Book review – originally written for ‘Training Journal’
Title: The Solutions Focus: Making Coaching & Change SIMPLE (2nd Edition)
Authors: Paul Z Jackson & Mark McKergow
Format: Softback
Price: £16.99
Publisher: Nicholas Brealey International
Website: www.nicholasbrealey.com/www.solutionsfocus.com
Date: 2007
ISBN-13: 978-1-904838-06-7
This book first came out in 2002. To the new edition have been added chapters 10-13
focusing on examples of how the Solutions Focus approach has been applied in
reality. As it says on the back cover, this book is about ‘find what works and do more
of it.’ The authors challenge the focus on looking at causes and analysing problems,
instead focusing on possibilities and what is.
In chapter 2 the authors introduce us to the SIMPLE principles behind the approach,
which includes reflecting a client’s language. They then take us through the Solution
tools, which are briefly: Platform (current position), Future Perfect (specifically where
you want to be), Counters (resources, skills, etc), Scale (a way of measuring
progress), Affirm (positive reinforcement) and Small Actions (next steps).
There are many ideas behind the approach, some of which you may already be
familiar with but not necessarily within the context of the Solutions Focus approach.
For example, accepting at face value what is presented to you rather than trying to
second guess what might be the ‘real’ situation; that there is no one right way of
looking at an issue; and that no problem happens all the time. Chapter 15 provides a
useful overview of where the approach came from, including references to Milton
Erickson and Systems theories.
I had something of an academic quibble with the book. The authors criticise the use
of theories in trying to understand problems. They present the Solutions Focus as
being ‘the theory of no theory’ because the idea is to adapt the approach to the
situation you are facing. For me they have still created a theory, a suggested way of
dealing with situations, based on some assumptions/theories/experiences of how
humans can bring about change. That is not to detract at all from what they offer,
simply an observation.
From a practical point of view, the book is clearly written and contains a wide range
of real-life examples to illustrate the approach. Though I did find it rather repetitive
and felt it could have been shorter. This is possibly because may of the principles and
tools overlap with each other so talking about one naturally leads to yet more
reference to the others. On the upside this certainly helps the approach to stick in
your mind. For a really useful quick overview, there is a diagram on page 127 which
captures the approach on one page. Throughout there are examples of questions you
could use in a coaching or day-to-day context, as well as suggestions on how to use
the approach. The authors explain the OSKAR model of Solutions-Focus coaching. I
particularly liked the section on Team Coaching with the exercise around ‘positive
paranoia’ and how to do ‘Guerilla Solutions Focus’ (essentially, how to use the
Solutions Focus when others in your team are focused on what can’t be done). For
those that want to look into the area more, there is a comprehensive bibliography and
the related website also provides links to other sources of information and consultants
using the Solutions Focus approach.
Overall, I would happily recommend this book to those who would like to explore a
positive approach to dealing with problems and change from a personal through to
organisational level. It is suitable for anyone in the development field who is not
already using such an approach, and also for managers interested in different ways of
approaching problems at work.
Innovation = 4
Content = 4
Clarity = 5
Value for money = 4
Overall recommendation = 4