is a collaborative and solution oriented
meeting?
Eg Working together to develop positive behaviour strategies …
How to recognise the achievements of our pupils…
Recording of Actions / Outcomes
How will the actions/outcomes be recorded? [see templates]
How will you record actions/outcomes during the meeting? Who will do this?
Is a timekeeper needed?
Meeting Area
Are the principles on view in the meeting area?
Are the necessary equipment and resources in place?
Water / refreshments available?
“Prompt” / “script”
A “prompt” / “script” mapped to the agenda can be a useful aid for the facilitator to keep
things on track. [see templates and exemplifications of meetings]
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Taking A Solution Oriented Approach to Meetings January 2012
6. SOLUTION ORIENTED MEETING FORMATS and STRUCTURES
The following meeting formats cover a range of meeting styles and are not meant to be
prescriptive. Some meetings will have a range of structures within them. All will have a focus
on strengths, what works, exceptions and goals.
 There are exemplifications [scripted examples] for some of the meetings on pages 1827 and templates for each meeting style on pages 28-49.
 There is also a “prompt” script for structuring meetings and keeping meetings on track
which can be adapted to your own situation see pages 51-53.
MEETINGS WITH COLLEAGUES
7 Step Solution Oriented Meeting (Problem Solving Meeting)
See Exemplification on page 18-21 and Template on page 28-31
For Team / Staff Meetings.
The 7 Step Solution Oriented Meeting is a problem solving format which can be used
in any meeting with colleagues to solve a problem. It can also be used in pupil
council meetings etc. There is a similar 7 Step meeting for using with pupils and
parents.
The techniques which can be incorporated into the 7 Step Solution Oriented Meeting are:
•
•
•
•
Problem-free talk
Goal identification and setting
Exceptions-finding
Scaling
The 7 steps are:
Step 1: Relaxation/focusing
- settling in, problem free talk
Step 2: Problem description
- where we are now, scaling
Step 3: Problem identification
- what needs to change -ideas generation
Step 4: Problem prioritisation
- agree what needs to be worked on
Step 5: Solution generation
- how we will do this - ideas generation
Step 6: Solution prioritisation
- agree on how we will do this
Step 7: Action planning
- agree who will do what and when

The meeting is recorded on the template as the meeting progresses [using laptop
and projector/interactive whiteboard] or on a flipchart so that all stages of the
solution-finding are recorded.

The completed template or flip chart pages serve/s a dual purpose as a record of
the meeting [minutes] and an action plan.
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Taking A Solution Oriented Approach to Meetings January 2012
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Generic Solution Oriented Meeting
See Exemplification on page 22-23 and Template on page 32-34
For meetings with colleagues, with pupils and with pupils and parents.
This structure can be used to facilitate a range of solution oriented meetings.
Structure
1. Settling In and Establishing Core Conditions
For each agenda item [problem]

2.
3.
4.
5.
Acknowledge the problem / challenge and agree the core message
Focus on: skills, strengths and resource; exceptions; what’s working; progress.
Identify preferred future and set goals
Agree Action Planning
Professional Review and Development Meeting
See template on page 35
For one to one meetings.
This format can be used for professional review and development meetings
It uses a few simple questions to good effect for individual planning and focuses on what’s
working.
 What’s gone well this year/term? (explore positives and reflect back skills)

What’s been challenging? (identify issues, what needs to improve)

What do you want to be doing/where do you want to be next year? (Future focus)

How will you get there? (What Continuing Professional Development [CPD] is
needed? What changes are required?)

How can I support you? (management support)

It would be great to do it all – as well as a little – what will you do first? (collapse
the goals and prioritise CPD).
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Taking A Solution Oriented Approach to Meetings January 2012
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Improvement Planning Meeting
See template on pages 36-37 with solution oriented questions
See template on pages 38-39 –template without questions
For any planning meeting: team; departmental improvement; whole school improvement;
pupil council.
PLAN, DO, REVIEW CYCLE
[based on Journey To Excellence 4: Planning For Excellence ]
1. VISIONING Preferred Future/Future Plans/Goal Identification
Identify where we want to be…
2. a) AGREE OUTCOMES
Agree where we are now, scaling [baseline] …
Agree the outcomes we are going to achieve - the difference we want to
make…
b) AGREE OUTCOME INDICATORS
Agree how we will know we have achieved these outcomes and made a
difference :what we will see, hear, feel…
Evidence [Qualitative, quantitative]
3. ACTION PLAN for achieving these outcomes
WHAT we will do [See 2a]
HOW we will do this
WHO will do what
WHEN we will do this
4. EVALUATING PROGRESS and IMPACT
how we will make sure the Action Plan is happening
how we will measure impact –have we made a difference?
How we will take forward what we have learned - Back to Step 1
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Taking A Solution Oriented Approach to Meetings January 2012
Coaching Meeting
See template on pages 40-41
For one to one meetings where the person being coached [coachee] has identified a
change s/he wants to make.

Problem free talk and competency profiling: What the coachee wants to achieve
from the meeting, his/her strengths, skills and qualities.

Goal Identification: Where the coachee would like to be- when things are different
what will this be like? And what else?

Exception Finding: When things are different or going better what is the coachee
doing? And what else?

Scaling: Where coachee is today in terms of the problem/challenge, what needs to
happen to progress up the scale? And what else?

Action planning: What the coachee is going to do to move one step up the scale.
How will s/he know? Who else will know?
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Taking A Solution Oriented Approach to Meetings January 2012
MEETINGS WITH PUPILS AND WITH PUPILS AND PARENTS
Pupil Review Meeting
See template on page 42
For progress review meetings [one to one / pupil and parents/ multi agency / tracking
progress eg by key professional]

This format can be used in any meeting with pupils, and pupils and parents to
review progress. It can be used for re-admission meetings after exclusion.

It focuses on what’s working and on next steps with agreed action/s.

