{"id":9201,"date":"2023-12-28T09:48:10","date_gmt":"2023-12-28T08:48:10","guid":{"rendered":"https:\/\/grupaspotkanie.pl\/?p=9201"},"modified":"2023-12-28T09:48:11","modified_gmt":"2023-12-28T08:48:11","slug":"problem-solving-according-to-the-sppust-technique","status":"publish","type":"post","link":"https:\/\/grupaspotkanie.pl\/en\/blog\/rozwiazywanie-problemow-zgodnie-z-technika-sppust\/","title":{"rendered":"S.P.P.UST - Technique for effective problem solving"},"content":{"rendered":"

I had always imagined that in the bustling office of any company, the HR department was like a calm centre, on standby to respond to the needs of employees. However, since I started working in one of these supposed oases of calm myself, I was increasingly confronted with managers rushing into this department in crisis situations, asking for immediate intervention, for immediate problem solving. This, of course, created pressure and chaos and a general sense of discouragement, and encouraged HR staff to step into the role of Rescuer.<\/strong><\/p>\n\n\n\n

What if I am always the one in a difficult situation?<\/strong><\/h2>\n\n\n\n

W  koncepcji Tr\u00f3jk\u0105ta Dramatycznego Karpmana (1968) mo\u017cemy przybra\u0107 jedn\u0105 z trzech r\u00f3l  – Ofiary, Prze\u015bladowcy czy Ratownika  –  i w\u0142a\u015bnie j\u0105 odgrywa\u0107 w grach psychologicznych, co niestety b\u0119dzie oznacza\u0142o uwik\u0142anie si\u0119 w schemat, a nie dojrza\u0142e i adekwatne odpowiadanie na sytuacj\u0119. Ratownik mo\u017ce przyjmowa\u0107 swoj\u0105 rol\u0119 w poczuciu wy\u017cszo\u015bci nad Ofiar\u0105, z nieu\u015bwiadomionym przekonaniem, \u017ce bez niego osoba ta sobie nie poradzi. Role te s\u0105 dynamiczne i po jakim\u015b czasie mo\u017ce te\u017c doj\u015b\u0107 do zamiany r\u00f3l \u2013 jednak nale\u017cy pami\u0119ta\u0107, \u017ce \u017cadna z nich nie jest rol\u0105 pozytywn\u0105, gdy\u017c tak naprawd\u0119 ka\u017cdy w tej grze przegrywa.<\/p>\n\n\n\n

Problemy w pracy – Czy maj\u0105 wsp\u00f3lny mianownik?<\/strong><\/h2>\n\n\n\n

Recently, I increasingly felt that I was constantly doing the work for others and doing more than I should. I was becoming resigned to letting go and agreeing to work that was completely out of line with my values, and I began to see an increase in psychological games within the company that were not conducive to the development of the organisation. I was also constantly thinking about what I needed to establish in order to make collaboration valuable and effective. Unfortunately, I couldn't find any common ground and I started from scratch every time.<\/p>\n\n\n\n

Friday morning completed the spell of bitterness. From the moment I entered the office, I was flooded with a torrent of complaints and grumbling, with expectations of immediate help. So when Agnieszka, a manager from the sales department, stood in the doorway and approached our department with a problem of conflict in the team, traditionally, we were ready to activate rescue mode and respond to the current problem. This time, however, things fortunately turned out differently.<\/p>\n\n\n\n

\"problem<\/figure>\n\n\n\n

<\/p>\n\n\n\n

How do you find a method and start solving problems?<\/strong><\/h2>\n\n\n\n

I recently attended an interesting training course, after which I had a holiday. Friday was the first post-holiday day and automatically wesz\u0142am into the pattern prevailing in our department. However, I was quickly reminded of the content of the training. I decided to see Agnes' complaints and grievances as Case<\/strong> - which is the first point leading to the conclusion of a contract.<\/p>\n\n\n\n

