About the author Acknowledgements Preface Foreword Introduction: who, why, what and how Why a manual? How do I use it? PART 1: Understanding people and their problems Introduction What is a problem? What is a ''people'' problem? Why is the context important? How do we start? How do we get people motivated? How do we find the right way forward? How do we promote change? Why do we need PRECISE practice? What are the challenges involved? Is there a problem-solving process? Is a problem always an opportunity? What is the role of reflective practice? How do we make things happen? Conclusion PART 2: Problem-solving methods Introduction Important notes A Active listening Show that you are paying attention Avoiding attribution errors Avoiding oversimplifying the reasons for people''s behaviour Avoiding avoidance Facing up to our responsibilities B Brainstorming Maximising our range of options Brokerage Redirecting people to sources of help C Capitalizing on crisis Realizing the potential of critical moments in a person''s life The CBC approach - Putting people at their ease Challenging cognitive distortions - Trying to get a balanced view of the situation Chunk up or chunk down - Finding the right level of analysis The CIA framework - Managing pressure and stress Circular questioning - Establishing the importance of interrelationships Confronting without being confrontational - Using assertiveness skills Congruence -Getting on the same wavelength Consequences - Exploring options and their likely outcomes Cost-benefit analysis - Balancing the pros and cons Creative tension - Making sure expectations are realistic Critical incident technique - Learning from significant experiences Culture audit -Making sense of organizational cultures D Dealing with objections Persuading people to move forward Developing a checklist Save time and efforts with checklists Doing the right things versus doing things right Balancing efficiency and effectiveness The drama triangle Avoiding being drawn into being a ''rescuer'' E Eating an elephant Being realistic about what we can achieve Eco maps - Mapping out relationships across groups of people Educating - Problem solving through helping people learn Elegant challenging - Being constructive in challenging unacceptable behaviour or language Embedded whys - Establishing reasons for our actions The empty chair - Exploring the influence of an absent person Encouraging creativity - Avoiding getting stuck in ruts Exchange is no robbery - The importance of reciprocity F Failure mode and effects analysis Anticipating failure and learning from it Finding the growth zone Finding the balance between comfort and fear Fishbone analysis A visual aid to problem solving Fishing for red herrings Not allowing ourselves to get distracted Force-field analysis Managing change FORM good habits Use habits to gain greater control G Gantt charts Visual aids for project management GIVE UP How to let go of negativity Giving feedback Letting people know where they stand Grief audit Getting an overview of people''s experiences of grief Helicopter vision Obtaining an overview Holding Helping to provide emotional security I Inviting innocent questions Getting a perspective from outside the situation you are dealing with K Know your enemy Coping with anxiety L Lateral thinking Finding new ways to think about problems and solutions M The magic wand Getting as cl.