coaching and positive psychology in organisations d4 2019 vf.pdfcoaching and positive psychology in...
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CoachingandPositivePsychologyinOrganisations
Day4
Prof.ChristianvanNieuwerburgh
Bergamo,Italy
HelpingConversations
Coaching,mentoringandcounselling
Cognitive-behaviouralcoaching
Humanisticapproach
ProfessionalContexts
Solution-focused&Appreciativeapproaches
Positivepsychologyconcepts
Integratingcoachingandpositivepsychology
Inter-sessionalTasks
´ ESSENTIAL´ReadAnIntroductiontoCoachingSkills(vanNieuwerburgh)
´Undertakea60-minutecoachingconversation
´Writeaone-pagecoachinglogbasedonyourpractice
´ RECOMMENDED´ReadCaseStudiesaboutCoachinginProfessionalContexts[Online]
´https://study.sagepub.com/node/34974/student-resources/chapter-1
´Downloadamindfulnessappandtrysomeoftheactivities[Headspace?]
Whatwehavecoveredsofar…
Coaching,mentoring
andcounselling
Definitionof
coaching
Keyskillsofcoaching
Coachingprocess
BehaviouralApproach
Responsibilities(coachandcoachee)
Cognitivebehaviouralapproaches
Humanisticapproach
Reviewoflearningsofar
LearningOutcomesofSession4
´Personaltheoryofchange(Theory)´Transtheoreticalmodelofchange(Theory)´Solution-focusedapproach(Practice)´AppreciativeInquiry(Practice)
Fromyourownexperience…
Whatistheory?
“Atheoryismerelyawayoforganizingideasthatseemstomakesenseoftheworld.”
Wilson2007
Basedoninitialresearchonsmokingcessation
Changeisaprocessthatunfoldsovertime
Changeimpliesprogressthroughstages
Progressioncanbelinearandnon-linear
TranstheoreticalModelofChange
ProchaskaandDiClemente1984
TranstheoreticalModelofChange
Diagram:SchoolofPublicHealth,BostonUniversity
Precontemplation(Notready)
´Changeisnotbeingconsideredbytheperson´Therefore,nointentiontotakeanyaction
´Asacoachorconsultant:´Raiseawareness´Encourageself-exploration
ProchaskaandDiClemente1984
Contemplation(Startingtoconsiderchange)
´Individualisunsure(usuallyintwominds)´Stillnotplanninganyaction
´Asacoachorconsultant:´Explorethebenefitsofnotchanging´Explorethebenefitsofchanging´Discussdesired(positive)outcome
ProchaskaandDiClemente1984
Determination(Decidedtomakethechange)
´ Individualhasalreadyexperimentedwiththechangeorshowncuriosityaboutwaysofchanging.
´ Nowplanningforaction
´ Asacoachorconsultant:
´Exploretheprosandconsofmakingthechange
´Encouragereflectiononoutcomesifsuccessful
´Supportidentificationof“smallsteps”
ProchaskaandDiClemente1984
Action(Doingsomethingdifferent)
´ Individualisputtingeffortintothedesiredbehaviouralchange.
