Scales: practical change tools

© 2004, Coert Visser

Scales (De Shazer, 1986) are among the simplest most appealing and accessible tools that have emerged within the practise of the solution-focused approach to change management. Scales are very easy to use and have many applications. With this article I want to give you a quick guide to using them.

How do you use scales?

Below, I will first explain the basics of using scales:

1. Explanation of the scale: the coach explains that the scale goes from 0 to 10. 0 stands for the situation in which the problem is at its worst and 10 stands for the situation in which the problem is completely gone and the desired state has been achieved.
2. Ask for the score: the coach then asks the coachee what his current position on that scal is (this is called ‘the platform). The coach has does not judge whether this score is ‘right’ or not.
3. Focus on what is already there: then the coach asks how the person has already come to this position. What made this possible? Thus, the coach focuses strongly on what is already there, instead of on what has yet to be done.
4. Visualize the desired state: then, the coach invites the coachee to describe higher points on the scale. For instance, the 10 position, in which the desired state will be completely achieved.
5. Invite to take 1 step forward: then, the coach invites the coachee to take one small step forward.

The following picture shows all the elements mentioned above:

Case: communication

John is a project manager who is sent to a coach by his manager who thought he communicated too bluntly. After about 10 minutes, the coach begins to use the scale technique.

CONSULTANT: John, on a scale from 0 to 10, on which ‘ stands for ‘my communication at its worst’ and 10 stands for ‘ my communication at its best’, where would you say you are now?

JOHN: Mmmm... I would say about a 5 or 6... Let’s say I am at a 5½ now.

CONSULTANT: A 5½ ? That is great. So you have gone from a 0 to a 5½.. What are some of the things that helped you to do that?

JOHN: I am less impulsive than I used to be. I try to think before I say something. I have learned not to say just anything that pops into my mind. I used to do that but now I don’t do that anymore.

CONSULTANT: Aha. How do you remind yourself to think before you speak?

JOHN: I have learned that it usually makes things worse. So I just say to myself: ‘ stop, don’t say it!’

CONSULTANT: Terrific! What else has helped you achieve that 5½?

JOHN: (pause)... one thing I do is ask other people’s advice before I communicate.

CONSULTANT: Ok. How does that help?

JOHN: It’s good to learn how other people look at a situation. You get a broader perspective. It helps me to be more subtle and diplomatic in my responses.

CONSULTANT: More subtle and diplomatic?

JOHN: Yes. For instance, when I had to send an email last week I was really mad at first and my first impulse was to write a furious email. But I did not do that. I wrote an email and asked a colleague to read that before I send it. Just the thought that someone will look at my text before I send it helps me to be more aware of how to write it. After she’d read it, I changed a few more things. In the end the email was much better that the one I would have sent if I’d done it impulsively.

CONSULTANT: Ok, I can see that. Now, imagine how your communication would be at a 10. Could you describe that for me?

JOHN: Mmmm... I guess it would be more conscious and tactful.

CONSULTANT: How would I recognize that it was conscious and tactful?

JOHN: There would be no badmouthing, no attacks. There would be understanding for the other person’s view and position. Yet, it would be very clear what my view was too.

Different types of scales

In the process of change there are various types of scales one might use.

1. Success scale: this is the scale used most frequently. It is the scale on which 0 stands for the problems at its worst and a 10 for the desired state. This ‘success’ can stand for any change topic you like (coping with stress, improving sales success, solving a conflict, and so on). Of course, you can use this scale by asking questions like: where are we now on the scale, what has helped us to get there? What would be different at the 10-position? What might be a small step forward?
2. Motivation scale: this scale is used to talk about and strengthen the motivation of individuals or groups. On this scale a 0 might stand for: I am not prepared to do anything at all to accomplish change and a 10 stands for I am prepared to do anything to accomplish this change. Again, you can ask all the normal scaling questions like the ones we mentioned above.
3. Confidence scale: this scale is used to talk about and strengthen the confidence of individuals or groups that they can accomplish change. A 0 might stand for: I have absolutely no confidence that I can accomplish this and a 10 might stand for: I am sure I can do this.
4. Independence scale: this scale we use to talk about and strengthen the independence of individuals or groups in the process of change. As solution-focused consultants we do want to help clients but don’t want them to become dependent on us. On this scale a 0 might stand for: I/we cannot do this alone and desperately need outside help (from a consultant for instance). A 10 might stand for: I/we know how to proceed independently with this change process and don’t need outside help anymore.

