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Carolin Sadrozinski

Peer Case Counselling: The magic potion for complex problems

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As consultants, we are used to revealing problems to others and making recommendations on how to do things better. What if we are faced with our own obstacles? Hard to believe, but this happens from time to time. For advisors it is often difficult to ask for advice. And why should we do that? We instantly have a picture in mind that is worth being developed further. 


Nonsense! Of course we know: The best results are achieved when we take a closer look, scrutinise ourselves and consider other people's perspectives. Peer Case Counselling (PCC) is a good method to really dive deep in a comparatively short time. Not only for consultants.



What is Peer Case Counselling?


Peer Case Counselling is a structured group consultation process that allows a team to collaboratively discuss and solve work-related challenges. Even with ultra-complex problems and deadlocked situations that you keep fighting against and simply can't get any further, PCC often brings a breakthrough. 


A case-giver presents an actual situation, while the team - acting as consultants - explores the case, asking questions, offering perspectives, and brainstorming solutions. The more diverse the team, the better this method works. The experiences and viewpoints of the group are leveraged, leading to new insights and unexpected solutions.


For this the group passes six distinct phases, each with a unique purpose. The process typically takes 2-3 hours, with specific time allocations for each phase to maintain focus and effectiveness.



Set the right framework, before you start 


  • Equipment: Provide space for visualisations (e.g. a smartboard or whiteboard) and for personal notes. The agenda should be visible to everyone, as should the time planning for the different phases.

  • Group:  You should be no less than 5 people and no more than 8. This group size strikes a balance between having enough perspectives to generate a range of ideas and keeping the group small enough for everyone to participate actively. In addition to the person presenting the case (case-giver), there are counsellors, a facilitator and a note-taker. In groups of 5 or 6, the latter two also take part in the discussion. The facilitator guides the process, makes sure that the time blocks are used sensibly and ensures that only the roles that have a turn to speak do so. The note-taker writes down ideas, hypotheses and proposed solutions in a way that is visible to everyone in order to facilitate the discussion.

  • Fairplay:  Once the roles are clear,the group agrees on their basic rules, e.g.

    • Hierarchical differences do not apply

    • Every idea is useful

    • Steal with pride: other people's ideas can be developed further

    • Interaction is respectful and appreciative

    • The case owner decides at the end which contributions are helpful

    • Everything that is discussed remains confidential



1. Case presentation (10-15 minutes)


  • Objective: The case-giver presents the case, explains the issue, feelings, thoughts, expectations, goals and hopes. The counsellors are listening carefully and are taking notes.

  • Approach: The presentation should provide a clear, concise overview without delving into solutions. This ensures the group can engage without preconceived ideas. 

  • Challenge: It takes some time to dive deep into a case. The case-giver shouldn’t be interrupted by questions or remarks. The case-giver is only and exclusively interrupted by the facilitator when they start repeating themselves and going round in circles.



2. Clarifying questions (10-15 minutes)


  • Objective: The group asks questions to clarify details and understand the case fully. 

  • Approach: Questions should be focused on understanding facts that are relevant to the case, not suggesting solutions. This phase is crucial to ensure that everyone has the same understanding.

  • Challenge: The facilitator needs a good instinct and confidence in this phase. In order to ensure that there is enough time to clarify all relevant details, solution approaches have to be stalled just as much as questions ‘out of interest’.



3. Core question (5-10 minutes)


  • Objective: Once the group has a clear picture, it works out one core question to be answered during the discussion (e.g. What are the dynamics behind a team's refusal to change? or What emotions does the case-giver need to address in order to raise awareness of the problem among the management team?). 

  • Approach: The more specific this question is, the easier it is to keep the group's focus. The case-giver decides whether the core question reflects their needs.

  • Challenge: The case-giver probably comes to the session with a certain idea of how their problem could be solved. If the group’s core question deviates from this, the group might have not yet fully grasped the case. But it is also quite possible that the case-giver is on the wrong track. It is always worth checking this, but the case-giver has the last word.



4. Hypotheses and perspective exploration (35-45 minutes)


  • Objective: The group suggests possible explanations, underlying dynamics, and perspectives that could be relevant to the case. The case-giver is listening, but stays out of the discussion.

  • Approach: Participants brainstorm “It could be that...” hypotheses, followed by a role-based exploration where they imagine perspectives from various stakeholders involved. This combined approach broadens the case-giver’s view on possible causes and dynamics without pushing for immediate solutions.

  • Challenge: The line between analysing and thinking in terms of solutions is often blurred. The facilitator encourages the group to stick with hypotheses and new perspectives without slowing down the flow of ideas.



5. Solution brainstorming (25-30 minutes)


  • Objective: Based on the previous phases, the group develops practical solutions or next steps for the case-giver.

  • Approach: This phase is structured like a brainstorming session, where all solutions are welcomed without immediate evaluation. The case-giver selects the ideas that resonate most, aiming to create a practical action plan.

  • Challenge: You may be surprised how many good ideas and solutions come up during this phase. The group is responsible for constantly checking whether they are actually answering the core question.



6. Reflection and feedback (10-15 minutes)


  • Objective: The case-giver reflects on the proposed solutions and shares which ideas they found most helpful.

  • Approach: This phase concludes the session with group feedback. The team also reflects on the process itself, discussing what worked well and what could be improved in future sessions.

  • Challenge: Focus on the helpful stuff only. There is no value in downgrading ideas.



Dos and don’ts


Make the most of Peer Case Counselling and follow these key dos and don’ts:


👍 Think big and keep in mind that it is about a specific case, not a theoretical role play.

👍 Stay focused on the distinct goal of each phase - follow them closely to ensure smooth progression.

👍 Be open-minded to contribute ideas without judgement, fostering a safe space for sharing perspectives.

👍 Keep track of time to ensure phases don’t exceed their allotted time. Keep a sense of proportion to prevent stalling the case presentation or a good idea too early.

👍 Respond to the circumstances - in smaller groups than 4, consider encouraging each participant to bring multiple perspectives or using creative brainstorming techniques to diversify ideas. If your group is larger than 8, consider breaking into smaller sub-groups to discuss different aspects of the case before coming together to share ideas.

👍 Schedule a break to keep your energy levels high. At the latest before solution brainstorming starts, you should recharge the group’s batteries.


👎 Don’t skip phases, because each phase serves a purpose in expanding perspectives or developing solutions. Skipping can limit the quality of insights.

👎 Don’t offer solutions too early, but be patient until the Solution Brainstorming phase to suggest concrete ideas. So the group can fully explore the case without bias.

👎 Avoid overloading with excessive details, which can complicate focus for the group. Visualising the case-giver’s key facts will help to keep focus.

👎 Don’t take comments personally: PCC is about constructive support, so it’s important for everyone to keep the session professional and objective.

👎 Don’t rush the reflection, it is crucial for learning and process improvement. Take time during the final phase to evaluate both the session’s outcomes and how the process can improve for next time.



Why use Peer Case Counselling?


Peer Case Counselling is more than just a problem-solving method. It’s a structured way to see things from fresh perspectives the case-giver might not have considered on their own. By involving a diverse group, PCC lets people showcase their individual skills, whether that’s analytical thinking, empathy, or creative brainstorming. 


This collaborative setting doesn’t just lead to better solutions - it also strengthens team dynamics, helps everyone appreciate each other's talents, and builds a sense of shared purpose. Plus, it’s a practical, real-time way to improve problem-solving skills and foster a supportive work culture where everyone’s input counts.


Whether you are a consultant, team leader or manager, why not try bringing a team together for a PCC session next time a tricky situation arises - it’s a chance to solve real issues while learning from each other’s strengths.

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