焦点解决团体工作：目标导向的团队建设新思路

英文原文

Solution Focused Groupwork – a couple of ideas

Dear reader,

Many times queries and inquiries come about how to use Solution Focused Approach to Groupwork. So here are some ideas.

About groups and group work

A group:

has members who might or might not know each other,
might or might not want to be there,
have individual aspirations,
have different levels of motivation to participate.

Groups are not teams (can be but not necessarily) – Solution Focused process might in some ways be more straightforward with teams because they already have a common goal or direction (or conflict!) but groups may not.

Same as working with individuals, in group work, the Solution Focused worker is totally in the unknown. It is also very likely that participants will not want to cooperate or expose themselves individually (especially adolescents for instance!). However, they might be very happy to get to know their other peers. The worker’s task is to communicate to the participants that they own the group work. Once they take the ownership of the activity, the rest of the process is rather simple. It’s similar to building the contract with individual clients – once you both agree on the direction, the Solution Focused process can start.

Compared to individual work, group work:

may be slower at each SF stage (more time for the contract, more time for the preferred future, etc., depending on the group size and facilitator’s approach to working with groups),
has a group dynamic going, which can affect the group work (i.e. some participants are more extravert than others, more willing to engage, etc.),
there is a risk to lose individual participants to keep the group running,
brings huge rewards and pleasure for the worker, as after building the contract (common group agreement and individual hopes), the group does most of the work itself, while the worker steps back, becomes the facilitator the process and holds the space for them.

Group activity

Below is an example of the whole Solution Focused (SF) group process description. These exercises were developed through lots of failures and some successes working with diverse groups. It is very rare to have an opportunity to run the whole SF process, mainly because of lack of time. If so, you might want to choose what suits a certain group and group aim. Groupwork can pretty much take any facilitation methodology you come up with. If you like music, use music. If you like people to move around a lot, use that. The important thing is to be transparent with the group of what you are inviting them to do (the language of “inviting” rather than “getting” them to do something works better) and give very simple and clear instructions. This way it is likely that the group will perceive you as someone who is with them and will give them a chance to express their aspirations and needs, hence taking over the ownership.

Contract or building the platform,

a) Introductions – when the group members do not know each other (or do not know each other well):

find a partner you don’t know (or don’t know well)
think of one thing you’re really pleased about (individually)
introduce yourself to your partner (name, what you do/where you come from, etc., what went well)
turn to another pair and make a four: introduce your partner by transforming what you heard about them into a compliment.

b) building common agreement (contract): from I to we (suitable for groups up to 50 where the common goal of the group is yet unknown):

What is my hope for this event (training, group meeting) as myself?
What is my hope from this event (how will I know this activity has been useful for me when it is over and I am back home)?
What do I need to function well in the group?
What do we need to function well in the group?

Each participant writes individually, then in their fours (or fives if the group is larger) discuss what they’ve written and create some “ingredients for the common agreement”. Then pick one person who will share it with the whole group. The facilitator then introduces the common agreement and a “parking lot” for additional rules and suggestions that might not have been addressed or might occur later.

Preferred Future,

This can be done with the whole group at once, changing partners with each question. The exercise is exploring what the group members came for with their peers. The point is not to tell what they came for (not to disclose their best hopes)but only describe the difference it would make. If working on individual hopes, the facilitator invites the participants to think of something they want to change in their lives (a positive change). If working on group’s hopes, the miracle will change (insert what the group comes up with as a desired outcome, perhaps take it from the common group agreement).

Make a people carrousel (facing each other, each round changing partners) with questions such as:

Think of the weirdest question you could ask (invites them to the miracle, creates a lively atmosphere)
What in your life is already going well?
Imagine a miracle happened and what you came here for (or the purpose of the activity in case there is a very clear purpose to which everyone agrees) is already happening (is the best activity you ever attended). What would be the first sign to you?
What would be different for you in your life, if this miracle happened?
What gives you the confidence that you have got the potential to reach your desired outcome (in case it is the common outcome -what is already giving you the clues that you will benefit from this activity hugely?)
Which skills and resources are you already possessing that might support you on this journey (in case it is the activity itself, which skills and resources of yours will be most valuable in this group to make this activity worthwhile?)
Who would you most like to share your successes with when you return home? Why?
What will other group members be noticing about you that will tell them you are benefiting from the activity? (optional, only if everybody really wants to be there).