Scales are often used in one-on-one situations like coachings and appraisal conversations. But they are also very applicable in group situations. A great exercise with scaling is scalewalking. I learned it from Paul Z. Jackson. This exercise can be done individually but is also very suitable for use in groups, small and large (we have done this exercise with groups up to 70 people). This is how it goes:

Scalewalking

You ask the members of the group to imagine that one side of the room represents zero, the other side 10. Then you ask hem to think of our current position on the scale as N and you ask all to come and stand at position N. Next, you ask them to look back at the 1 position and ask them what they see and what has brought them to position N. Then you ask them to turn around and look at position 10 and ask them how this feels. Then you invite them to come and stand at position 10 and ask them to visualize how this would be and what would be possible when they would stand here. Then they step back to their current position N and you ask them to imagine one small step forward they we might take. And then you invite them to take this step once they have thought what it was.

Now you?

The possibilities of scales are practically endless. You can invent any type of scale you find useful.

Now imagine the following scale. 0 stands for ‘Scales seem completely useless to me’ and 10 stands for ’I really feel like trying this out’. Where are you now?

References

1. De Shazer (1986). An indirect approach to brief therapy. In S. de Shazer & R. Kral (Eds) Indirect Approaches in Therapy.

This article was published on HR.com.

The POWERS of the Solution Focus

An Effective Approach to Individual and Organizational Development

© 2003, Coert Visser and Gwenda Schlundt Bodien

In an earlier article we outlined a highly effective approach to coaching, the solution focus. We use this approach not only in management coaching but also in organizational consultancy and training. It is highly simple, respectful and effective. This article is not intended to replace some of the fine books there are about solution-focused consultancy (see below). Instead, we have searched for a very simple and brief description of the solution focus that is accessible and easy to remember. We came up with acronym POWERS, which stands for:


P - problems are acknowledged but NOT analyzed
O - outcomes desired are specified
W - where are you now on the scale?
E - exceptions to the problem are keys to solutions
R - relationships are enhanced and made productive
S - small steps forward leads to larger change

Below we explain the POWERS acronym letter by letter.

P - problems are acknowledged, not analyzed
Problems are an important starting point in the solution-focused approach. Sometimes people think that solution-focused working is a positive change approach (true!) and should therefore not pay attention to problems (not true!). Acknowledging problems is important. Paying attention to what is bothering you provides motivation to change your situation and is therefore useful. But the way attention is paid to the problem is crucial. With the solution focus attention is paid to what the problem is and how it is bothering you. But that is as far as it goes. There is no further analysis or diagnosis aimed at finding the causes of the problem. Why not? Because, in complex systems (like organizations) it is generally impossible to find THE cause. Instead, you will find more and more causes. This is because in organizations most problems are created by the interactions between many people. Solutions are often not directly linked to the causes of the problems. Knowing the causes of a problem doesn’t necessarily mean that you will also find a solution that works.

So, acknowledging problems is key, searching for causes is not. By the way, the word problem as we use it, does not necessarily refer to the presence of a bad thing (for instance an unfriendly colleague) but can just as well refer to the absence of a good thing (for instance an unfulfilled aspiration).

If someone seems really overwhelmed by the problem s/he has, a solution-focused consultant/coach, while acknowledging the seriousness of the situation, can help the client by normalizing the situation. For instance by saying: “We see this problem a lot in our work”. Also he might say something like: “Wow, despite this serious situation you seem to manage quite well!”

