Date post: | 27-Jan-2017 |
Category: |
Business |
Upload: | barefoot-coaching-ltd |
View: | 360 times |
Download: | 0 times |
REAL TIMETEAM
COACHING
REAL TIMETEAM
COACHINGWhat it is
What it isn’t
Why is it important?
Two key pieces of theory underpin
Real Time Team Coaching:
Group Dynamics Theory
Self as Instrument of Change
Use of self is central to
our work
“Presence is the living embodiment of knowledge: the theories and practices believed to be essential to bring about change… are manifested, symbolized or implied in the presence of the consultant”
Nevis
Provide a presence that is lacking in the system
Develop congruence between your behaviour and what you teach others
Become an awareness expert
Help the client focus on their problems not on solutions you favour
Role model basic behavioural skills (communication, conflict, decisions)
Coach as an Instrument of Change:
Ability to tolerate ambiguity
Ability to discover and mobilize human energy
A sense of mission
Ability to recognize own feelings and intuitions quickly
Ability to create learning opportunities
Coach as an Instrument of Change:
Burke
CAN YOU HANDLE EMOTION?
ARE YOU READY FOR DISCOMFORT?
WHO YOU AREIS HOW
YOU COACH
Group Dynamics - the composite affect on feelings and behaviour of the unconscious processes of the group.
“The whole is greater than the sum of its parts.”
• Underpinning assumptions• Behaviour as a function of person in
their environment• Coalitions
• “Black Sheep” syndrome or scapegoating• In crowd/out crowd
• Group Think• Homeostasis• Transference• Projection
• Idealization of “leader” (YOU!)• Unconscious communication
Awareness of:
Simultaneousfocus on thetask and theinterpersonal
Two key practices for Real Time Team Coaching:
Behavioural Analysis Process Consulting
Behavioural Analysis Process Consulting
Thornton, Christine. Group And Team Coaching: The
Essential Guide. London: Routledge, 2010.
Schwarz, Roger M. The Skilled Facilitator: A Comprehensive Resource for Consultants,
Facilitators, Managers, Trainers and Coaches. San Francisco: Jossey-Bass, 2002.
Schein, Edgar H. Helping: How to Offer, Give and Receive Help. San Francisco: Berrett-Koehler
Publishers, 2011.
Schein, Edgar H. Process Consultation lessons for Managers and Consultants. Reading, Mass.:
Addison-Wesley, 1987.
Marshak, Robert J. Covert Processes At Work: Managing the Five Hidden Dimensions of Organizational Change. San Francisco, CA:
Berrett-Koehler Publishers, 2006.
Suggested Reading:
50 powerful coaching questions designed to stimulate conversation, improve team relationships and create a more effective working environment.
Available on Amazon.