coaching – training – neue medien 29.-31. märz 2010dr. sabine horst1 coaching in intercultural...

Coaching – Training – Neue Medien

29.-31. März 2010 Dr. Sabine Horst 1

Coaching

in intercultural contexts

Urbino University

29th – 31st March 2010

Coaching is …

• a special form of counselling for individuals, teams and

organisations regarding concerns of the professional environment

• based on professional concepts and methods

• in general accompanying a (development) process

• person-centred, aim-, resources- and solution-oriented

• time-constrained

Coaching – a Definition

29-31, March 2010 Dr. Sabine Horst, Coaching Training Neue Medien 2

Coaching

Coaching does not search for deficits, …

... but for strengths and aptitudes a client can

activate, further develop and transfer to problematic

areas.

Coaches don´t give advices, ...

Central to Coaching are the mental problem solving and decision finding processes and their transfer by the client. The coaches do not present solutions, ...

... but they support others to find their own way while

respecting the others´ personal decision making competences.

... but they support the clients to find their individual solutions. The clients´ autonomy will be

preserved.

- +





Coaching

Aim:

A help for self help - to further develop or

reconstitute the clients´ competences and abilities

resources-oriented

a personal development scheme tailored to the client´s individual needs

aim-oriented

solution-oriented

person-centred

Coaching

Main focus:

Not on deficits and weaknesses, but on strengths and abilities for the client to activate in order to master difficult situations.

Aims are e.g.:

performance improvement

development of personal capabilities

change of perception

focussing on solutions rather then on situation analysis

requirements: client´s self-initiative, personal responsibility, ability for self-reflection

monitoring, accompanying the client´s own process for solution findings



resources-oriented

aim-oriented

solution-oriented

personen-centred

Coaching

systemicA systemic coaching approach means that aspects will be considered relating to:

cognition

emotions, feelings

relations

embodiment

ethics

etc.

In dialogues and feedbacks the focal points will be detected with the client.



If You can´t change

the circumstances,

change yourself.



Humanism:

Coaching “is about `self-actualisation´ and the individual’s need for self-fulfilment,

the realisation of full potential, self-expression, accomplishment and growth.”

Coaching is client-centred and based on `unconditional acceptance´ of the

coachee. The coach listens and reflects back, but he or she also challenges and

confronts a coachee when necessary.

Coaching – Philosophical Underpinnings


Existentialism:

Based on the central idea of existentialism (Sartre), that we are essentially free

and responsible for finding out who we are and what to do with our lives, the

concepts of choices and responsibilities are central to coaching. The coachee’s

acceptance of his or her own responsibility to commit to change is vital for a

proper coaching process. The scope of change involves, e.g. the coachee’s world

view, self-limiting beliefs or self-defeating actions, perception of his or her

environment etc. The coach supports the coachee to understand his or her

‘structure of interpretation’ by using language, in the form of listening and

questioning, and invites the coachee to make new observations and new

interpretations. New actions can follow only on the basis of a broadened

awareness.



Eastern influences:

Influenced by various aspects of Eastern philosophy the focus of coaching lies on

the living in “the now”. As a result, coaching emphasises the current situation and

a solution-oriented perspective rather than analyzing the past. Another belief

derives from Eastern philosophy that all individuals are in possession of what

they need to know. In this respect, coaching supports the coachee to gain access

to existing abilities, resources and competences, which might – for various

reasons – be blocked out. The coachee learns to activate them for a solution-

finding process.



Constructivism

According to constructivism, reality is a result of interpretation. There is no single,

true interpretation and meaning is only known through our social interactions.

Coaching, as a dialogue, is a process of constructing the problem and the

solution using language. Coaching deals with alternative ways of viewing the

world and supports the coachee to broaden his or her perspectives and

perceptions. “Coaching deals with the individual coachee’s experience and

highlights the importance of co-creating (with the coach) a new and more

empowering reality.”



methodicalcompetence

individualcompetence

technicalcompetence

socialcompetence



technicalcompetence

socialcompetence

Inter-cultural

competence

... such as:

knowledge of cost, income + risk factors

knowledge management

• organisational skills

problem solving and decision making skills

... such as

understanding for the imprint of the own culture on the own behaviour

understanding and acceptance of different ways of thinking and view- points

tolerance of ambiguity

foreign language knowledge

polycentrism

knowledge of strategies for the use of conscious and unconscious cultural rules

... such as:

self-motivation

ability to work under pressure

self-organisation, ability for self- control

optimistic attitude

ability for self-criticism

... such as:

• ability to work in teams

• ability to assimilate

• ability to take initiative

• communication abilities

• empathy, tolerance

... such as:

knowledge of markets, legislations + enterprises

specific knowledge for a technical area

international experience

knowledge of the development status of the technical area within the target

culture

Coaching – Fields of competences


Method andmedia mix

for acquisition and development of

capabilities



technical competence

social competence

inter-cultural

competence

... such as:

seminars, workshops, papers...

chats, forums ...

electronic media, virtual seminars ...

experience reports, blogs,

print media

coaching

=> in guided and self- guided learning processes

Steffen Drawert, 33, IMG AG St. Gallen

describes his international business as a “cross-functional job” with challenges regarding technical, social and cultural aspects:

„Workflows and methods can not be transferred on a one to one basis into other cultural contexts.”

„ Colleagues have a different mentality, that one has to “swing into”. Greeks and Asians can´t do anything with the factual style of the Germans. I have to address them in a personal manner to bring them on board.”

