dealing with resistance in coaching
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Why Resist Change?
How As A Coach Deal with Resistance?
Reducing Resistance; Making It Sustainable
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Lisette Lebron-Special Topic
Presentation-Dealing with Resistance to
Change
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Defining Resistance
the act or power of resisting, opposing,
or withstanding
Resistance means…
opposition to an attempt to bring
repressed thoughts or feelings into consciousness
Getting “stuck “ or a “boulder” to results
Ambivalence
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Coaching Approaches
Possibilities & Solutions
Action Coaching
Leadership Coaching
Facilitative Coaching
Flow of Coaching
Dealing with
Resistance
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Motivation
desire to avoid the sense of loss and uncertainty that change brings
Obligation
expectations and assumptions about how things should be
BARRIERS TO RESISTANCE
Organization Change: Theory and Practice (Foundations for Organizational Science)
Cognition
individual interpretation can limit awareness of the need for change
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OVERCOMING RESISTANCEOrganization Change: Theory and Practice (Foundations for Organizational Science)
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Level Resistance Overcoming Resistance
Individual Losing something of value
Types of resistance:
Blind - anti change for the sake of it
Political – protective of power
Ideological – againstprinciple of change
Apathy – worst form of resistance
Transitioning: ending, goingthrough a neutral zone to anew beginning
Achieving closure
Encourage participation
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Motivating Change through stories
Process
Competencies (KABS)
Personal Style
Philosophy
Values
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Coaches’ Checkpoint to Resistance
• Is it viewed attainable by my client?
Check Point
• Are desired behaviors demonstrated?
Check Point • Are the next
steps relevant to clients goal?
Check Point
• Is the change sustainable for my client?
Check Point
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WORK CITED8
Burke, Warner W. Organizational Change: Theory and Practice. Sage Publications. 2008.
Flaherty, James. Coaching Evoking Excellence in Others.. Elsevier Inc. 2010. (151-156)
Hudson, Frederic M. The Handbook of Coaching. Jossey-Bass. 1999. pg 24, 29
Jordan, Peter J. Dealing with OrganisationalChange: Can Emotional Intelligence Enhance
Organizational Learning. International Journal of Organisational Behavior, 8(1), 456-471.
Kotter, John P. and Dan S. Cohen. The Heart of Change: Real-Life Stories of How PeopleChange Their Organizations. John P. Kotter and Deloitte Consulting LLC. 2002.