What is a contract? It is an overt, mutual agreement on a clearly established course of action to which we agree (Berne,1966). On this Friday morning, I decided to try whether the four-step model from complaint to contract would actually lead us to it.<\/p>\n\n\n\n

-Agnieszko, porozmawiamy o tej sytuacji? – <\/em>I made an opening gesture encouraging her to sit down as she stood with her arms folded and a clouded expression on her face.<\/p>\n\n\n\n

– Ale o czym tu m\u00f3wi\u0107? <\/em>\u2013 Agnieszka nie wygl\u0105da\u0142a na zadowolon\u0105 –After all, you know how it is, the usual thing happens. Can't you just help me? I'm furious that, once again, Michael and Veronica can't get along, with consequences for the whole team and holding up work.<\/em><\/p>\n\n\n\n

Agnes' monologue went on for a while longer, and I tried to actively listen to her, knowing how important it was for a colleague coming in with a complaint to present it in a safe space. I provided this context, making sure that I had a good understanding of what the head of sales was trying to present. After this, I moved on to the second stage of the method, namely to Requests<\/strong>.<\/p>\n\n\n\n

– O co wi\u0119c prosisz mnie w tej sytuacji, Agnieszko? Co mog\u0142oby Ci pom\u00f3c?<\/em><\/p>\n\n\n\n

Although I assumed that Agnes would reiterate her request for immediate intervention, it turned out that she was prepared to look for the need hidden beneath the request. Dosz\u0142a concluded that she needed the tools because she needed to help resolve a conflict between two cz\u0142ons of the team. She asked me to identify ways she could use in this situation without relying on our department to act. She realised that an ad hoc fix would not solve the problem and the issue would come back in some time if the challenge was not confronted.<\/p>\n\n\n\n

Rozwi\u0105zanie problemu bez radykalnych zmian – Krok po kroku<\/strong><\/h2>\n\n\n\n

I introduced Agnes to my Proposal<\/strong> and we have transferredz\u0142 to Findings<\/strong>which can also be called a contract. We went through what we had agreed on, taking into account the agreement on each level of the respective state of Self: Adult, Parent and Child. When I asked Agnes if this decision would be good and safe for her, I received an answer from the state of the Caring Parent:<\/p>\n\n\n\n

\u2013Yes, I feel my need for security is met here.<\/em><\/p>\n\n\n\n

The subsequent questions gave us further answers allowing us to believe that this would be a 'contract for success in change', a concept authored by Jean-Paul Godet, a French transactional analyst. He recommends that before any intervention and before entering into a contract, enough time should be taken to look at the vision of the matter not only by each party, but also from the position of the different states of the Self. Through words, meanings become clarified and apparent discrepancies can fade or, on the contrary, be strengthened. Jean-Paul Godet points out that sometimes it is an intense moment close to intimacy, the fullest, according to transactional analysis, interaction that people can remain in. This is because in this moment, everyone can recall their memories and explore their needs, thus creating the bonds that are so useful when confronted.<\/p>\n\n\n\n

Communication based on support, not accusation<\/strong><\/h2>\n\n\n\n

S.P.P.UST. model,<\/strong> z kt\u00f3rego skorzysta\u0142am w tej sytuacji, zadzia\u0142a\u0142 jak kompas, kt\u00f3ry pokazywa\u0142 drog\u0119 od frustracji do konstruktywnej wsp\u00f3\u0142pracy. Pierwszym krokiem, jak ju\u017c wspomnia\u0142am, by\u0142o S oznaczaj\u0105ce “Skarg\u0119”. Gdy wi\u0119c pracownik ma problem, mo\u017ce skorzysta\u0107 z tego etapu, aby wyrazi\u0107 jasno swoje obawy i niezadowolenie. Wcze\u015bniej by\u0142a to chwila frustracji i poczucia wezwania do dzia\u0142ania ratowniczego, teraz sta\u0142a si\u0119 cz\u0119\u015bci\u0105 procesu.<\/p>\n\n\n\n

