英文原文
Solution-Focused Team Building | Activity Finding what works with teams
Solution-Focused team building can construct progress for your team. Below is an overview of solution-focused and the framework for the team-building activity. I’ve used solution-focused coaching with management teams to share with the leadership a way to discuss strategy, progress, and regress in a manner that creates next steps to increase what is working and decrease what is not working.
Solution-Focused Team Building Basic Principles
Identifying Solutions/ Progress: You make progress by identifying solutions.
Constructing Success: When something works, do more of it.
Locating Your Resources: Uncovering competencies and skills that you already possess.
Viewing Different Perspectives: Change your focus to different angles.
Understanding does not exist. There are only more or less useful misunderstandings. – Steve de Shazer
Use the available energy for exploring solutions and progress.
Instead of discovering more about the problem and difficulties, move to the level of solutions and work on detailed images of progress.
From the Level of Problems to the Level of Solutions: We create a thoughtful and constructive atmosphere by exchanging ideas about what is currently working and how you are identifying progress. Goals become tangible by describing the observable behavior you are noticing now and may see in the future. It is useful to find detailed information about what is working now, how progress will be recognized in the future, and what the consequences of these actions would be for other people.
Solution-Focused Team Building Coaching Activity
Time Frame: 30 – 60 minutes.
Guidelines: Determine who wants to find a solution to a problem. The person looking for the solution is the coachee, and the other people will serve as a coaching team.
Follow the flow below:
Phase: Preparing – The coachee takes some time to think about the solution desired. The team determines how to help the coachee best. An agreement on confidentiality and how to best help each other. Using this approach with a team requires a high trust level.
Phase: Presenting – The coachee speaks about how they could be best coached and what s/he is looking to gain from the time together. Only the coachee speaks. The team listens.
Phase: Solution-Focused Questions – The team chooses 2 to 3 questions from each SOLVED step before moving on to the next letter. Each team member randomly selects and asks a question from the solution-focused questions. The team doesn’t need to ask questions that build upon a theme. The mere asking the questions will move the coachee closer to a solution. The member team asks a question from the question list below and then may ask a follow-up question of their own to gain more detail or clarity. At this point, there is no advice, judgment, or suggestion offered by any party. Respect the helping relationship and confidentiality. Emphasis is on the questions and the person’s responses.
Phase: Admiration – Each person on the team shares with the coachee what they admire and what impressed them from their conversation. The coachee says ‘thank you’ to each person.
Phase: Reflecting – Team members offer some ideas based upon the discussion. The ideas should be phrased, “I wonder if you have ever tried ...” or “Based on what you have told me, what would happen if ...” The coachee listens and tries to determine what is useful based both on the earlier responses and the possible solutions being discussed.
Phase: Completing – The coachee responds to the Reflections above, starting with what seems most helpful and specifying some next steps and how progress can be measured. Only the coachee speaks.
Solution-Focused Team Building Questions
Situation: What needs to happen here today so that you can say that it is worth your time? What’s changed since you first realized this is a challenge? Share when, where, how, and who is involved? What are you doing when this problem is absent or less severe?
Observer: Suppose there is a miracle overnight that solves the problem or challenges you brought into this session. How will you start to discover the next morning that the miracle has happened? It is one week from now, and I am visiting you. What will be the 1st observable change I notice that makes me realize you have made progress? How will others see your progress?
Level: Where are you on a scale of 1 – 10? Ten means you have reached your goal entirely, and 1 means the opposite. On a scale of 1 – 10, where 10 means you’ve reached the point where you can stop worrying, and 1 means the opposite, where are you when you notice progress? On a scale of 1 – 10, where 10 means you are spending your time on another challenge, what does a 9 look like?
Validation: What are you already doing well that is keeping you at that level? In the past, how have you made progress on such challenges? What has happened to keep you at the number from your response on the scale?
Exceptions: Which situations in the recent past contained at least a small piece of your preferred future already happening? How did you do that? Where are you, and what are you doing when this challenge is gone? What is working well enough?
Decision and Direction: Clarifying how to proceed in the future, plus: From our discussion today, what will be your next small step? How will you share with us what was helpful from that step?
Solution-Focused Team Building Response Sheet: This is a response sheet that will be shared with the coachee. Please write your responses and questions; this way, the coachee can review your ideas for progress at a later time.
Person: Challenge: How the team can help: Your initial question: What impressed you about their response? Your follow up question: What impressed you about their response? “I wonder what would happen if ...” your suggestion or clue for a progress step.
