real time team coaching: ace october 2016
TRANSCRIPT
REAL TIME TEAM COACHING SELF AS INSTRUMENT OF CHANGE |
Kim MorganOWNER & DIRECTOR
“Any leader of transformation needs to learn the psychology of individuals, the psychology of the group, the psychology of society and the psychology of change.”
W. Edwards Deming…AND THE PSYCHOLOGY OF
THEMSELVES.
REAL TIMETEAM
COACHINGWhat it is
What it isn’t
Why is it important?
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.”
Two key practices for Real Time Team Coaching:
Behavioural Analysis Process Consulting
Initiating Reacting Clarifying Control0
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Behavioural Analysis
Series 2 Series 3
Communication
Decision-making
Decision-making Conflict
Communication Leadership
Problem solving Norms
Group Climate
Process Consulting
“I notice that most of the discussion is confined to these six people … what’s going on with you others?”
“I think you need to check your decision-making process.”
“I’m not sure from what I hear that everyone has the same understanding of the objective. Would someone state his/her understanding and see if others agree?”
“Has anyone else noticed that 2 people have not said anything so far?”
• Underpinning assumptions• Behaviour as a function of person in their environment• Social loafing• Roles, “Black Sheep” syndrome or scapegoating• In crowd/out crowd• Group Think• Homeostasis• Idealization of “leader” • Unconscious communication
AWARENESS OF:
Use of self is central to
our work
Three adjectives that would most describe me are:
Three key assumptions I generally make about other people are: Behaviours of others that are likely to evoke in me positive feelings toward them are: Behaviours of others that are likely to evoke in me negative feelings towards them are: When another’s belief about something very important to me are different than mine, I am likely to:
EMOTION DISCOMFORT TRANSFORMATION
“We remember life’s important moments especially well. Emotional experiences, whether good or bad, leave strong traces in the brain.”
Joseph E. LeDoux Centre for Neural Science, NYU
Mezirow | Situations which give rise to critical self-reflection and transformational learning:
▪ A disorienting dilemma
▪ A state of puzzlement
Jarvis | Non-transformative situations:
“Non-learning is our response to everyday experience. As long as experience conforms toour mental models, no learning is required.”
Provide a presence that is lacking in the systemDevelop congruence between your behaviour and what you teach othersBecome an awareness expertHelp the client focus on their problems not on solutions you favourRole model basic behavioural skills (communication, conflict, decisions)
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Coach as an Instrument of Change:
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Burke | Coach as an Instrument of Change:Ability to tolerate ambiguityAbility to discover and mobilize human energyA sense of missionAbility to recognize own feelings and intuitions quicklyAbility to create learning opportunities
CAN YOU HANDLE EMOTION?
ARE YOU READY FOR DISCOMFORT?
“The primary instrument in coaching is the coach/practitioner.”
Burke
WHO YOU ARE IS HOW YOU COACH
PERFECTIONISMPEOPLE PLEASING
OST
RICH
SYN
DRO
ME
GOING TO
EXCESS
IMPOSTOR SYNDROME
COPING WITH LOSS
SEARCHING FOR FULFILMENT
DRIVEN BY FEAR
FIERCE INDEPENDENCE
CYNICISM
PERFORMANCE ANXIETY
PROCRASTINATION
What derails you from peak performance?
Kim Morgan
Director of Barefoot Coaching Ltd
@BarefootCoaches
www.barefootcoaching.co.uk Available now on Amazon