How to Think Differently to Drive Results Innovation Training and Development
Michael Cardus
Imagine a solved version of the problematic situation by:
- making exceptions into the rule,
- changing the location of the complaint pattern,
- changing who is involved in the complaint pattern,
- changing the order of the steps involved,
- adding a new element or step to the complaint pattern,
- increasing the duration of the pattern,
- introducing arbitrary starting and stopping,
- increasing the frequency of the pattern,
- changing the modality of the problematic behavior.
– Steve de Shazer – Clues pp 99
Each of the above suggestions for change that is different are useful as a skeleton-key to break a pattern and cause you to take notice of what is different and what difference that makes.
I am cautious about the work ‘imagine’ because it may lead us to believe that we are creating a utopian end point.
I’ve argued before that utopian end points ignore the past, create self-imposed stress, and increase resistance due to the fact that they are generally achievable. In this context imagine is used to hold and slightly vary a pattern of thinking that we currently have in the face of the problem.
Leadership, change, problem solving is contextual interaction. There is an example of something that is a problem and it is worth improving. Knowing the context and observing the interactional difference within the suggestions above may be a skeleton-key that is close enough to open the door to cooperation, then create some momentum towards useful change.
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