It is intended that the meeting is recorded on the template as the meeting
progresses [using laptop and projector/interactive whiteboard] so that all participants
can view the strengths and skills of the child/young person and next steps.

The completed template serves a dual purpose as a record of the meeting
[minutes] and an action plan.
Pupil Progress / Coaching Meeting : One To One Two Versions
See Template on pages 43-44 and Template on pages 45-46
This format provides a structure for a solution oriented meeting which focuses on:
 what’s working in a child / young person’s life,
 goal setting and next steps.
The facilitator can be the key adult eg class teacher/ tutor/ guidance teacher.
The format can be used to review progress and/or to coach a child / young person to
come up with his/her own solution.
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Taking A Solution Oriented Approach to Meetings January 2012
Pupil / Parents: 7 Step Solution Oriented Meeting (Problem Solving Meeting)
See Exemplification on page 24-27 and Template on page 47-49
The 7 Step Solution Oriented Meeting is a problem solving format which can be used
in any meeting with pupils, and pupils and parents, to solve a problem.
Similar format can be used for meetings with colleagues see page 28-31
The techniques which can be incorporated into the 7 Step Solution Oriented Meeting are:
•
•
•
•
Problem-free talk
Goal identification and setting
Exceptions-finding
Scaling
The 7 steps are:
Step 1: Relaxation/focusing
- problem free talk
Step 2: Problem description
- where we are now
Step 3: Problem identification
- what needs to change -ideas generation
Step 4: Problem prioritisation
- agree what needs to be worked on
Step 5: Solution generation
- how we will do this - ideas generation
Step 6: Solution prioritisation
- agree on how we will do this
Step 7: Action planning
- agree who will do what and when

The meeting is recorded on the template as the meeting progresses [using laptop
and projector/interactive whiteboard] or on a flipchart so that all stages of the
solution-finding are recorded.

The completed template or flip chart pages serve/s a dual purpose as a record of
the meeting [minutes] and an action plan.
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Taking A Solution Oriented Approach to Meetings January 2012
7. EXEMPLIFICATIONS OF MEETINGS
7 Step Solution Oriented Meeting (Problem Solving Meeting) EXEMPLIFICATION
Colleagues/Pupil Council
The 7 Step Solution Oriented Meeting is a problem solving format which can be used
in any meeting with colleagues/pupil council etc to solve a problem.
The meeting is recorded on the template as the meeting progresses [using laptop and
projector/interactive whiteboard] or on a flipchart so that all stages of the solution-finding are
recorded.
The completed template or flip chart pages serve/s a dual purpose as a record of the
meeting [minutes] and an action plan.
The techniques which can be incorporated into the 7 Step Solution Oriented Meeting are:
•
•
•
•
Problem-free talk
Goal identification and setting
Exceptions-finding
Scaling
Welcome to this solution oriented 7 Step Meeting!
Staff/ Pupil Council etc
Step 1: Relaxation/focusing
Step 2: Problem description
Step 3: Problem identification
Step 4: Problem prioritisation VOTING
Step 5: Solution generation
Step 6: Solution prioritisation VOTING
Step 7: Action planning
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Taking A Solution Oriented Approach to Meetings January 2012
7 Step Meeting Exemplification: Colleagues
Step 1
RELAXATION / FOCUSING
“Problem Owner”/ Facilitator
 “The next ___45__ minutes are really important for us all. We are here to
focus on working together and doing our best to help us move ahead with how
to recognise our pupils’ achievements more effectively so that all pupils’
achievements are celebrated and recorded consistently.”
Step 2 PROBLEM DESCRIPTION
Facilitator gives the facts and not personal views.
Tools used:
Preferred Future – where we want to be when “problem” doesn’t exit.
Scaling – where we are now in terms of the “problem” 1 to 10
What needs to happen to make this a worthwhile meeting.

“We are going to spend the next 45 minutes working together on how to
recognise our pupils’ achievements more effectively in our school so that all pupils’
achievements are celebrated and recorded consistently.
Preferred future
 At the moment we have a rewards system which has been running for two years
and has been evaluated as good practice and we also have some inspiring practice
in departments where pupils are rewarded creatively for their achievements.
Scaling
 To make this a worthwhile meeting we need to work on how to recognise our
pupils’ achievements more effectively in our school so that all achievements are
recognised and recorded quickly and consistently.”
What needs to happen
Step 3 PROBLEM IDENTIFICATION [LIST ON WHITEBOARD OR FLIPCHART]
Facilitator
 “What are the real issues/concerns which we need to work on so that all of our
pupils’ achievements are recognised and recorded more effectively and consistently
in our school?”
 Let’s list them as How to’s [BRAIN STORMING EXERCISE]
How to:
Examples
how to ensure all staff use the rewards system consistently
how to ensure all pupil achievements are flagged up
how to involve pupils in recognising achievements
how to involve parents in recognising achievements etc
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Taking A Solution Oriented Approach to Meetings January 2012
Step 4 PROBLEM PRIORITISATION [VOTING EXERCISE 5 Sticky dots/votes]
Facilitator
 “Which of these How to’s do you think, if we work together on, would help
best?
You have 5 votes. [can use sticky dots]
You can put them beside one idea or spread them out.”

After voting, “how to ensure all staff use the rewards system consistently” has the
most votes.
Step 5 SOLUTION GENERATION
Facilitator
 “In how many ways might we work together on ‘How to ensure all staff use the
rewards system consistently’ ”
IDEAS
Examples
Refresh the rewards system.
Revisit / relaunch the rewards system at the beginning of each session.
Key person / tutor to gather in and record all information on achievements.
Pupils to have responsibility for sharing and recording all achievements with tutor.
etc
Step 6 SOLUTION PRIORITISATION [VOTING EXERCISE 5 Sticky dots/votes]
Facilitator
 “Which idea/s in Step 5 do you think will be the best to help with recognising
our pupils’ achievements more effectively.” – the challenge we spoke about at the
beginning of the meeting.
You have 5 votes for the idea/s you believe will sort the problem out.”