It became apparent during this process that several events in przesz\u0142o\u015bci had caused tensions within the team, especially between Veronika and Michal, and that certain communication patterns were exacerbating the conflicts. Psychological games began to play out within the team. Agnieszka found that the problem was not just the result of one situation, but was rooted in the interactions between people over time and, consequently, required a different intervention than temporary conflict resolution.<\/p>\n\n\n\n

Brainstorming to support the identification of solutions<\/strong><\/h2>\n\n\n\n

Nast\u0119pny etap modelu oznaczony jest liter\u0105 P \u2013 to “Pro\u015bba”. Zamiast tylko skar\u017cy\u0107 si\u0119, stoj\u0105c w wej\u015bciu do biura dzia\u0142u HR, poprosi\u0142am Agnieszk\u0119, by spr\u00f3bowa\u0142a jasno zdefiniowa\u0107, czego potrzebuje. Pozwoli\u0142o to jej nie tylko wyrazi\u0107 obawy i trudno\u015bci, ale tak\u017ce okre\u015bli\u0107, jakie rozwi\u0105zanie by\u0142oby satysfakcjonuj\u0105ce. Gdy Agnieszce uda\u0142o si\u0119 ju\u017c sformu\u0142owa\u0107 pro\u015bb\u0119, pojawia\u0142a si\u0119 przestrze\u0144 na  kolejne P, kt\u00f3re by\u0142o “Propozycj\u0105”. Wystosowa\u0142am j\u0105, a dzi\u0119ki niej mog\u0142y\u015bmy przej\u015b\u0107 do ostatniego etapu, czyli samego \u201eUstalenia\u201d.<\/p>\n\n\n\n

After some time Agnes appeared again in the doorway of our HR department's office. I wondered if it was time for another S.S.P.UST., but she announced smiling:<\/p>\n\n\n\n

– Dzi\u0119ki wypracowanym rozwi\u0105zaniom znamy ju\u017c sposoby na nasze trudno\u015bci i od tego czasu wsp\u00f3\u0142praca w zespole uk\u0142ada si\u0119 du\u017co lepiej, dzi\u0119kuj\u0119!<\/em><\/p>\n\n\n\n

I was pleased to see that Agnieszka saw that instead of relying on HR to be the Emergency Rescuer, it was more beneficial to engage as a partner in the search for a solution, enabling the elimination of dangerous psychological games within the team and producing tangible results for the entire department and even the organisation.<\/p>\n\n\n\n

Metodyczny spos\u00f3b, kt\u00f3ry warto wybra\u0107 – S.P.P.UST – Od skargi do dzia\u0142ania<\/strong><\/h2>\n\n\n\n

The notes from the contracting training have found a permanent place on my desk and from time to time I refresh my knowledge of the 'From complaint to action' model, as its practical application has improved my job satisfaction. I was keen to establish a more precise framework for my action and am now working in greater comfort and in line with my values. I have been given a ready-made tool to discuss all the important areas of collaboration step by step, helping me not to cross the very thin line between complicity and hand-outs. Such an important start to any planned action and change in transactional analysis, the contract has proven to be a wonderful tool that, stripped of perceptions through myths such as being shackles or psychological gibberish, is simply effective and I recommend it to every HR professional.<\/p>\n\n\n\n

\"problem<\/figure>\n\n\n\n

<\/p>\n\n\n\n

Something for leaders, managers, HR professionals<\/strong><\/h2>\n\n\n\n

You're wondering how to nurture the emotional wellbeing of employees, build strong bonds based on trust and collaboration, where the employee feels noticed and important as they are, and the organisation gains their commitment and loyalty.<\/p>\n\n\n\n

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Are you tired of solving problems?<\/strong> Choose an option that works<\/strong><\/h2>\n\n\n\n

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S.P.P.UST will help you reflect on what is not working in your communication strategy, how to identify relationship dysfunction and focus on solutions. Start using tools that are effective.<\/p>\n\n\n\n

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Literature:<\/strong><\/p>\n\n\n\n