´Willcontinueifbenefitsoutweighthecost
´ Asacoachorconsultant:
´Supportindividualtoreflectonbenefitsandsuccesses
´Supportadvanceplanningforanychallenges
´Acknowledgelossesorfrustrations
´Raiseawarenessoftheriskofrelapse
ProchaskaandDiClemente1984
Relapse*(Abandoningthechange)
´ Individualregressestopreviousstages
´ Anygainsarelostandhopefulnessisdiminished
´ Asacoachorconsultant:
´Remainnon-judgemental
´Encouragelearningabouttriggersorunhelpfulwaysofthinking
´Reflectonwaysofgettingbackontrack(ifdesired)
ProchaskaandDiClemente1984
Maintenance(Stayingontrack)
´ Theindividualisseeingthebenefitsandactivelyengagedinmaintainingthenewbehaviours
´ Individualsareusuallyconfidentiftheyhavereachedthisstage
´ Asacoachorconsultant:´Recogniseachievement´Discussstrategiesforavoidingrelapse´Celebratenewbehaviours
ProchaskaandDiClemente1984
TranstheoreticalModelofChange
Diagram:SchoolofPublicHealth,BostonUniversity
Solution-focusedinteractionsinorganisations
n Developedinthe1960sand1970s(BriefTherapy)
n Notimportanttounderstandthehistoryofaproblemoreventhepatternsrelatingtotheproblem
n Whatisimportantisdevelopingnewbehavioursthatwillresolvetheproblem
Solution-focusedApproaches
n Premises:n Thefutureiscreatedandnegotiated
n Smallchangecanleadtobigdifferencesinthefuture
n Focus:n “Howwillweknowwhentheproblemissolved?”
Solution-focusedApproaches
“Ifitworks,domoreofit.
Ifitdoesn’twork,dosomethingelse.”
Activity:Scaling
0 10
Howwouldyourate….
Whatmakesitx andnotzero?celebrate
Whatwoulda8-9-10 feellike?enrich
Howcanyoumoveittox+1orx+2?encourage
Alwaysre-focusontothesolution
Processtofollow
ActivityHavingasolution-focusedconversation
ActivityDiscussion:Whatwasyourexperience?
BOOK:SolutionFocusedCoachinginPracticeBillO’Connell(2012)
BOOK:TheSolutionsFocus:MakingCoachingandChangeSIMPLEPaulJacksonandMarkMcKergow
CHAPTER:BiastowardsthePositiveChristianvanNieuwerburgh
WEBSITE:www.brief.org.uk
Wanttoknowmore?
AppreciativeInquiry
AppreciativeInquiry
• Relativelyrecent• Focusawayfromthedeficiencymodel• Focuseson“excellence”,not“perfection”
• PositiveOrganisational Scholarship(Cameron,DuttonandQuinn,2003)
• AppreciativeInquiry(Cooperrider,1990)
PositiveOrganisational Scholarship
Foundedinthe1990sbyKimCameron,JaneDuttonandRobertQuinn
Mostimportantfeature:Investigatesthepositive
Exploreswhatsupportspeopletooperatesuccessfully:
• Positiveorganisational relationships• Positiveorganisational processes• Authenticleadership• Meaningfulnessofwork• Strong“connections”betweenpeople
AppreciativeInquiry(AI)
Appreciate(v):
valuing;theactofrecognising thebestinpeopleortheworldaroundus;affirmingpastandpresentstrengths,successesandpotentials;toperceivethosethingsthatgivelife.
toincreaseinvalue(“goldhasappreciatedinvalue”)
AppreciativeInquiry(AI)
Inquire(v):
theactofexplorationanddiscovery
toaskquestions;tobeopentoseeingnewpotentialsandpossibilities
AIcomparedto“traditional”approach
Identifytheproblem Appreciatewhatalreadyexists“Whatgiveslife?”
Conductroot-causeanalysis Imaginewhatcouldhappen“Whatmightbe?”
Brainstormsolutionsandanalyse Determinewhatwillhappen“Whatshouldbe?”
Developactionplans Createwhatiswanted“Whatwillbe?”
AIcomparedtotraditionalapproach
Fromanappreciativeperspective,oneofthefirstchallengesistoidentifyis
“Whatisthebehaviour thatwewanttogrow?”
andnot
“Whatisthebehaviour thatwewanttostop?”
Lewis,PassmoreandCantore,2008
Whatisthenormalwayofimproving?
Identifytheproblem Appreciate“whatis”(whatgiveslife?)
Conductroot-causeanalysis
Imagine“whatmightbe?”
Brainstormsolutionsandanalyse
Determine“whatshouldbe”
Developactionplans Create“whatwillbe”
??