“After voting, “Revisit / relaunch the rewards system at the beginning of each
session” is the solution we have prioritised to ensure all staff use the rewards
system consistently.”
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Taking A Solution Oriented Approach to Meetings January 2012
Step 7 ACTION PLANNING [COMPLETE ON WHITEBOARD OR FLIPCHART]
Facilitator
 “We have agreed to revisit / relaunch the rewards system at the beginning of each
session in order to recognise our pupils’ achievements more effectively. We can
complete our Action Plan now.
What Action
complete
Who
complete
How
complete
By when
complete
 Date of next meeting to check progress..”
If the group feels that more than one of the solutions in Step 5 is worth taking
forward it can also be included in the Action Plan.
If more than one problem/issue is to be addressed you can start again from Step 4.
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Taking A Solution Oriented Approach to Meetings January 2012
Generic Solution Oriented Meeting
EXEMPLIFICATION
This is not meant to be prescriptive and the meeting format can be modified to suit
most meetings where solutions and agreed actions are required.
1. Settling In and Establishing Core Conditions
For each agenda item [problem]
2. Acknowledge the problem / challenge and agree the core message
3. Focus on: skills, strengths and resource; exceptions; what’s working; progress.
4. Identify preferred future and set goals
5. Agree Action Planning
SETTLING IN and ESTABLISHING CORE CONDITIONS
Agenda has solution oriented titles for each item.
80 / 20% solution- building focus of meeting is clear.
Facilitator Purpose of Meeting and Tone Setting
“Welcome to this solution oriented meeting. The purpose of our meeting is collaborative
solution-building. We are here to work together on how to: read out agenda items
eg
improve positive relationships in the playground,
develop a Wellbeing Festival etc
“My role is to keep us all focused on solution-building and to apply the 80/20 rule. That
means we will spend approximately 20% of time discussing the issue/challenge and 80% of
our time on what’s working and solution-building.”
ACKNOWLEDGE THE PROBLEM
Facilitator:
“Agenda Item One: How to improve positive relationships in the playground I’d like us to
spend 5 minutes summarising what the problems/challenges are and try and do this in a
couple of sentences [each]. We will record what the challenges are on the whiteboard /
flipchart.” Appoint scribe
- Encourage interruption free problem talk and “we” and “us” rather than “you”
and “I” language. The problem is the problem, not the person. Listen to the issues
and resist the urge to come up with solutions or to challenge views. This is the
listening and acknowledging Core Message stage.
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Taking A Solution Oriented Approach to Meetings January 2012
WHAT WORKS / Scaling
Facilitator:
“Now that we have spent 5 minutes looking at the problem/challenge we will spend 20
minutes looking at what’s working and solution-building. We will start by spending 10
minutes looking at what’s working in promoting positive relationships in the playground . We
will focus on the skills and strengths we already have, the exceptions – times when things
are going well and what we can do more of.
Headings on whiteboard / flipchart
WHAT WORKS
[strengths, skills, resources, exceptions]
WHAT WE CAN DO MORE OF / DIFFERENTLY
[strategies / actions]
PREFERRED FUTURE / GOAL IDENTIFICATION
Facilitator:
“Now let’s spend 10 minutes focusing on where we want to be with promoting positive
relationships in the playground” and agreeing a realistic Action Plan.
Headings on whiteboard / flipchart
PREFERRED FUTURE
[what we want to achieve; what will be different,
what we will see, hear, feel; who will notice]
NEXT STEP/S
[identify small step/s which will
take us nearer goal]
AGREE ACTION PLANNING Record on whiteboard / flipchart
What the agreed small change/step is
Who will do what
How
By When
What Action
Who
How
By when
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Back to Format of Generic Solution Oriented Meeting page 13
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Taking A Solution Oriented Approach to Meetings January 2012
EXEMPLIFICATION
Pupil / Parents: 7 Step Solution Oriented Meeting (Problem Solving Meeting)
The 7 Step Solution Oriented Meeting is a problem solving format which can be used
in meetings with pupils, pupils and parents and multi agency meetings to solve a
problem.
The techniques which can be incorporated into the 7 Step Solution Oriented Meeting are:
•
•
•
•
Problem-free talk
Goal identification and setting
Exceptions-finding
Scaling
The 7 steps are:
Step 1: Relaxation/focusing
- problem free talk
Step 2: Problem description
- where we are now
Step 3: Problem identification
- what needs to change -ideas generation
Step 4: Problem prioritisation
- agree what needs to be worked on
Step 5: Solution generation
- how we will do this - ideas generation
Step 6: Solution prioritisation
- agree on how we will do this
Step 7: Action planning
- agree who will do what and when

The meeting is recorded on the template as the meeting progresses [using laptop
and projector/interactive whiteboard] or on a flipchart so that all stages of the solutionfinding are recorded.

The completed template or flip chart pages serve/s a dual purpose as a record of the
meeting [minutes] and an action plan.
24
Taking A Solution Oriented Approach to Meetings January 2012
7 Step Meeting Exemplification: Pupils, Parents, Multi Agency
Step 1 Relaxation / focusing
Facilitator After Introductions and housekeeping.

“The next 45 minutes are really important for John.
We are here to focus on John and do our best to help John move ahead.”
Step 2 Problem Description Record on whiteboard / flipchart
“The Problem Owner” eg class teacher / guidance teacher gives the facts and not
personal views.
Facilitator
 “Mrs Smith please tell us why you wanted to take John to this meeting.”
Record reason/s on whiteboard / flipchart

“Please tell us about John’s skills and qualities. And what else?” Ask others
to add to list
Record skills and qualities on whiteboard / flipchart

“Please tell us what’s holding John back in school.” And what else?” Ask
others to add to list.
Record challenges / issues on whiteboard / flipchart

“Say what needs to happen to make this a worthwhile meeting for you.” Ask
others to add to list.
Record on whiteboard / flipchart
Step 3 Problem Identification
Facilitator
 “What are the real issues / concerns which we need to work on so that John
attends school regularly?

