The team responsible for a cross-functional program at the Canadian member firm of a global matrix professional services organization had identified a need for a national change management strategy to meet its local context. The strategy was developed through a series of stakeholder interviews using a Solution-Focus approach. A Solution-Focus method was also applied to planning the strategy development process. While a change management strategy was delivered, the difference a Solution-Focus approach made was that high influence stakeholders had identified the degree of change and the components of the platform for change. As a result, early on in the process, their commitment, buy-in, and accountability to driving the change had been established. Furthermore, the more resistant stakeholders realized the progress made in the program and organizational capabilities which could be drawn upon; thus, also increasing their commitment and accountability. The resource gossip with the reviewers was so insightful as it helped me to understand that by doing two things I could become even more Solution-Focused right now. First, asking the Future Perfect more frequently in organizations. For example, “Suppose this was a success, what would be different?” and to ask this question from each of the stakeholders’ perspectives is important. Second, to think about any piece of work as a continuum along which the Solution-Focus process drives change before and after a piece of work is delivered.

Strategy development and execution are often considered distinct activities; especially, in a consulting model. In the area of change management, such a mindset can lead to missed opportunities to drive change. This exercise in building a change management strategy taught me that the two activities overlap and Solution-Focus offers a way to start driving the change from the very first stakeholder conversation. This is indeed desirable in enabling sustainable organizational change. What was better than expected? First, the process of change started before the strategy had been developed. Second, increased levels of support for all stakeholders came about with each conversation including those that stakeholder mapping and analysis had indicated were resistant. Third, ways to enable sustainable change was identified through considering different perspectives on success and progress. Understanding the unique needs of stakeholder groups is key to establishing the platform for change. Asking know-how and noticing questions about client identified success increases the feeling of capability and observations about progress. This is useful in strengthening the support of key stakeholders and increasing the level of support of more resistant ones; thus, increasing their likelihood of actioning the change. In addition, asking which stakeholders need to notice success happening, what they’ll notice is different, and the structure and support needed for continued progress is key to building a sustainable strategy.

First revieer: This is a clear and well thought out Solution Focused piece of work, with a clear beginning, middle and end, that clearly sets out how Rani helped a range of internal customers in her organization focus on what is working in terms of their knowledge management with their clients, and helped them come up with a change management strategy that they co-created and therefore owned and found far more relevant than a possible externally imposed solution. What is particularly clear and impressive is her pervasive and subtle use of Solution focused questioning in interviews to help them shift from being more traditional problem focused experts on what is not working to becoming ‘noticing experts’ on what is working, and on focusing more and being energised more by client inspired success stories. A powerful clue that they found Rani’s Solution focused piece of work useful is that the interviewees then used the same questions with their own clients. Another clue for me as reviewer is that I notice I am leaving this review process having learnt loads ( 28 clues) and full of tips to myself on how to powerful SF can be with problem experts.

Second reviewer: I am very pleased that this case shows solution focus being applied in an organization of rational thinkers where systematic reasoning is likely more valued over intuitive thinking. I am impressed by how Rani fearlessly applied the SF approach with senior leaders in her own organization who were not familiar with the model for change. By treating her leaders as clients for change and by ‘not knowing’, she opened them up to fresh thinking and better results.

Rani is currently responsible for the Consulting & Deals Knowledge Management program at PwC Canada. She completed the Solution-Focus certificate program at the Faculty of Social Work, University of Toronto, in June 2011. Rani has worked internationally in the professional services industry to drive organizational change across a company’s operations. She is currently a member of the Strategic Leadership Forum and Rotman Women in Business Initiative. A former Toastmaster, she has delivered speaking engagements and facilitated sessions for the Conference Board of Canada, University of Toronto, and SLA Toronto Chapter. Rani has been an SFCT member since 2010.