Instances of success,

An example of tracking instances of success is the exercise called “Hot seats”. You can change the setting based on whether the group is focused on individual or group outcomes. This exercise is only appropriate when there is enough group trust and enough time for everyone to sit on “hot seats”.

The setting:

Having someone present a case/plan/idea,
Having two or three people asking more details around their case/plan/idea,
Having the audience tracking instances of success, such as observing what in this idea/plan is already going well. When people in other hot seats stop asking questions, the audience provides appreciative feedback to the person presenting their case/idea.

Using scales in group work,

Can be done for very different purposes, for instance:

to check with the group where we are during the activity (10 is you are benefiting perfectly from the activity and 1 is you are not benefiting at all – on a scale mark where you are currently, then explore together how come it is not lower and what would be the signs of a n+1)
to get ideas from peers (scaling walk, useful to close the activity)
to track footsteps into signs of progress (useful to close the activity)
etc.

Closing

a) When the group is mature and coming towards an end:

Stick papers on each other’s backs. Each participant writes things they appreciated about other participants on their back. They mingle among themselves with the aim to write to as many backs they can. At the same time others will write on their own backs and the key is not to pay attention who is writing on your back.

After 10-15 mins or so (depending on the group’s size), come back and sit in a circle. Take the papers off your back and read it. Pick three things that touched you most and write them on a small piece of paper to keep with you forever. Share in a circle (optional).

b) in crisis situations

Have a cubicle and a list of 6 SF questions such as What do we have to get right, how will we know we are moving forward, What is still working well, etc. and offer participants to randomly throw it at each other. This activity rearranges the power relations and returns the ownership of the activity to the group.

c) final closing

Allow the group to organise itself how they would like to close the activity. It can be sharing in the circle, using some symbol cards (i.e. Dixit cards) and hold the space for their comments, questions, curiosity.

All of these exercises can be adapted for online groups, using digital tools.

Group activity

Hope you found this article useful, do give it a go and share it as you wish. And if you would like to sharpen your skills as a group leader and facilitator, Chris Iveson and myself will run another groupwork course at BRIEF in autumn 2022. These courses are incredible and always lead to new innovations, for example this one from last year:

And some other very useful resources for group activities:

SF Activities: Rohrig, P., & Clarke, J. (Eds.). (2008). 57 SF Activities for Facilitators and Consultants: Putting Solutions Focus Into Action. Solutions Books.

Different methodologies: Salto-youth Toolbox for Training: https://www.salto-youth.net/tools/toolbox/ (accessed on Mar 11^th 2022).

Wishing you lots of fun with your groups!

Biba

A group of international group trainers from Prague

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March 29, 2022Ribalon group facilitation, group work, sf groupwork, SFBT, Solution Focused, solution focused brief therapy

中文翻译

焦点解决团体工作——几个想法

亲爱的读者，

经常有人询问如何使用焦点解决方法进行团体工作。所以这里有一些想法。

关于团体和团体工作

一个团体：

成员可能彼此认识或不认识，
可能愿意或不愿意参与，
有个人愿望，
有不同程度的参与动机。

团体不是团队（可以是但不一定是）——焦点解决过程在某些方面可能对团队更直接，因为他们已经有共同的目标或方向（或冲突！），但团体可能没有。

与个体工作一样，在团体工作中，焦点解决工作者完全处于未知状态。参与者很可能不愿意合作或暴露自己（尤其是青少年！）。然而，他们可能很高兴认识其他同伴。工作者的任务是向参与者传达他们拥有团体工作。一旦他们承担起活动的所有权，其余的过程就相当简单了。这类似于与个体客户建立合同——一旦双方就方向达成一致，焦点解决过程就可以开始。

与个体工作相比，团体工作：

在每个焦点解决阶段可能更慢（更多时间用于合同，更多时间用于偏好未来等，取决于团体规模和引导者处理团体的方法），
有团体动态，可能影响团体工作（例如，一些参与者比其他参与者更外向，更愿意参与等），
存在失去个体参与者以保持团体运行的风险，
为工作者带来巨大的回报和乐趣，因为在建立合同（共同团体协议和个人希望）后，团体自己完成大部分工作，而工作者退后，成为过程的引导者并为他们保持空间。