Let’s list them as How to’s [BRAIN STORMING EXERCISE]
How to:
Examples
How to engage John in school life
How to improve John’s relationship with his peers
How to improve John’s experience in his Form class etc
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Taking A Solution Oriented Approach to Meetings January 2012
Step 4 Problem Prioritisation
Facilitator
 “Which of these ‘How to’s’ do you think, if we work together on, would help
John best?
You have 5 votes.
You can put them beside one idea or spread them out. IT’S UP TO YOU TO
DECIDE!”
Example of a preferred option : How to engage John in school life..
Step 5 Solution Generation
Facilitator
“In how many ways might we work on how to engage John in school life together?
Record ideas on whiteboard / flipchart
IDEAS
Find a buddy for John.
Move John into another Form Class
Involve John in Breakfast Club and Lunchtime Activities.
Step 6 Solution Prioritisation
Facilitator
“Which idea/s in Step 5 do you think will be the best to help John attend school
regularly? - the problem we talked about at the beginning?
You have 5 votes for the idea/s you believe will sort the problem out.”
After the vote
“We have agreed to work together to involve John in Breakfast Club and Lunchtime
Activities.”
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Taking A Solution Oriented Approach to Meetings January 2012
Step 7 Action Planning
Facilitator
 “ This is Our Action Plan for Success. We have agreed to involve John in
Breakfast Club and Lunchtime Activities.” This is how we will do it…”
What Action
complete
Who
complete
How
complete
By when
complete

Date of next meeting to check progress..”
If the group feels that more than one of the solutions in Step 5 is worth taking
forward it can also be included in the Action Plan.
If more than one problem/issue is to be addressed you can start again from Step 4.
Back to Contents
Back to Format of 7 Step Meeting Page 17
27
Taking A Solution Oriented Approach to Meetings January 2012
TEMPLATES
7 Step Meeting Colleagues
7 Step Solution Oriented Meeting (Problem Solving Meeting)
See Exemplification on pages 18-21
The 7 Step Solution Oriented Meeting is a problem solving format which can be used
in any meeting with colleagues to solve a problem.
The meeting is recorded on the template as the meeting progresses [using laptop and
projector/interactive whiteboard] or on a flipchart so that all stages of the solution-finding are
recorded.
The completed template or flip chart pages serve/s a dual purpose as a record of the
meeting [minutes] and an action plan.
The techniques which can be incorporated into the 7 Step Solution Oriented Meeting are:
•
•
•
•
Problem-free talk
Goal identification and setting
Exceptions-finding
Scaling
Welcome to this solution oriented 7 Step Meeting!
Staff/ Pupil Council etc
Step 1: Relaxation/focusing
Step 2: Problem description
Step 3: Problem identification
Step 4: Problem prioritisation VOTING
Step 5: Solution generation
Step 6: Solution prioritisation VOTING
Step 7: Action planning
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Taking A Solution Oriented Approach to Meetings January 2012
TEMPLATE
Step 1
7 Step Meeting Exemplification: Colleagues
RELAXATION / FOCUSING
“Problem Owner”/ Facilitator
 “The next ___45__ minutes are really important for us all. We are here to
focus on working together and doing our best to help us move ahead with how
to problem description
Step 2 PROBLEM DESCRIPTION
Facilitator gives the facts and not personal views.

“We are going to spend the next _ minutes working together on how to _
Preferred future: where we want to be when “problem” doesn’t exit.

At the moment we Scaling: where we are now in terms of the “problem”

To make this a worthwhile meeting we need to work on how to …
Step 3 PROBLEM IDENTIFICATION [LIST ON WHITEBOARD OR FLIPCHART]
Facilitator
 “What are the real issues/concerns which we need to work on so that ___
 Let’s list them as How to’s [BRAIN STORMING EXERCISE]
How to:
Step 4 PROBLEM PRIORITISATION [VOTING EXERCISE 5 Sticky dots/votes]
Facilitator
 “Which of these How to’s do you think, if we work together on, would help
best?
You have 5 votes.
You can put them beside one idea or spread them out.”

After voting, “How to ________________________________________” has the
most votes.
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Taking A Solution Oriented Approach to Meetings January 2012
Step 5 SOLUTION GENERATION
Facilitator
 “In how many ways might we work together on ‘How to_____________ ”
IDEAS
Step 6 SOLUTION PRIORITISATION [VOTING EXERCISE 5 Sticky dots/votes]
Facilitator
 “Which idea/s in Step 5 do you think will be the best to help with
__________________ .” – the challenge we spoke about at the beginning of the
meeting.
You have 5 votes for the idea/s you believe will sort the problem out.”

