​Créer des Solutions qui Font Sens
Establishing a Solution-Oriented Mindset, which is the 4th Element of Dynamic Stability, requires four conditions: 
- Individuals capable of presenting a solution for the issue rather than offering an explanation as to why the issue exists; 
- The offered solution must go through the process of co-building and co-opting; 
- The solution must meet the requirements of protecting the Stake;
- The solution must be ecologically optimal, in that it promotes the overall well-being of the community without reducing, as much as possible, the well-being of any of the parties. 
 
These conditions are necessary for fostering Cooperation, Creativity and Innovation among the various interrelated functions operating inside and outside the organization in order to produce meaningful solutions which increase the competitiveness of teams. 
 
Focus on solutions rather than on finding root causes does not negate the importance of understanding the problem in the first place; the distinction here lies in replacing the question "Why did this happen?" by "What did happen?" or "What is the problem?". What counts is to define first the problem to be solved in order not to become entangled in it! 
 
Indeed, the real challenge of a Solution-Oriented Mindset lies in being able to answer other questions such as "How to make the system function?" and "What is the purpose of our action?" during early stages of solution design and decision-making. The emphasis becomes on forecasting, anticipating, and stimulating creativity and innovation by focusing on cooperation. As a matter of fact, in addition to being systemic, a proactive change process is the only viable approach consistent with the increasing complexity the global economic context.
 
With this approach, contributors are encouraged to participate in a virtuous process of 'learning to learn'. And if they focus their energies initially on constructing and finding solutions, once a solution is found and properly implemented, understanding the problem can then be done more calmly to avoid the same mistakes in the future.

 
Many processes, methodologies, techniques, and tools to achieve these goals are presented in "The M3C Model of Cooperative Contextual Change" (2012) and in "Leading by Dynamic Stability" (2016).