Insoo Kim Berg experienced a particular difficulty when she and her colleagues had just started to develop solution-focused techniques: ‘I worked in a therapy practice, and I did well. I worked very hard, and I accepted cases the other therapists would rather not take... But my colleagues did not like it at all.... There was quite a lot of pressure. At a certain point, my colleagues even would look the other way when I met them in the hallway. I now know, I made the mistake of talking too much about what we were doing. That way it got too much attention. We should have just continued without talking much about it. I decided to leave because of the pressure. And we started our own practice’. A good lesson can be learned from this. If you are working in an organization in which many of your colleagues are not familiair with the solution-focused model it is often wise not to talk to much about it. Trying to convince them may not work too well. Often is works better to just take from the solution-focused approach what you would like to use and start using it without talking about it too much. Although it may be tempting to share your enthusiasm with other, it is usually better to wait till they are so curious that they almost make you tell them. Solution-focused change should never become more important than your goals, the things you you are trying to accomplish. I think, the words 'solution-focused' should not play the leading role in a change process. By applying the techniques, achieving results and continuing this, you may create some curiosity about how you are working. If you are interested in spreading these ideas, allow others the freedom to use only what seems useful to them like and ignore the rest.