“After voting, “______________________ ” is the solution we have prioritised
to __________________________________ ”
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Taking A Solution Oriented Approach to Meetings January 2012
Step 7 ACTION PLANNING [COMPLETE ON WHITEBOARD OR FLIPCHART]
Facilitator
 “We have agreed to ________________in order to address the problem
_______________________We can complete our Action Plan now.
What Action
complete
Who
complete
How
complete
By when
complete
 Date of next meeting to check progress..”
If the group feels that more than one of the solutions in Step 5 is worth taking
forward it can also be included in the Action Plan.
If more than one problem/issue is to be addressed you can start again from Step 4.
Back to Contents
Back to format of 7 Step meeting page 12
31
Taking A Solution Oriented Approach to Meetings January 2012
TEMPLATE
Generic Solution Oriented Meeting
See Exemplification on page 22 and 23
This is not meant to be prescriptive and the meeting format can be modified to suit
most meetings where solutions and agreed actions are required.
1. Settling In and Establishing Core Conditions
For each agenda item [problem]
2. Acknowledge the problem / challenge and agree the core message
3. Focus on: skills, strengths and resource; exceptions; what’s working;
progress.
4. Identify preferred future and set goals
5. Agree Action Planning
SETTLING IN and ESTABLISHING CORE CONDITIONS
Agenda has solution oriented titles for each item.
80 / 20% solution- building focus of meeting is clear.
Facilitator Purpose of Meeting and Tone Setting
“Welcome to this solution oriented meeting. The purpose of our meeting is collaborative
solution-building. We are here to work together on how to: read out agenda items
“My role is to keep us all focused on solution-building and to apply the 80/20 rule. That
means we will spend approximately 20% of time discussing the issue/challenge and 80% of
our time on what’s working and solution-building.”
ACKNOWLEDGE THE PROBLEM
Facilitator:
“Agenda Item One: How to __________.I’d like us to spend 5 minutes summarising what the
problems/challenges are and try and do this in a couple of sentences [each]. We will record
what the challenges are on the whiteboard / flipchart.”
- Encourage interruption free problem talk and “we” and “us” rather than “you”
and “I” language. The problem is the problem, not the person.
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Taking A Solution Oriented Approach to Meetings January 2012
WHAT WORKS / Scaling
Facilitator:
“Now that we have spent 5 minutes looking at the problem/challenge we will spend 20
minutes looking at what’s working and solution-building. We will start by spending 10
minutes looking at what’s working in ______________________________________. We
will focus on the skills and strengths we already have, the exceptions – times when things
are going well and what we can do more of.
Headings on whiteboard / flipchart
WHAT WORKS
[strengths, skills, resources, exceptions]
WHAT WE CAN DO MORE OF / DIFFERENTLY
[strategies / actions]
PREFERRED FUTURE / GOAL IDENTIFICATION
Facilitator:
“Now let’s spend 10 minutes focusing on where we want to be with _____________________
and agreeing a realistic Action Plan.
Headings on whiteboard / flipchart
PREFERRED FUTURE
[what we want to achieve; what will be different,
what we will see, hear, feel; who will notice]
NEXT STEP/S
[identify small step/s which will
take us nearer goal]
AGREE ACTION PLANNING Record on whiteboard / flipchart
What the agreed small change/step is
Who will do what
How
By When
What Action
Who
How
By when
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Taking A Solution Oriented Approach to Meetings January 2012
TEMPLATE Generic Solution Oriented Meeting RECORDING
Problems/ Challenges
What Works
What We Can Do More Of / Differently
Preferred Future
Next Steps
What Action
Who
How
By when
Back to Contents
Back to format of Generic meeting page 13
34
Taking A Solution Oriented Approach to Meetings January 2012
TEMPLATE
PROFESSIONAL REVIEW AND DEVELOPMENT MEETING
[Courtesy of Bernadette Cairns, ASN Manager, Highland Council]
Solution oriented questions have been used successfully in the process of Professional
Review and Development, as well as Peer Support. The use of a few simple questions allow
for many of the solution oriented tools to be used to good effect for individual planning:

What’s gone well this year/term? (explore positives and reflect back skills)

What’s been challenging? (identify issues, what needs to improve)

What do you want to be doing/where do you want to be next year? (Future focus)

How will you get there? (what CPD is needed/changes required)

How can I support you? (management support)

