Solution-Focused Management

Solution-Focused Management

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Description

The Solution-Focused Approach developed by Steve de Shazer and Insoo Kim Berg has been well established across many areas of society. In this book, the practical uses of solution-focused work in companies and management are shown. By means of conceptual contributions, as well as many case studies and projects in practice, current developments in Leadership, Marketing and Sales, Project Management, Work Design, Human Resources, Organisational Development and Learning, Training and Coaching, as well as Conflict Management are described. In addition, we also present empirical studies on the effect of solution-focused work in enterprises.show more

Product details

  • Paperback | 470 pages
  • 151 x 210 x 29mm | 623g
  • Hampp, Rainer
  • English
  • 18 Abb.
  • 3866180985
  • 9783866180987
  • 2,628,832

Table of contents

1;Preface;6 2;Contents;8 3;Introduction;12 3.1;Solution-Focused Management: Towards a Theory of Positive Differences;12 3.1.1;Summary;12 3.1.2;A concept spreads in the world of consulting and management;12 3.1.3;Towards a Theory of Positive Differences;13 3.1.4;The Principle of "Finding Differences" - what is different when it works?;14 3.1.5;The Interactional View;17 3.1.6;Social Construction of Meaning;20 3.1.7;Solution-Focused Management;20 3.1.8;REFERENCES;24 4;Principles of Solution-Focused Work in Management and Organisations;26 4.1;Steve de Shazer - a Different Kind of Cleverness;28 4.2;Constructing the Roots of Solution-Focused Practices;30 4.2.1;Summary;30 4.2.2;Becoming a both/and practitioner;31 4.2.3;Complex response processes;32 4.2.4;Conclusions;36 4.2.5;REFERENCES;36 4.3;"SF-Topology": mapping manageable solution components & contexts-;38 4.3.1;Summary:;38 4.3.2;Maps of maps and territories-;38 4.3.3;What's "a solution"? The linear parts -;39 4.3.4;Model Questions (for the linear part);41 4.3.5;Multiple causes and effects;42 4.3.6;Solutions - the reciprocal part -;43 4.3.7;Towards the core topology: combining the parts -;45 4.3.8;CORFU-questions;47 4.3.9;Some examples of applications:;47 4.3.10;Possible extensions of the model:;48 4.3.11;Conclusion;49 4.3.12;REFERENCES;50 4.4;Solution-Focused Transverbality: How to keep the Essence of the Solution-Focused Approach by extending it;52 4.4.1;Summary:;52 4.4.2;I ];52 4.4.3;II ];53 4.4.4;III ];53 4.4.5;IV ];54 4.4.6;V ];55 4.4.7;VI ];55 4.4.8;VII ];55 4.4.9;VIII ];57 4.4.10;IX ];58 4.4.11;X ];58 4.4.12;XI ];58 4.4.13;XII ];59 4.4.14;XIII ];62 4.4.15;REFERENCES:;63 4.5;Creating Attraction - Is there a hidden secret in the miracle question?;66 4.5.1;Summary;66 4.5.2;1. Establishing attraction: Creating a preferred future by distinguishing outcome, effects and benefits.;66 4.5.3;2. Experiencing attraction: discovering our own influence and impact;69 4.5.4;3. The fuel of attraction: creating and maintaining positive" states of minds";70 4.5.5;4. Creating and maintaining a big attractive picture: bringing( a new) "sense" into our lives;70 4.5.6;REFERENCES;71 4.6;Solution-Focused Situation Management: Finding Cooperation Quickly;72 4.6.1;Summary;72 4.6.2;Introduction;72 4.6.3;Method;73 4.6.4;Ask for a behavioural description:;74 4.6.5;Discussion;75 4.6.6;Practical exercise;77 4.6.7;REFERENCES;77 4.7;If it doesn't work, be someone else!;78 4.7.1;Summary;78 4.7.2;The background;78 4.7.3;The Be-Do-Have Model;79 4.7.4;The practical part;82 4.7.5;Conclusion;85 4.7.6;REFERENCES;85 4.8;Learning how to act simply in complex situations;86 4.8.1;Summary;86 4.8.2;Introduction;86 4.8.3;Simplicity;86 4.8.4;How is simplicity useful - to managers?;87 4.8.5;Simplicity and Solutions Focus;87 4.8.6;Simplicity in action;88 4.8.7;How to be simple;89 4.8.8;Conveying simplicity;90 4.8.9;A functionalist perspective;91 4.8.10;Staying focused on what's wanted;92 4.8.11;A linguistic perspective;92 4.8.12;Our workshop;93 4.8.13;REFERENCES;93 4.9;Creating Comfort Places in Discomfort Situations;94 4.9.1;Introduction;94 4.9.2;REFERENCES:;97 5;Research on Effects of Solution-Focused Work in Organisations;98 5.1;Effects of SF training on productivity and leadership behaviour;100 5.1.1;Introduction;100 5.1.2;Evaluation and solution-focused training approach;100 5.1.3;Training goals;101 5.1.4;Structure and timetable of the leadership training and evaluation instruments;101 5.1.5;Results of the evaluation study;102 5.1.6;Conclusion;108 5.1.7;REFERENCES;108 5.2;Solution-Focused leadership: The range between theory and practical application;110 5.2.1;Summary;110 5.2.2;The claim to work in a solution-focused manner;110 5.2.3;Description of solution-focused leadership (in literature).;111 5.2.4;The initial Pilot Study;113 5.2.5;How managers describe solution focus;113 5.2.6;Where solution orientation shows upshow more