There is this approach in behavioral sciences that challenges the assumption that solutions are always related to problems, and even questions the relevance of the notion of causality to changing and influencing human behavior. This approach is open to research, sensitive to the social, cultural and economic context of human and institutional behavior. It works with the behavioral proposition where the consumer, customer or market is saying to the organization show me what you got and even though there is no problem or no need we may be interested in what you are proposing. Let us here summarize the core arguments of this interesting perspective.
- Define goals rather than problems. What is more distinctive here for leaders for managers and for businesses is the de-emphasis on problem or needs definition. As long as you know where you are going and how to get there, it is not so important to know where you are coming from. The key statement here is that researching thoroughly a solution is sufficient if you are trying to make a significant contribution or difference.
- Emphasize solution talk rather than problem talk. The interesting argument, that creates a huge opportunity for the reflective practitioner, is that problem talk is perpetuating, it even reinforces the status quo, but solution talk leads to change and transformation. Solution talk is a core process of any personal, institutional and market change and transformation by structuring and deploying a positive and proactive response. The focus is on what is going well (solution talk) diminishing the emphasis on what is going wrong (problem talk), which may also function as a distraction task.
- Deconstruct the problem and acknowledge that a solution talk perspective demonstrate that because there are always exceptions to the problem, the person, the customer or the market predicament isnít always what it seems. Thus, deconstructing a problem is a process that can be adequately understood as a persuasive interaction, exchange or transaction aim at changing the individual, the institution or the market expectations.
- Find exceptions to the problem and encourage them to increase. The purpose of this strategy is to increase the frequency of competing responses or solutions through a variety of means, including the modification of response expectancies.
- Encourage person, customer, organization or market expectation of change. This is a matter of also altering, constructively, response expectation. (a kind of a healthy placebo effect). Here, interventions have to follow a systemic thinking or consider a wider and more comprehensive scope.
So we will like to share with the reader this very different approach that sometimes you donít have to waste time on definer problems in order to solve them! Focusing on solutions is a quick way of trying something different and seeing what happens.
Please, look at these simple, beautiful and profound behavioral propositions: SUSTAIN EXPLANATIONS ARE USEFUL AND NECESSARY ENDEAVORS FOR BEHAVIOR MODIFICATION, CHANGE AND TRANSFORMATION. However, in order to achieve results you have to present the concepts that are adequate to explain solutions, and people have to develop the skills to apply them in there everyday reality.
Copyright 2007 QBS, Inc.