It would be great to do it all – as well as a little – what will you do first? (collapse
the goals and prioritise CPD).
Back to Contents
Back to format for PRD meeting page 13
35
Taking A Solution Oriented Approach to Meetings January 2012
TEMPLATE Improvement Planning MeetingSOLUTION ORIENTED ACTION PLANNING MEETING with solution oriented
questions
PLAN, DO, REVIEW CYCLE
[based on Journey To Excellence 4: Planning For Excellence see model below]
1
VISIONING
Agree where we want to be…
plan
Preferred Future/ Future Pull
When we are at 10 on the scale for X what will be different?
What will we / stakeholders be doing differently?
What will we see / hear / feel that’s different?
2
[a] AGREE OUTCOMES
Agree where we are now.
What’s our baseline? What evidence do we have to illustrate this?
plan
Highlight Progress
Scaling
Where are we now on scale from 1 to 10?
Strengths
What’s working? Who knows? What resource do we have?
Identify our outcomes. What’s the difference we want to make?
Goal Identification/Setting
Scaling
What will take us one step up the scale? [Improved/increased]
SO meeting Problem and solution prioritisation [7 Step Meeting]
[b] AGREE OUTCOME INDICATORS : Qualitative and Quantitative
Evidence
How will we know we have achieved our outcomes and made a
difference?
Scaling
How will we know we have moved one point up the scale?
What will we be doing differently?
What will we see / hear / feel? Think Qualitative and Quantitative
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Taking A Solution Oriented Approach to Meetings January 2012
3
ACTION : Agree Action Plan and Complete Action/Project Plan
What will we do to achieve our outcomes?
plan
do
Goal setting
WHAT will take us one step up the scale? [See 2a]
HOW will we do this?
WHO will do what?
WHEN will we do this?
4
EVALUATING PROGRESS and IMPACT
How we will make sure the Action Plan is happening?
plan
do
review
Scaling
How are we doing?
Highlight Progress What’s working?
Exceptions
Focus on exceptions
How we will measure impact – did we make a difference?
Scaling
Highlight Progress
plan
Where are we now on scale?
What’s different? What’s working?
How will we take forward what we have learned? Back to Step 1
Back to Contents
Back to Format of Improvement Planning meeting Page 14
37
Taking A Solution Oriented Approach to Meetings January 2012
TEMPLATE Improvement Planning MeetingSOLUTION ORIENTED ACTION PLANNING MEETING
PLAN, DO, REVIEW CYCLE
[based on Journey To Excellence 4: Planning For Excellence ]
1
VISIONING Preferred Future/Future Pull
where we want to be…
plan
2
[a] AGREED OUTCOMES
where we are now [baseline] …
plan
The outcomes we are going to achieve - the difference we want to
make…
[b] AGREED OUTCOME INDICATORS : How we will know we have
achieved these outcomes and made a difference:
Evidence [Qualitative, Quantitative]
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Taking A Solution Oriented Approach to Meetings January 2012
3
Action Plan for achieving these outcomes
WHAT we will do [See 2a] …
plan
do
HOW we will do this …
WHO will do what
WHEN we will do this
4
EVALUATING PROGRESS and IMPACT
How we will make sure the Action Plan is happening…
plan
do
review
How we will measure impact – did we make a difference?
plan
How we will take forward what we have learned, Back to Step 1
Back to Contents
Back to Format of Improvement Planning meeting Page 14
39
Taking A Solution Oriented Approach to Meetings January 2012
TEMPLATE
Coaching Colleagues
LISTEN
Listen with curiosity
Let the learner tell their story
Take a not knowing stance
Listen for the core message
ACCEPT AND ACKNOWLEDGE
Let learner know you are listening
Praise
FEEDBACK
Feedback the core message
Use learner’s words to recap goal and first small step.
Emphasise future pull
Praise / impressed by
PROBLEM FREE TALK AND COMPETENCY PROFILING
START OF COACHING SESSION
What are your best hopes for this coaching session / meeting? And what else?
What would you like to achieve today? And what else?
How will you know later if this session / meeting has been successful? And what else?
SKILLS and RESOURCES [who knows]
I’d like to find out a little bit more abut what you are like at work…
What do you like doing in your job? And what else?
What are you good at? And what else?
That must involve – list skills
What skills are needed to be a good ---?
Who knows/says you’ve got this skill? And who else?
What other good things do they notice about you? And who else?
VIRTUES [unique attributes that others may have noticed] and RESOURCES [who knows]
So you are quite… funny/helpful/sharing/reliable/caring or
It sounds as though you are a good listener
Who else knows this about you that you have this quality/are hardworking/ caring/helpful?
What other good things would s/he tell me about you if s/he was here?
GOAL IDENTIFICATION
Imagine the problem/situation no longer exists …
What would be different? And what else?
What are you doing differently?
What would it feel like?
Who would notice? Who else?
What were the first small steps on this path?
I can see how it would help you if [goal] happens
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Taking A Solution Oriented Approach to Meetings January 2012
EXCEPTION FINDING
Tell me about a time when this problem/situation does not happen
What are you doing differently when you are standing up to the problem?
When was the last time things were even a little better? What was different then?
The fact that you can do x will help you do y
SCALING 1 - 10
On a scale of 1 – 10 with one being worst and ten being the best, where you are today in
terms of the problem?
What would you be happy with?
So what is it you are doing that means you are at three and not at two on the scale?
How will you know when you are one point up the scale, what will be different?
END OF COACHING SESSION
What specific actions are you going to take?
On a scale of 1-10 how motivated are you to take this action/next step?
How clearly did you understand the goals/purpose of the coaching session?
What did your coach say/do that motivated you to participate in the coaching session?
How involved did you feel in deciding what was going to happen next?
Back to Contents
Back to format of Coaching meeting Page 15
41
Taking A Solution Oriented Approach to Meetings January 2012
TEMPLATE
Pupil Review Meeting [Courtesy of Aberdeen Grammar School]
Pupil Name:
Date of Meeting:
Present:
Apologies
What is going well?
[Can focus on wellbeing
indicators]
Pupil DOB:
What do we need to
work on?
School:
How will we do this?
What?
Who
When
Back to Contents
Back to Pupil Progress/ Review format Page 16
42
Taking A Solution Oriented Approach to Meetings January 2012
TEMPLATE
Pupil Progress / Coaching [ 1 ]
[Courtesy of Kincorth Academy]
At the beginning of a meeting ………….
 What are your best hopes for this meeting?
 What would you like to achieve today?
 What is it that we can do together to get there?
 How will you know later that this meeting has been successful?
 What is better? (since we last met)
Follow up questions once ‘best hope’ has been stated ………
 What difference will that make?...... What else…….what else……etc.
 What will that look like?
 What will you be doing?/ What will you be doing instead?
 What would you rather be doing/feeling instead?
 In what way will that be helpful?
If you were functioning at your best ………………………
 What would that be like?
 What would you like to be doing?
 What would you be doing differently?
 How will others know?
 What will they see that will be different?
 What will they feel that will be different?
Talking about the past …………………………
 In this situation you have described, what worked well?
 What would others say they appreciated about you, in spite of the difficulties?
 How did you cope?
 What does that say about yourself?
 Of what you did, what would you want to carry forward?
 What would you not want to repeat?
 How would you do it differently if this happened again?
 What have you learned from this episode? What else……. what else….
Moving onward using scales……………
 On a scale of 0-10 where 10 is your very best, where are you know?
 What have you done so far to get there?
 What needs to happen for you to go on progressing up the scale? What else…….etc.
 What will you be doing differently at the next step up? What else…… what else etc.
 How will they notice?
 Let’s suppose you get to the next step up tomorrow, what’s the smallest sign that will tell you
that things are improving?
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Taking A Solution Oriented Approach to Meetings January 2012
TEMPLATE
Pupil Progress / Coaching [ 1 ] continued
The next step upwards …………………
 Of the thinking you have done here today, what has been helpful for you?
 What will you take away with you from this conversation?
 What would you like to see yourself doing differently between now and next time we meet?
Finishing the Session ……………….
 If 10 equals the best meeting ever, where are we today?
 What have we done that has made it work this well?
 What needs to be different to make it even better next time?
Remember!
 You can say “and what else” as many times as necessary as a follow up to most of these
questions.
 Repeat the child’s words.
 Summarise the child’s words.
 Pause.
 Give them time to think.
Back to Contents
Back to Coaching format 1 Page 16
44
Taking A Solution Oriented Approach to Meetings January 2012
TEMPLATE
Pupil Progress / Coaching [ 2 ]
LISTEN
Listen with curiosity
Let the learner tell their story
Take a not knowing stance
Listen for the core message
ACCEPT AND ACKNOWLEDGE
Let learner know you are listening
Praise
FEEDBACK
Feedback the core message
Use learner’s words to recap goal and first small step.
Emphasise future pull
Praise / impressed by
PROBLEM FREE TALK AND COMPETENCY PROFILING
START OF COACHING SESSION
What are your best hopes for this coaching session / meeting? And what else?
What would you like to achieve today? And what else?
How will you know later if this session / meeting has been successful? And what else?
SKILLS and RESOURCES [who knows]
I’d like to find out a little bit more about what you are like away from school….
What do you like doing outside school? And what else?
What are you into? And what else?
What are you good at? And what else?
That must involve – list skills
What skills are needed to be a good ---?
Who says you’ve got that skill? And who else?
What other good things do they notice about you? And what else?
VIRTUES [unique attributes that others may have noticed] and RESOURCES [who
knows]
So you are quite funny/helpful/sharing/reliable/caring
Who else knows this about you that you are hardworking caring etc?
What other good things would he/she tell me about you if s/he was here? And what
else?
Does anyone in school know you are helpful etc?
45
Taking A Solution Oriented Approach to Meetings January 2012
Pupil Progress / Coaching [ 2 ] continued
GOAL IDENTIFICATION
Imagine [yourself waking up and the problem/situation no longer exists …
What would be different? And what else?
What are you doing differently? And what else?
What would it feel like?
Who would notice? Who else?
What were the first small steps on this path?
I can see how it would help you if [goal] happens
EXCEPTION FINDING
Tell me about a time when this problem/situation does not happen
What are you doing differently when you are standing up to the problem?
When was the last time things were even a little better? What was different then?
The fact that you can do x will help you do y
SCALING 1 - 10
On a scale of 1 – 10 with one being worst and ten being the best, where you are today in
terms of the problem?
What would you be happy with?
So what is it you are doing that means you are at three and not at two on the scale?
How will you know when you are one point up the scale, what will be different?
END OF COACHING SESSION
What specific actions are you going to take?
On a scale of 1-10 how motivated are you to take this action/next step?
How clearly did you understand the goals/purpose of the coaching session?
What did your coach say/do that motivated you to participate in the coaching session?
How involved did you feel in deciding what was going to happen next?
Back to Contents
Back to Coaching format 2 Page 16
46
Taking A Solution Oriented Approach to Meetings January 2012
TEMPLATE
7 STEP MEETING PUPILS
Welcome to this solution oriented 7 Step Meeting!
Step 1: Relaxation/focusing
Step 2: Problem description
Step 3: Problem identification
Step 4: Problem prioritisation
Step 5: Solution generation
Step 6: Solution prioritisation
Step 7: Action planning
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Taking A Solution Oriented Approach to Meetings January 2012
7 STEP MEETING PUPILS
Step 1
Relaxation/focusing
The next _____ minutes are really important for ___x__.
We are here to focus on ___x______ and do our best to help _____x____
move ahead.
Step 2: Problem description
“Problem Owner”
_______y_____will give us the facts and not personal views.
 tell us why you wanted to take _____x___
to this meeting

