9 Solution-focused starting points of organizational change

Recently, I've posted some starting points of solution-focused organizational change. Here they are:

1. Congruence of implementation approach: the change is credible if the way in which the change is implemented fits with what needs to be accomplished.- Congruence between change content and change implementation approach 
2. Congruence of facilitation style: external facilitation by a coach or consultant is credible if it fits with what needs to be accomplished. - How to establish congruence as an external solution-focused expert 
3. Communicate rationales: Change is credible and acceptable when careful attention is paid to explaining the reasons behind goals, rules and decisions in terms of specific expected advantages. - The importance of communicating rationales in organizational change 
4. Autonomy-focus: Change is more acceptable when people involved on all levels notice that their need for autonomy is respected (being able to make own choices) - Supporting individual autonomy in organizational change 
5. Doing What Works: Change is more likely to succeed when there is a strong focus on finding out what works is this specific context and do more of that. - Focusing on what works in organizational change 
6. Utilize individual perspectives: Change is more likely to succeed when a results focus is always combined with a sensitivity for the perspective of individuals. - Combining results focus with sensitivity in organizational change 
7. Change sparsity: Do not change any faster or more than necessary. Work with short term goals. Change is more acceptable when it is implemented stepwise and when people can -as much as possible - choose their own pace and when they notice that they do not have to change what already works well. - The change sparsity principle in solution-focused organizational change 
8. Share decision making: Work as participative as the situation allows: change is more acceptable when people notice that they can contribute to decision making and when they can translate overarching goals into specific solutions in their own work context. - Facilitating employee involvement and participation in solution-focused organizational change 
9. Progress and usefulness monitoring: Use activating evaluation techniques: change works well when frequent attention is paid to progress made and to what has worked well and how individuals have made that happen. - Focus on usefulness and progress in solution-focused organizational change