O - outcomes desired are specified
Once you have established what the problem is you ask what your client would like to have instead. It is important to notice that an objective is not simply the absence of the problem. For instance, if an employee is dissatisfied with his job, ask him what he would like to do instead. The desired outcomes are specified in behavioral terms. As a coach or consultant you can help specifying the objectives by asking questions like: “What will be different when the problem is solved?” And: “How will you behave when you have achieved you goal?”

A technique often employed by SF consultants is the so-called miracle question. The client is asked to describe in detail how the situation would be if a miracle had happened and the current problems had been solved. Inviting the client to visualize his/her life when the problem no longer exists has a surprisingly strong effect. It gives hope to a better future and starts a positive chain reaction.

W - where are you now on the scale?Solution focused consultants work a lot with scales from 0 (the problem at its worst) to 10 (the objectives are completely realized). The client is asked where s/he is now on that scale. Attention is paid to what has brought the client to that point on the scale. If the position on the scale is a 5, the consultant might respond: “A five? That’s great. What makes it a five?” This helps the client discover what solutions s/he has used to get from 0 to 5. If the client places himself very low on the scale (for instance at 2) the consultant might ask: “How come it is not a 0?” And even if the client says the position is a 0 a scale is still helpful. A good response might be: “How do you manage to go on? What keeps you going, even when your problem is at its worst?”

Scaling is extremely helpful. It helps clients to rediscover what resources they already possess. Scaling helps the client to view the glass as half full instead of half empty.

E - exceptions to the problem are keys to solutions
A key insight of the solution-focused approach is that NO problem is present all of the time. There are always exceptions to the problem. And these exceptions are the key to finding solutions to the problem. An example: when two colleagues have a bad working relationship, you look for positive exceptions to this problem. You might ask: “When was the working relationship between the two better, or at least less problematic?” then you focus on that positive exception examining what behaviors and circumstances caused this situation to be (a bit) better. Then you try to recreate parts of that exception situation.

R - relationships are enhanced and made productive
Problems are created and defined in a social context and so are solutions. Solution focused coaches, consultants and trainers do the following things that help improve relationships from the very beginning. First, they fully respect the client’s way of looking at their situation (also if they see things differently themselves). Second, they let themselves be led by what their clients want to achieve. These two principles lead to a quick establishment of a trusting relationship between client and consultant. On top of that solutions are explored in a relational context by asking questions like: “How would your colleague notice from your behavior that the problem would be solved?” or: “What would be possible if the conflict between the two of you was resolved? How could your attitude towards the other person be different in that case?”

S - small steps forward leads to larger change
An important part of the solution focus is to take small steps forward instead of taking large steps. Why is that? There are several reasons. First, it is often much easier to find the motivation to take a small step than to take a big step. Aiming for a big step too often results in doing nothing at all. Second, small steps can often bring about larger change. Compare this to throwing a small stone in a pond, the ripples may get quite far. Another famous and extreme example of the power of small steps is the famous butterfly effect from chaos theory: a butterfly in Brazil flapping its wings may cause the weather in Texas to change.

Small steps work best and the more stuck a situation seems to be, the more small steps seem to be advised.

Exercise: the scaling walkA great exercise with scaling is the so-called scaling walk, which we learned from Paul Z. Jackson. This exercise can be done individually but also with groups, small and large (we have done this exercise with groups up to 70 people). This is how it goes:

You ask the members of the group to imagine that one side of the room represents zero, the other side 10. Then you ask hem to think of our current position on the scale as N and you ask all to come and stand at position N. Next, you ask them to look back at the 1 position and ask them what they see and what has brought you to position N. Then you ask them to turn around and look at position 10 and ask them how this feels. From there you invite them to come and stand at position 10 and ask them to visualize how this would be and what would be possible when they would stand here. Next, they step back to their current position N and you ask them to imagine one small step forward they we might take. And then you invite them to take this step once they have thought what it was.

Conclusion and invitation
Our experience is that the solution focus works exceptionally well. POWERS is a simple way to introduce people to it. It is by no means a fixed model. The solution focus defies this kind of standardization. If you want to experiment with it, use it any way you like. Feel free to skip any letters and to change the order of the letters.

We invite you to try it. If you do, please let us know your experiences!