Solutions focus in auditing
explains how using a solutions-focus (SF) approach can add great value to quality and make auditing more effective and efficient
The beginning of SF
In the 1980s a team of therapists in the US led by Steve de Shazer and Insoo Kim Berg developed a therapy model called solution-focused brief therapy (SFBT). SFBT was the beginning and the inspiration for organizations’ applications of SF that have followed.
The two key principles that underlie the SFBT approach are:
- focus on what’s wanted not what’s wrong – wherever there are problems; there are also exceptions, times when the problems are absent or minimal
- in order to be brief and achieve results in the shortest time possible, it is key that the therapist and client establish and share the desired outcome as soon as possible in the process.
The SFBT principles of focusing on what’s wanted, brevity and simplicity appeal to anyone involved in organizational strategic thinking. Strategic planners see the benefits of strategies and action plans that are focused and results driven. Furthermore, the resulting plans are straightforward and achieve results quickly.
The major tenets of SFBT are:
- If it isn’t broken, don’t fix it
- If it works, do more of it
- If its not working, do something different
- Small steps can lead to big changes
- The solution is not directly related to the problem
- The language for solution development is different from that describing a problem
- No problems happen all the time; there are always useful exceptions
- The future is both created and negotiable.
All of these are equally applicable to organizational change and development.
The SF auditing paradox
SF is by name and nature focused on what’s wanted, not what’s wrong. Quality management systems (QMS) on the other hand employ auditing as the key tool for assessing compliance and effectiveness. Auditing is essentially problem focused – driven by the search for non-conformance. QMS can be extremely complex, whereas the essence of SF is simplicity.
It is these contradictions that prompted the question of whether it was possible to 'marry' SF and quality. In combining two antagonistic schools of thought, can opportunities for maximising the effectiveness and efficiency of QMS be provided?
SF does offer a quality tool or methodology to overcome challenges and inspire a different approach to quality issues. SF quality is about facilitating quality improvement as effectively and efficiently as possible. Its orientation is towards action and results, and, where required, encouraging small steps in a useful direction.
The SF quality model
The SF quality model is a new concept that introduces SF ideas to quality and auditing in order to add to the skills of the auditor. The QUALITY acronym describes some of the model’s key principles:
Questions – making use of SF questions to add value by exploring beyond compliance issues.
Use all possible resources – SF auditing uses whatever works (freestyle auditing) to maximise effectiveness and efficiency.
Advice (if required) and action orientation – many auditors are taught that they are not ‘consultants’ and that the audit should be limited to the search for non-conformance. However, auditors bring a wealth of experience and knowledge (such as best practice and benchmarking) to the audit. This ‘know-how’ should be used where and when possible to add real value.
Lateral thinking – thinking outside the box can ensure that organizations attain maximum benefits from the audit.
Interactional perspective – SF auditing recognizes that people and the systems they work with interact.
Trust and respect – fundamental to SF auditing is the belief that an open and honest auditor/auditee relationship will optimize the value of the audit.
Y – is asking WHY essential to the solution? Many audits require root cause analysis when a non-conformance is identified. The SF auditor will ask whether this is the most effective course of action for the particular situation at hand and also analyze root causes of success.
Currently SF professionals working with organizations promote a creative and action-oriented ethos – whether it’s a willingness to try something different or a culture of small steps in the right direction, the emphasis is results-oriented. If these principles are transferred to the auditing profession, creating the SF quality auditor, the hope is that this resourceful thinking will also follow, maximising the value of audits for all those involved.
About the author
Marlon Heilbrunn has been working in the aerospace industry since 1998 and has trained as an internal and lead auditor. He currently looks after the quality management systems for a precision Engineering firm manufacturing complex components for gas turbine engines, primarily for use in aerospace. This article is based upon his forthcoming book (working title:- ‘Solutions Focus Brief Quality’ ) If you would like more information contact info@sfwork.com
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