S3C - Theoretical and Methodological Aspects

Last update By C. Moretto Sunday Jun 14 2009 18:06

 

Pablo Picasso - Portrait of Daniel-Henry Kahnweiler - 1910

Strategic problem solving represents a particular and advanced model of problem solving, refined with a rigorous empirical-experimental research method by Giorgio Nardone and his collaborators.

This advanced model, also applied to companies and organizations, draws on the specialized branch of logical mathematics known as “strategic logic”. Strategic logic distinguishes itself from traditional logic by its refinement of the consulting model, and basis of established objectives and specific features of the problem at hand, rather than on the basis of a strong underlying theory. Basically, the model explains how it works, not why.

In fact, at the base of the strategic model lies an advanced epistemology that draws on the theory of communication originating from the anthropological field with G. Bateson, to the constructional developments of the cybernetics theory (H. von Foerster, E. von Glasersfeld), to the studies of persuasive language by Milton Erickson and to the theoretic-applied principles of communication studied in-depth at the Mental Research Institute in Palo Alto (P. Watzlawick, Weakland, Fisch, Jackson) and subsequently developed in Italy by Giorgio Nardone (The art of change, 1990, Suggestion, Restructuring, Change, 1991, Therapy for the unhealthy company 2000).

Although originating from these basic theories, the strategic model does not use any in-depth-theory that describes or prescribes how to conduct consulting in companies and organizations, but is rather based on the operative knowledge that allows it to manage and evolve the situations where it intervenes in the most functional way possible.

Let’s create an example: the strategic problem solver can be seen as an expert sailor on the open sea, who tries to foresee and plan his actions in line with the conditions of the wind and sea at that particular moment. He relies on his “operative knowledge”. It will be exactly this which will guide him in the handling of unexpected events and adapt his reaction to them. In other words, the strategic problem solver has at his disposal a range of highly flexible and adaptable tactics and moves, which he can draw upon for the various situations he encounters. Thanks to his own experience, he is capable of selecting the most suitable and appropriate strategies for a specific target to be reached and the type of problem to be solved. Based on the effects obtained during the solution process, he will correct or adjust the model.

Strategic communication and change
In addition to the strategies and techniques of problem solving, a fundamental element of the strategic approach is the deliberate and conscious use of persuasive communication which is the primary means of producing positive changes and effects (the solution to the problems or the reaching of targets) in the organization.

In fact, Strategic communication is always geared towards the client and to the desired target. From this point of view, the use of persuasive communication has the purpose of guiding the clients to voluntarily assume a particular position that will permit them to modify their perception of the situation and consequently, their reaction. In other words, the strategic consultant who uses persuasive communication is nothing more than a director, capable of bringing out the best in his actors and acknowledging their interpretation.

In a strategic operation, the communication employed is specific, in that the consultant or trainer does not set out to describe the organizational situation or to explain its defects and provide solutions. Rather, it aims to bring out the resources from the people and to arouse their emotional and cognitive reactions, allowing them to have a real and concrete change experience capable of generating and maintaining the new found and more functional balance in the organization.

In this way, the “persuader” triggers a process of change, acting as a facilitator not an artificial creator, as the merit of the change will always be the people who effectively and voluntarily put it into practice.