The Solution-Focused (SF) approach is a set of conversational tools designed to create rapid, meaningful change in a wide range of contexts involving people and their relationships — from business settings to therapeutic environments.

At its core, SF is built on a distinct mindset grounded in assumptions that differ significantly from many traditional helping approaches. One key assumption is that people (or organisations — hereafter referred to as clients) already possess the resources and capabilities necessary to create the positive changes they desire. Through solution-focused conversations, clients — together with the practitioner — identify, uncover, and amplify these existing strengths.

The practitioner–client relationship is a true partnership. The client is considered the expert on their own life, circumstances, and preferred future. Another central assumption is that change is happening constantly. By intentionally noticing and building on progress, useful changes can be amplified. A third defining characteristic of SF is its preference for description over explanation. Rather than searching for underlying meanings, causes, or diagnoses, SF focuses on what is observable and what happens in the interaction between people.

The approach uses simple language and adapts to the client’s context, words, and aspirations. It values minimalism — doing more with less — aiming for greater outcomes with fewer interventions. Because of its efficiency and brevity, SF is particularly valuable for individuals and organisations seeking fast progress, effective solutions, or immediate interventions with lasting impact.

What We Do in SF Practice

In solution-focused practice, we focus on what works. We explore the client’s desired future and identify past successes, helpful situations, and useful experiences. The aim is for the client to discover, strengthen, and expand existing abilities, strategies, and resources they already possess that can help them move forward.

SF practitioners co-create together with their clients. They notice useful changes and track progress according to the client’s own criteria of what is useful and what not — the client decides what is helpful and when enough progress has been made. Practitioners adopt a “not-knowing” stance, which allows them to stay close to the client’s descriptions, preferences, and evaluations.

Key tools in SF practice include solution-focused questions and techniques such as:

• The “Best Hopes” question
• The “Miracle” or “Tomorrow” question
• Scaling questions

When combined with the SF mindset and a commitment to minimal intervention, these tools form a powerful, creative process that emphasises possibilities, solutions, and the future — rather than problems or their causes in the past.

What We Do Not Do in SF Practice

In SF practice, we do not:

• Develop theories about what is “really” happening
• Analyze problems or search for underlying causes
• Focus on weaknesses or what is wrong
• Provide expert opinions, advice, assessments, or suggestions
• Set goals or define action steps unless clients explicitly choose to do so

Background and Evidence

The Solution-Focused approach is not new. It has been practiced for nearly 40 years. It was originally developed in the 1980s by Insoo Kim Berg and Steve de Shazer and has since evolved into various forms worldwide. The Ribalon Institute follows the minimalist version of SF developed by BRIEF in London.

From a scientific perspective, the question of effectiveness is important. A simple “yes” is not sufficient. Substantial research has examined the efficacy of Solution-Focused Brief Therapy (SFBT). Numerous surveys and controlled outcome studies indicate that SFBT is at least as effective as other therapeutic approaches — and in some cases more effective.