coaching psychology 091106 com

8/4/2019 Coaching Psychology 091106 com

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Coaching, CoachingPsychology and improving

performance

Beyond GROW

Dr Alison Whybrow

Special Group in Coaching Psychology,

British Psychology Society


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Route Map Coaching why and the how

GROW and similar models Is there more to coaching than GROW?

The Psychological underpinnings of

Coaching three frameworks Practical tools

Reflections


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Why?

Improved effectiveness Increase practical skills

Increase resilience under pressure Enable a focus on the outcomes

Increase decision making and personaleffectiveness

Increase self-awareness


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Coaching is..unlocking

a persons potential to maximise theirown performance. Its helping them to

learn rather than teaching them

(Whitmore, 2000)


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GROW

GOAL

OPTIONS

WILL

REALITY


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The underpinning questionsGWhat is it you are trying to achieve?

What does that look like?

How will you know when youveachieved that goal?

RWhere are you now?

What is happening at the moment in

relation to this goal?

What is a realistic deadline for achievingthe goal?

OWhat options do you have?Who can support you to achieve thisgoal?

What information / training do youneed?

WWhat is the first step that you need totake towards this goal?

How motivated are you to achieve thisgoal?

What small action will you take whenyou leave this session?


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Other models STRONG

T-GROW

Any others


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Some of the basic skills. Rapport / engagement

Delivering messages

Listening skills

Questioning skills

Process skills Self Awareness


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Psychology and Coaching


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A little exercise Spend 4-5 mins reading the story AND

answering the 18 statements with true,

false, and dont know.

Add up the subtotal for each column

Be prepared to share those results


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There is no one

truth or right world view

We dont see the world as it is, we

see the world as we are(Anais Nin)


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More on perception

oxxxxxx

xoxxxxx

xxoxxxx

xxxoxxx

xxxxoxx

xxxxxoxxxxxxxo


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Feelings and

emotional about

the world and

about changes

thattheyve

identified in their

heads?

Acquiring the

specific skills andcapabilities to

succeed in

applying new

practices,

behaviours and

processes

Rational-analytical

side, addressing

preconceptions/

mental models

that people have

aboutthe world


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Three Psychological

Frameworks Gestalt Existential Perspective

Cognitive Behavioural

Solutions Focused


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Fritz Perls and Gestalt Full awareness in the moment

Patterns of behaviour / thought in coaching

sessions are mirrors of patterns outsidesessions

Mindful interventions noticing a word, apattern, a position

Two chair work / meta mirror/ fieldexperiments

Exploit and explore the physical senses


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Cognitive Behavioural Therapy There are three core ideas we hold about the

world that underpin our thinking patterns

(Albert Ellis).

Our beliefs about the world lead to situationspecific responses that guide our choices

(based on Aaron Beck)


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We think like this becauseElliss three core beliefs:

I must be perfectIf I dont do well then it is awfulleading to stress, anxiety, depression, shame and guilt

Others must like me If you do not then you / Ideserve to be punished leading to anger, passive-aggressivenessand violence

Life should be easy If not, I cant stand it leading toself / other pity, procrastination, addictive behaviour, depression


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Thinking errors

All or nothing thinking

Magnification

Minimisation

Personalisation

Emotional reasoning

Mind readingLabelling

Discounting the positive

Demanding-ness

Focusing on the negative

Fortune telling

Overgeneralisation

I-cant-stand-it-it isBlame

Specific thinking patterns that lead to situation specific

Automatic Negative Thoughts including:


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What does this mean?People are not disturbed by events, but by the view

they take of them (Epictetus)

Everything is but what your opinion makes it; and thatopinion lies within yourself (Marcus Aurelius)

Hamlet: Why then tis non to you; for there is nothing

either good or bad, but thinking makes it so(Shakespeare)


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The good news.

People can learn to notice and changetheir own thoughts with powerful

emotional and behavioural benefits.


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The Psychological

Management ModelA Activating event

B Beliefs

C - ConsequencesD Dispute

E Effective


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Techniques Thinking skills to create realistic

(replacing the unreaslitic

positive/negative thinking)

Imagery techniques

Self acceptance exercises

Hard work and practice


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Company politics

make me furious

Making an error

makes me useless

The Director makes

me so angryThe lift gives me

panic attacks

Giving presentationsmakes me feel dreadful

My workload makesme feel so depressed

Common Statements


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Investment Fund ManagerPITs

this is a complete waste oftime

Im not doing particularly well

this is terrible

I will be seen as the junior guywhos just come along forexperience

PETsI can do this, Im good at this

The implications of making amistake are not so bad

Just because Ive made one

mistake, it doesnt mean Imentirely bad


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Joe, Climber

from touching the void

SITsI am going to die

This wasnt in the game plan, thisshouldnt happen to me

I can sit here hoping for things toget better

SETs

I am a fit 25 year old, who wantsto climb the world

Look back and realise how scarythe night had been

Could be sitting here for days

Have to keep making decisions ifyou dont theres no hope.

Didnt tie a knot in the end of therope then it would be quick


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Joe, Climber (Contd)

from touching the void

SITsyou havent even started mate, itsmiles and miles and on really bad

ground

SETs

it occurred to me that I should setdefinite targets.

I can get to that crevasse in 20mins


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Exercise Focus on one aspect of your performance that youd

like to improve

Examine the thoughts that might be inhibiting yourperformance

Write these down in the left hand column

Challenge these thoughts: Are they realistic, Logical,Helpful?

Write down any performance enhancing thoughts inthe right hand column


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Solutions Focused Part 1: In pairs, decidewho is A and B.

B think of a time (sparkling moment) when you were at yourbest and spend 3 mins describing it.

A Get as much detail as possible, observable, positive,concrete details. Listen carefully to and note what your partnersays

What was it about the moment that made it sparkle for you?

What do you remember most about yourself as that moment?

What might others have noticed?

What did other say / do?

What else?


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Sparkling moments Part 2 Giving Affirms/ Identifying Resources

Based on what your partner has just said.

Reflect on what you now know about their excellentqualities, skills and resources as a person thin for amoment.

Then tell them and wait for them to say Thank you


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Sparkling moments Part 3 find small actions

Based on the discussion youve had so far

A asks B Choose a small action that will increasethe likelihood of more Sparkling moments happeningat work in the following days and weeks

Make sure the action is small and specific.


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Solutions Philosophy

Problem talk creates problems.Solution talk creates solutions.

(Steve de Shazer)


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Bringing coaching and

psychology together Psychologically based tools and techniques are used

everyday by coaches, line managers and individualsto enhance their performance and effectiveness.

The tools and techniques discussed here today canbe easily applied.

Psychological understanding is particularly helpful forcoaches.


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Ethical practice Working to improve individual performance at work

can take unexpected directions

Whatever tools and techniques used, there areboundaries to competence, where reference to apsychologically trained / more experienced coach, acounsellor, or therapist is the best next step


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References Lee, G Leadership Coaching: From Personal Insight to

Organisational Performance: CIPD

Neenan, M. & Dryden. W. (2002). Life Coaching: A Cognitive-

Behavioural Approach. Hove: Brunner-Routledge. Palmer, S., Cooper, C., & Thomas, K. (2003). Creating a

Balance: Managing Stress. British Library, London

Peltier, B. (2001).The Psychology of Executive Coaching: Theory& Application. Brunner-Routledge

Szarbo, P and Berg, I.K (2005) Brief Coaching Pemberton, C (2006) Solutions for Managers.


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Contact DetailsDr Alison Whybrow

[email protected]

Tel: 020 8390 7717

Mob: 0777 3340761

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