tell us about ______x____’s skills and qualities

tell us what’s holding _____x__ back in school

say what needs to happen to make this a worthwhile meeting for you
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Taking A Solution Oriented Approach to Meetings January 2012
Step 3: Problem identification
What are the real issues/concerns which we need to work on so that
____________________________________________________
Let’s list them as How to’s
How to:
Step 4: Problem prioritisation
Which of these How to’s do you think, if we work together on, would help ____x_____
best?
You have 5 votes.
You can put them beside one idea or spread them out.
IT’S UP TO YOU TO DECIDE!
Step 5: Solution generation
In how many ways might we work on
How to __________________________ together?
IDEAS
Step 6: Solution prioritisation
Which idea/s in Step 5 do you think will be the best to help ___x_____
with the problem we talked about at the beginning?
You have 5 votes for the idea/s you believe will sort the problem out.
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Taking A Solution Oriented Approach to Meetings January 2012
Step 7: Action planning
Our Action Plan for Success
We have agreed to ___idea/s______________
What Action
Who
How
By when
What Action
Who
How
By when
What Action
Who
How
By when
Date of next meeting to check progress:
Back to Contents
Back to 7 Step Meeting format page 17
50
Taking A Solution Oriented Approach to Meetings January 2012
TEMPLATE
Evaluation of Solution Oriented Meeting
Evaluation of Solution-Oriented Meeting Format
1) Date of meeting: ____________
2) Please circle your role:
Pupil
Parent
School staff
Other
(please specify
below)
3) What did you think of the Solution-Oriented Meeting Format?
Didn’t like it
Liked it
4) Did you feel involved in the decision-making process?
Yes
No
5) Do you feel hopeful that this meeting will help things to change?
Yes
No
……………………………………………………………………………………………………………………………………
Evaluation of Solution-Oriented Meeting Format
1) Date of meeting: ____________
2) Please circle your role:
Pupil
Parent
School staff
Other
(please specify
below)
3) What did you think of the Solution-Oriented Meeting Format?
Didn’t like it
Liked it
4) Did you feel involved in the decision-making process?
Yes
No
5) Do you feel hopeful that this meeting will help things to change?
Yes
Back to Contents
No
51
Taking A Solution Oriented Approach to Meetings January 2012
TEMPLATE
PLANNINING AND PREPARATION PROMPT / CHECKLIST
Facilitating A Solution Oriented Meeting
Facilitating a solution oriented meeting requires a range of actions by the facilitator/chair
before, at the start of, during and after the meeting.
AREAS / IDEAS TO REFLECT ON