团体活动

以下是整个焦点解决团体过程描述的一个例子。这些练习是通过与不同团体合作的许多失败和一些成功发展而来的。很少有机会运行整个焦点解决过程，主要是因为时间不足。如果是这样，你可能想选择适合特定团体和团体目标的内容。团体工作几乎可以采用你想出的任何引导方法。如果你喜欢音乐，就用音乐。如果你喜欢人们多走动，就用那个。重要的是要透明地告诉团体你邀请他们做什么（使用“邀请”而不是“让他们”做某事的语言效果更好），并给出非常简单清晰的指示。这样，团体很可能将你视为与他们在一起的人，并给他们表达愿望和需求的机会，从而接管所有权。

合同或建立平台，

a) 介绍——当团体成员彼此不认识（或不熟悉）时：

找一个你不认识（或不熟悉）的伙伴
想一件你真正高兴的事情（个人）
向你的伙伴介绍自己（姓名、你做什么/来自哪里等，什么进展顺利）
转向另一对组成四人：通过将你听到的关于他们的话转化为赞美来介绍你的伙伴。

b) 建立共同协议（合同）：从我到我们（适合最多50人的团体，其中团体的共同目标尚不明确）：

作为我自己，我对这次活动（培训、团体会议）的希望是什么？
我从这次活动中希望什么（活动结束后我回到家时，如何知道这次活动对我有用）？
我需要什么才能在团体中良好运作？
我们需要什么才能在团体中良好运作？

每个参与者单独写，然后在四人组（如果团体更大，则五人组）中讨论他们写的内容，并创建一些“共同协议的成分”。然后选一个人与整个团体分享。引导者然后介绍共同协议和一个“停车场”，用于处理可能未解决或可能后来出现的额外规则和建议。

偏好未来，

这可以与整个团体一起完成，每个问题更换伙伴。练习是探索团体成员与同伴一起来的目的。重点不是告诉他们来做什么（不透露他们的最佳希望），而只是描述它会带来的不同。如果处理个人希望，引导者邀请参与者思考他们生活中想改变的事情（积极改变）。如果处理团体希望，奇迹将改变（插入团体提出的期望结果，可能从共同团体协议中提取）。

制作一个人旋转木马（面对面，每轮更换伙伴），问题如：

想一个你能问的最奇怪的问题（邀请他们进入奇迹，创造活跃氛围）
你生活中什么已经进展顺利？
想象一个奇迹发生了，你来这里的目的（或活动的目的，如果有一个非常明确且每个人都同意的目的）已经发生（是你参加过的最好的活动）。对你来说第一个迹象会是什么？
如果这个奇迹发生，你的生活会有什么不同？
什么让你有信心你有潜力达到期望结果（如果是共同结果——什么已经给你线索，你将从这个活动中大大受益？）
你已经拥有哪些技能和资源可能支持你在这段旅程中（如果是活动本身，你的哪些技能和资源在这个团体中最有价值，使这个活动值得？）
当你回家时，你最想与谁分享你的成功？为什么？
其他团体成员会注意到你什么，告诉他们你正从活动中受益？（可选，仅当每个人都真的想在那里）。

成功实例，

跟踪成功实例的一个例子是名为“热座”的练习。你可以根据团体是关注个体还是团体结果来改变设置。这个练习仅当有足够的团体信任和足够时间让每个人都坐在“热座”上时才合适。

设置：

让某人呈现一个案例/计划/想法，
让两三个人询问他们案例/计划/想法的更多细节，
让观众跟踪成功实例，例如观察这个想法/计划中什么已经进展顺利。当其他热座上的人停止提问时，观众向呈现案例/想法的人提供欣赏性反馈。

在团体工作中使用量表，

可以用于非常不同的目的，例如：

与团体检查我们在活动中的位置（10表示你从活动中完美受益，1表示你根本没有受益——在量表上标记你当前的位置，然后一起探索为什么不是更低，以及n+1的迹象会是什么）
从同伴那里获取想法（量表行走，用于结束活动）
跟踪进展迹象的足迹（用于结束活动）
等。