ActivityDiscusstheculturalandsocialnormsofyourcontext
Problem-solvingapproach
Lewis,PassmoreandCantore,2008
“Manyorganisations considertheproductionofnegativeemotionstobetheappropriatedriverforchange.”
Key AssumptionsofAI
•Ineverysociety,organisation,group,orindividual,somethingworks
•Whatpeoplefocusonbecomestheirreality
•Realityiscreatedinthemoment,andtherearemultiplerealities
•Theactofaskingquestionsofanorganisation,group,orindividualinfluencesthegrouporindividualinsomeway
KeyAssumptionsofAI
•Peoplearemoreconfidentandcomfortableintheirjourneytothefuture(theunknown)whentheycarryforwardpartsofthepast(theknown)
•Ifpeoplecarrypartsofthepastforward,thosepartsshouldbewhatisbestaboutthepast
•Itisimportanttovaluedifferences
•Thelanguagepeopleusecreatestheirreality
AppreciativeInquiry
Moreof“wayofbeing”andlessofprocess
Helpfultothinkofphasesratherthansteps
Usedincollaborationwiththe5appreciativeprinciples:• Anticipatoryprinciple:Powerofvision• Constructionistprinciple: Appreciativestance• Simultaneityprinciple: Artofthequestion• Poeticprinciple:Pivoting• Positiveprinciple: Genuineaffirmation
Discovery
WhatisexcitingaboutbeingstudentsatUniversityofBergamo?
Whenareweatourbest?
What’sthemostimportantthingaboutwhatwe’restudying?
Whatisgoodaboutus(asagroup)?
Dream
Whatwouldwelovetoachieve(asagroup)?
Whatexcitingpossibilitiesarethereforusinthefuture?
Whatinspiresus?
Ifwecouldhavethreewishesaboutourfuture,whatwouldtheybe?
Design
Whatpartsofourdreamarealreadyinplace?
Whatthreeachievementswillmakeusfeelthatweareclosertoourdream?
Whowillsupportusasweembarkonourjourneytowardsthedream?
Whatisitthatmostencouragesustopursuethedream?
Destiny
Whatisdifferentinourlivesasaresultofthisconversation?
Whatcommitmentswillwemaketoourselves?
Whatwillcontinuetomotivateusaswegetclosertoourdream?
Whatisthemostimportantthingwehavelearnedaboutourselves?
ActivityPlenary:Howitcanbeusedinanorganisation?
Wanttoknowmore?
READ:Whitney,D.K.,&Trosten-Bloom,A.(2003).Thepowerof
AppreciativeInquiry:Apracticalguidetopositivechange.SanFrancisco,CA:Berrett-Koehler.
WATCH:Youtube videoofSeligmantalkingtoexecutives:Google:ZeitgeistandSeligman
ReferencesCameron,K.S.,Dutton,J.E.&Quinn,R.E.(Eds)(2003).PositiveOrganizationalScholarship:
Foundationsofanewdiscipline.SanFrancisco,CA:Berrett-Koehler.
Cooperrider,D.L.(1990).Positiveimage,positiveaction:The affirmativebasisoforganizing.InS.Srivastva &D.L.Cooperrider.(Eds),Appreciativemanagementandleadership:Thepowerofpositivethoughtandactioninorganizations.SanFrancisco,CA:Jossey-Bass.
Lewis,S.,Passmore,J.&Cantore,S.(2008).AppreciativeInquiryforchangemanagement:UsingAItofacilitateorganizationaldevelopment.London:KoganPage.
Prochaska,J.andDiClementeC.(1984).TheTranstheoreticalApproach:TowardsaSystematicEclecticFramework.Homewood,IL:DowJonesIrwin.
Wilson,D.S.(2007).Evolutionforeveryone:HowDarwin’stheorycanchangethewaywethinkaboutourlives.NewYork,NY:DelacortePress.