Planning and Co-ordination of the Arrangements
What is the purpose of the meeting?
 What are the outcomes which need to be achieved?
 What is/are the problem/s / “task” which need/s to be solved?
 What are the priorities?
 Can any of the issues or agenda items be dealt with outside the meeting?
Are the right people invited and coming to the meeting?
What format of solution oriented meeting is best suited for your meeting/agenda
items?
eg 7 step meeting, review meeting, solution-building, generic?
Setting the Core Conditions
Agenda
Does the agenda make clear that this is a solution oriented meeting?
 Does the pre meeting information make clear that solution oriented principles will
underpin the meeting?
 Does the pre meeting information make clear that approximately 80% of the
meeting will focus on solution-building?
 Do the agenda items emphasise that this is a collaborative and solution oriented
meeting?
Eg Working together to develop positive behaviour strategies …
How to recognise the achievements of our pupils…
Recording of Actions / Outcomes
 How will the actions/outcomes be recorded? [see templates]
 Will you record actions/outcomes during the meeting?
 Who will do this?
 Is a timekeeper needed?
Meeting Area
 Are the principles on view in the meeting area?
 Are the necessary equipment and resources in place?
 Water / refreshments available?
“Prompt” / “script”
 A “prompt” / “script” mapped to the agenda can be a useful aid for the facilitator to
keep things on track. [see templates and exemplifications]
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Taking A Solution Oriented Approach to Meetings January 2012
TEMPLATE
PROMPT / SCRIPT
These prompts are a tool to help customise your own “script” and are not meant to be
prescriptive. You can choose and adapt the phrases which suit your own style and
context. NB No sign-up, no change. Collaboration enhances change. [Sycol]
Settling In, Establishing Core Conditions and Purpose
Welcome to this solution oriented meeting.
The next 45 minutes are really important for us / person’s name
The purpose of our meeting is collaborative solution-building/ to work together on how to…
We are here to do our best to move ahead/forward with how to …
We are here to work together on how to
The focus of this meeting is how to …
The issues we need to work on so that…x is achieved.. are….
We will spend approximately 20% of our time discussing the problem/issues/challenge[s] and
80% on what’s working and solution-building/ finding solutions.
Solution oriented principles underpin this meeting.
Remember the problem is the problem, not the person.
What would you like to achieve today?
For this meeting to be successful what would you like to achieve?
How will we know later if this meeting has been successful?
What are the issues/concerns we need to work on so that x is achieved?
If a large group of people are at the meeting you can encourage participation by all by asking each
participant to describe the problem in a couple of sentences to begin with.
I’d like to [go round the table and] hear from you in a couple of sentences what you think the
main challenges/issues/ problems we need to work on are …
Listening, Accepting, Acknowledging and Agreeing the Core Message
Try and use person’s own words when feeding back/summarising.
Listening, Accepting, Acknowledging
Can you tell me a little more about
I’d like to know / understand more about…
What do you mean by.........?
So you’ve been feeling down lately.
So things have not been easy lately – you seem to have coped well though…
It must have been difficult doing x / having to put up with y.
I notice that you are rolling your eyes a lot and I wonder what that might mean?’
Core Message
It sounds like / it seems as though:
x, y and z are the main issues/challenges that we/you need to work on… Am I right [in my
thinking?] How does that sound to you?
My understanding of the situation from what you have said is … Am I right [in my thinking?]
After summarising How does that sound to you? Have I captured the main
challenges/issues?
If I’ve understood you correctly…
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Taking A Solution Oriented Approach to Meetings January 2012
Keeping on Track
Keep referring to the agenda, the principles, 80 / 20% format, the flipchart / whiteboard
I’d like to [go round the table and] hear from you in a couple of sentences what you think the
main challenges/issues/ problems we need to work on are …
Can you briefly describe what you feel the challenges/problems/issues are for you/us?
Now that we have identified the main challenge/s I’d like to focus on working together on how
to ..
We’ve heard from X and Y now I’d like to bring in Z
How are we doing for time?
I’d like to summarise the issues/challenges/problems we have identified so that we can move
on to finding solution/s together.
…..the problem is the problem, not the person.
Identify and Recognise Skills and Strengths and Exceptions
Build on What Works
Now that we have identified the main challenge/s:
I’d like us to.. let’s focus on.. let’s identify what’s working well in these areas..
What’s improving in these areas?
What [existing] skills / resources do we have to manage these challenge/s?
When do these challenges/problems/issues not exist?
What are we/you doing differently?
Who knows/recognises this?
The fact we/you are already doing X will help us/you with Y.
What can we do more of for this to happen?
Envisaging a Better Future [preferred future], Goal setting,
Highlight Progress [Scaling]
What are we hoping to achieve?
If we/you were functioning at our/your best in relation to these challenges / problems /
issues…
What would we/ you like to be doing?
What would we/you be doing? What would we/you be doing differently?
What will we/you be doing differently at the next step up the scale?
What will others notice that will be different?
What can we do more of for this to happen?
What will be different when we/you start to achieve our/your goals?
What would we/ you like to be doing?
What would we/you be doing? What would we/you be doing differently?
What will we/you be doing differently at the next step up the scale?
What will others notice that will be different?
What can we do more of for this to happen?
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Taking A Solution Oriented Approach to Meetings January 2012
On a scale of 0 to 10 where 10 is our/your very best, where are we/you now?
What needs to happen for us/you to go on progressing up the scale?
What will be a sign that:
a small change is happening?
we /you have taken a small step forward?
things are beginning to improve / get better?
Who is the best person / who are the best people to take this forward?
How?
By when?
Next Steps / Finishing the Meeting / Evaluation
Can use flipchart / whiteboard to summarise problems/ strengths/next steps/action plan.
From our discussion we have agreed that …Use flipchart / whiteboard to summarise
problems/ strengths/goals/next steps/action plan.
our main problems/challenges/issues are..
what’s working in relation to our main problems/challenges/issues ..
what we want to achieve ..
where we are now in relation to this ..
our/your next step to achieve this/these outcome/s
So our Action Plan is that
What we/you will do
How we/you will do this
Who will do this
By when
If 10 equals the best meeting, where are we today?
What have we done that has made this meeting work well?
What needs to be different to make it better next time?
It would be great if we /you could keep a note of/ share positive changes/evidence of
improvements as we/you take action.
Let’s set a date for our next meeting …
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