结束

a) 当团体成熟并接近结束时：

在彼此背上贴纸。每个参与者在别人背上写下他们欣赏的事情。他们互相走动，目标是尽可能多地写背。同时其他人会在他们自己背上写，关键是不注意谁在你背上写。

大约10-15分钟后（取决于团体规模），回来坐成一个圈。从背上取下纸并阅读。挑选最触动你的三件事，写在一张小纸上永远保存。在圈中分享（可选）。

b) 在危机情况下

有一个立方体和6个焦点解决问题列表，如我们需要做对什么，我们如何知道我们在前进，什么仍然运作良好等，并让参与者随机互相扔。这个活动重新安排权力关系，并将活动的所有权归还给团体。

c) 最终结束

允许团体自己组织他们想如何结束活动。可以是圈中分享，使用一些符号卡（例如Dixit卡），并为他们的评论、问题、好奇心保持空间。

所有这些练习都可以适应在线团体，使用数字工具。

团体活动

希望你觉得这篇文章有用，试试看并随意分享。如果你想提高作为团体领导者和引导者的技能，Chris Iveson和我将在2022年秋季在BRIEF举办另一个团体工作课程。这些课程非常棒，总是带来新的创新，例如去年的这个：

以及其他一些非常有用的团体活动资源：

焦点解决活动：Rohrig, P., & Clarke, J. (Eds.). (2008). 57 SF Activities for Facilitators and Consultants: Putting Solutions Focus Into Action. Solutions Books.

不同方法：Salto-youth Toolbox for Training: https://www.salto-youth.net/tools/toolbox/ (accessed on Mar 11^th 2022).

祝你和你的团体玩得开心！

Biba

来自布拉格的一群国际团体培训师

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文章概要

本文介绍了焦点解决团体工作的几个核心想法，特别强调目标导向的团队建设练习。文章首先区分了团体与团队，指出团体成员可能缺乏共同目标，因此焦点解决过程需要引导成员建立所有权和共同协议。然后详细描述了团体活动的全过程，包括建立合同、探索偏好未来、跟踪成功实例、使用量表以及结束活动的方法。这些练习旨在通过邀请而非强制的方式，让团体成员表达个人愿望和需求，从而促进合作和进展。文章还提到这些方法可适应在线团体，并提供了相关资源，强调焦点解决团体工作能带来巨大回报和乐趣。

高德明老师的评价

用12岁初中生可以听懂的语音来重复翻译的内容：这篇文章就像是在教我们怎么和一群小伙伴一起玩游戏，但这不是普通的游戏，而是帮助大家变得更开心、更团结的游戏。首先，我们要知道，小伙伴们可能互相不认识，或者不想玩，但没关系，我们可以用一些有趣的方法让大家愿意参与。比如，我们可以互相介绍，说说自己高兴的事情，或者一起制定游戏规则。然后，我们可以想象一个奇迹发生了，比如我们变成了超级团队，然后想想那时候会有什么不同。我们还可以用“热座”游戏，让一个人分享想法，其他人帮忙找好的地方。最后，结束时我们可以互相写赞美的话，或者用一些卡片分享感受。这些方法都可以在网上玩哦！

焦点解决心理学理论评价：这篇文章完美体现了焦点解决短期治疗（SFBT）的核心原则，特别是目标导向和资源导向的理念。它强调通过建立共同协议和探索偏好未来，引导团体成员从“我”转向“我们”，这符合SFBT的建构主义视角，即解决方案由参与者共同创造。文章中的练习，如“热座”和量表使用，展示了如何聚焦于成功实例和进展迹象，而不是问题分析，这强化了SFBT的例外寻找和缩放技术。此外，使用“邀请”语言而非强制指令，体现了尊重和赋权，这是SFBT中合作关系的基石。整体上，文章将SFBT理论灵活应用于团体情境，突出了团体动态中的积极潜能和未来可能性。

在实践上可以应用的领域和可以解决人们的十个问题：焦点解决团体工作可广泛应用于教育、职场、社区服务和心理健康等领域。它可以解决人们的十个问题：1. 在团队中缺乏沟通和合作，通过建立共同协议促进对话。2. 个人在团体中感到孤立或不被理解，使用介绍活动增强归属感。3. 团体目标不明确或冲突，通过偏好未来探索统一方向。4. 成员参与动机低，用邀请式语言和有趣练习激发兴趣。5. 团体进展缓慢或停滞，跟踪成功实例和量表检查推动前进。6. 危机或压力情境下团体功能失调，采用立方体活动重新分配权力。7. 在线团体互动不足，适应数字工具保持参与度。8. 个体缺乏自信或资源意识，通过技能和资源问题增强自我效能。9. 团体结束时的失落感，用赞美和分享活动巩固积极体验。10. 促进跨文化或多样性团体的融合，利用共同协议和奇迹问题建立共识。这些应用都聚焦于赞美现有优势、设定清晰目标和探索未来可能性，帮助人们在团体中实现积极改变。