中文翻译
焦点解决团队建设 | 活动寻找团队有效方法
焦点解决团队建设可以为您的团队构建进展。以下是焦点解决方法和团队建设活动框架的概述。我曾使用焦点解决教练与管理团队分享一种讨论策略、进展和退步的方式，以创建下一步来增加有效部分并减少无效部分。
焦点解决团队建设基本原则
识别解决方案/进展：通过识别解决方案来取得进展。
构建成功：当某事有效时，多做它。
定位您的资源：发掘您已经拥有的能力和技能。
视角转换：将焦点转向不同角度。
理解不存在。只有或多或少有用的误解。——史蒂夫·德·沙泽尔
利用可用能量探索解决方案和进展。
与其发现更多关于问题和困难的信息，不如转向解决方案层面，并致力于详细的进展图景。
从问题层面到解决方案层面：我们通过交流当前有效的内容以及您如何识别进展，来营造一个深思熟虑和建设性的氛围。通过描述您现在注意到和未来可能看到的可观察行为，目标变得具体。找到关于当前有效内容、未来如何识别进展以及这些行动对他人后果的详细信息是有用的。
焦点解决团队建设教练活动
时间框架：30 – 60分钟。
指南：确定谁想找到问题的解决方案。寻找解决方案的人是受教练者，其他人将作为教练团队。
遵循以下流程：
阶段：准备 – 受教练者花时间思考期望的解决方案。团队确定如何最好地帮助受教练者。就保密性和如何最好地互相帮助达成协议。在团队中使用此方法需要高度信任水平。
阶段：呈现 – 受教练者谈论他们如何能被最好地教练以及他们希望从这次时间中获得什么。只有受教练者发言。团队倾听。
阶段：焦点解决提问 – 团队在进入下一个字母前，从每个SOLVED步骤中选择2到3个问题。每个团队成员随机选择并询问一个焦点解决问题。团队不需要基于主题提问。仅仅提问就会让受教练者更接近解决方案。团队成员从下面的问题列表中提问，然后可以提出自己的后续问题以获得更多细节或清晰度。此时，任何一方都不提供建议、评判或建议。尊重帮助关系和保密性。重点是问题和个人的回应。
阶段：赞赏 – 团队中的每个人与受教练者分享他们从对话中欣赏和印象深刻的内容。受教练者对每个人说“谢谢”。
阶段：反思 – 团队成员基于讨论提供一些想法。想法应表述为“我想知道你是否尝试过...”或“基于你告诉我的内容，如果...会发生什么？”受教练者倾听并尝试根据早期回应和正在讨论的可能解决方案来确定什么是有用的。
阶段：完成 – 受教练者回应上述反思，从似乎最有帮助的内容开始，并指定一些下一步以及如何衡量进展。只有受教练者发言。
焦点解决团队建设问题
情境：今天需要发生什么，你才能说这是值得你时间的？自从你第一次意识到这是一个挑战以来，发生了什么变化？分享何时、何地、如何以及谁参与？当这个问题不存在或不太严重时，你在做什么？
观察者：假设一夜之间发生奇迹，解决了你带入本次会议的问题或挑战。你如何开始发现第二天早上奇迹已经发生？从现在起一周后，我来拜访你。我注意到的第一个可观察变化是什么，让我意识到你已经取得了进展？其他人将如何看到你的进展？
水平：你在1-10的尺度上处于什么位置？10表示你完全达到了目标，1表示相反。在1-10的尺度上，10表示你达到了可以停止担忧的点，1表示相反，当你注意到进展时，你处于什么位置？在1-10的尺度上，10表示你正在花时间处理另一个挑战，9看起来是什么样子？
验证：你已经做得好的是什么，让你保持在这个水平？过去，你是如何在这样的挑战上取得进展的？发生了什么让你保持在尺度上你回应的数字？
例外：最近哪些情况至少包含了你偏好未来的一小部分已经发生？你是怎么做到的？当这个挑战消失时，你在哪里，你在做什么？什么足够有效？
决策和方向：澄清未来如何继续，加上：从我们今天的讨论中，你的下一个小步骤是什么？你将如何与我们分享该步骤中有帮助的内容？
焦点解决团队建设回应表：这是一份将与受教练者共享的回应表。请写下你的回应和问题；这样，受教练者可以在以后回顾你对进展的想法。
人员：挑战：团队如何帮助：你的初始问题：他们的回应给你留下什么印象？你的后续问题：他们的回应给你留下什么印象？“我想知道如果...”你对进展步骤的建议或线索。
文章概要
本文介绍了焦点解决团队建设活动，旨在通过识别解决方案、构建成功、定位资源和转换视角等基本原则，帮助团队澄清目标并提升协作。活动框架包括准备、呈现、提问、赞赏、反思和完成等阶段，使用SOLVED模型提问（如情境、观察者、水平、验证、例外、决策和方向），强调通过提问而非建议来推动进展，并注重赞赏和反思以营造建设性氛围。文章还提供了回应表工具，以支持团队在30-60分钟内有效实施，促进目标澄清和团队进步。
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：这篇文章讲的是怎么让一个团队一起变得更好。它说，不要老想着问题，要多想想什么方法管用。比如，如果一件事做得好，就多做它；还要看看自己已经有什么本领。团队可以一起玩一个游戏，有一个人想解决一个问题，其他人帮忙问问题，比如“今天做什么会让你觉得时间花得值？”或者“如果明天问题突然解决了，你怎么知道？”问完问题后，大家要夸夸那个人，然后想想下一步怎么做。这样，团队就能更清楚目标，一起进步啦！
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，如关注解决方案而非问题、利用现有资源和例外情况。它通过SOLVED提问模型（情境、观察者、水平、验证、例外、决策和方向），系统性地引导团队从问题层面转向解决方案层面，强调目标澄清和可观察行为。活动设计注重赞美、未来导向和可能性探索，符合SFBT的积极建构主义视角，帮助团队在信任氛围中共同成长。
在实践上可以应用的领域和可以解决人们的十个问题：焦点解决团队建设可应用于职场管理、教育协作、社区发展和家庭沟通等领域。它可以解决人们的十个问题：1. 团队目标模糊不清；2. 沟通效率低下；3. 缺乏信任和凝聚力；4. 应对挑战时陷入问题思维；5. 个人资源未被充分发掘；6. 进展衡量困难；7. 决策过程缓慢；8. 冲突解决能力不足；9. 未来方向不明确；10. 团队动力和积极性下降。通过此活动，团队能更聚焦目标，提升协作效能。