Our Approach
The principles that we use are based on the conclusions of a group of researchers and clinicians who, over the years, had set themselves the task of understanding the factors involved in generating change. Thirty years ago, a startling book, “Change: Principles of Problem Formation and Problem Resolution” (Paul Watzlawick and others) revolutionised how problems were perceived. The book’s authors examined how problems arise – and why predicaments were perpetuated in some cases; but resolved in others. Their starting point – that successful changing of matters is not necessarily sourced in conventional logic (as pointed out above) - seemed to run in the face of common sense.
On this, they demonstrated that frequently, change was actually blocked by conventional and logical analyses of the problem – and by the use of common sense approaches. What, they asked, would happen if individuals chose to act in exactly the opposite direction to that indicated by reasoning? What if the solutions were being prevented by the very actions taken to try and solve matters?
This early research coming from the Palo Alto Mental Research Institute (developed by others) and the work of clinicians such as Milton Erickson formed the innovative starting point for a refreshing new look at problem resolution and change. Although they were looking in the main at changes in individuals, couples and families - the same principles apply to work situations and to other circumstances that individuals and organisations struggled with.
They pointed out that our responses were often repetitive and locked into patterns that were limited; and, therefore, limiting. If we questioned the links and assumptions that we made, we could find new ways of changing ourselves; and of changing our interactions with others (hence strategic pattern intervention). Following the same principle, if we looked at the unexamined links and assumptions we were using currently for problem solving, we would find how we had been (unaware that we were doing so) restricting our potential for sorting matters.
Thus, the aim is to develop creative solutions to break into the deadlock between the current situation and the desired outcome. Although, those solutions often appear to come from left field, a careful analysis of the choice of action will demonstrate a well-reasoned rationale for the choice.
A few of the core building blocks are outlined in the sub pages under the link 'Our Approach', on the left.