Examples – Business Experts


• Kai-Oliver Schäfer, 37, Capgemini Consulting, Consultant in European and extra-European projects

• Alexander Schweinberger, 30, Capgemini Consulting, Consultant situated in Germany, working in international consulting teams

“Working internationally requires more discussions about “Change-Management“-processes, to get to know each other personally and to “juggle” with cultural differences.”



Sabine Huxhold, 37, IDS Scheer AG

noticed displeasedly, that the Indian software engineers looked up in the air, when she greeted them, as if the blond-haired female project manager would not exist. A female colleague explained to her, that it is an indication of respect in the Indian culture, to ignore a woman.

In another project, Sabine Huxhold was positively surprised: The Italian colleagues didn´t appear in the way she expected with „Mediterranean sociability“. They worked „structured, efficient, exemplary“.

“ Misunderstandings are part of the professional daily routine in international consulting.”

“ In large-scale projects with 180 consultants from 50 countries you can´t avoid critical incidents. But you can handle and manage them.”



Schäfer und Schweinberger:

„Without knowing the English language and technical terminology on a high level, you don´t have a chance.“

And, apart from work, there is also a private life…

„Most problems begin after work. The talks after work are important, especially with a job, which does not leave a lot of spare-time. (…) Because of our travels, it is difficult to keep in contact with people at home. But it is extremely exciting to get into contact to clients and colleagues from all over the world and to exchange ideas and thoughts.“



Steffen Drawert is married and has a young daughter:

„It is a great and exciting job, but you pay for it. In the long run you have to either come to an arrangement or draw the consequences.”



Every human being is unique. And everyone should receive the opportunity to live this uniqueness. Adequate parameters are required to be able to develop these abilities.

Human beings are, in principle, “complete” and not “in deficit” and have an illimitable potential for growth and expansion.

To be aware of one´s personal qualities, strengths as well as weaknesses is a relevant premise. This requires self-reflection and feedback.

Every human being perceives the world differently. We perceive the world in a selective and individually interpreted manner .

Every human being is in command of a range of scopes of action at any time. Everyone is responsible for his or her choices.

Human beings can only change themselves. A change of behaviour requires, as a prerequisite, the change of the own attitude.

Coaching – basic hypotheses


Even small changes can have a high impact.If one part of a system changes, this has an effect on all the other parts of the system, which will react in some way.

Every change has it´s price. The willingness to change depends on the cost-benefit ratio.

Human beings tend to adapt their behaviour according to the expectations of others. Our own expectations have a high impact on our personal development and success.

Acknowledgement is basic need, every human has. Everyone seeks for being appreciated/estimated individually.

Everything happens with a positive intent and a certain benefit.

Thoughts, emotions and actions form an entity. If one part changes, the other two change automatically.

Coaching – basic hypotheses


estimation

empathy

acceptance

authenticity

A systemic and solution-oriented coach works on the basis of a

humanistic approach: Only the one who feels accepted and

estimated has access to his or her abilities and will be open up

for new ways and view-points.

=> Relevant attitudes for a professional coach are:

Coach requirements


Consulting=> based on an situation analysis including concrete suggestions for activities

Supervision=> support and further development of people working in social services and professions

Training=> knowledge transfer, development of competences – e.g. including tests – conducted with a trainer as expert

Psychotherapy=> treatment of mental disorders with psychological straints and pathological significance due to changes of the persons characteristics, ways of experiencing and behaviour

Coaching – is not ...




technicalcompetence

socialcompetence



technicalcompetence

socialcompetence

Inter-cultural

competence

... such as:

knowledge of cost, income + risk factors

knowledge management

• organisational skills

problem solving and decision making skills

... such as

understanding for the imprint of the own culture on the own behaviour

understanding and acceptance of different ways of thinking and view- points

tolerance of ambiguity

foreign language knowledge

polycentrism

knowledge of strategies for the use of conscious and unconscious cultural rules

... such as:

self-motivation

ability to work under pressure

self-organisation, ability for self- control

optimistic attitude

ability for self-criticism

... such as:

• ability to work in teams

• ability to assimilate

• ability to take initiative

• communication abilities

• empathy, tolerance

... such as:

knowledge of markets, legislations + enterprises

specific knowledge for a technical area

international experience

knowledge of the development status of the technical area within the target

culture

Coaching – Fields of competences


Method andmedia mix

for acquisition and development of

capabilities



technical competence

social competence

inter-cultural

competence

... such as:

seminars, workshops, papers...

chats, Forums ...

electronic media, virtual seminars ...

experience reports, blogs,

print media

coaching

=> in guided and self- guided learning processes

• ... is an „on-the-job“ scheme relating to concrete situations or

cases

• ... selects the problems, differentiates aspects of the problem

due to a special international context

• ... supports the solution-finding for problems and conflicts in

international co-operations and intercultural management

• ... considers the client´s special needs and requests and his

or her indidual environment

Intercultural Coaching


Competences:

personal competence

social-communicative competence

methodical-technical competence

knowledge competence

field competence

characteristics:

empathic

respectful

trustworthy

ascetic

integer, independent

with a positive attitude

tolerant

Coach requirements


Coaching cycle:

Coaching Session


Methods for interviewing:

• Active listening (paraphrasing, verbalising)

• Resources-oriented

• Questions (open, circular, solution-/future-oriented)

• Solution-orientatin (focusing on aims, positive formulations, invitations to change perspective)

• Feedback (I-messages/statements, no judgments/valuations, perceptions)

• Metaphors (densify information, support change of perspectives)

Coaching Session


Forms/Settings• Individual coaching• Group coaching• Self-coaching• „shadow“-sessions• Combinations: Coaching – Training• Virtual (self-)coaching

Methods• Dialogues, interviews• Visualisations• Role games, simulations• Change of perspectives• Check lists, self-reflection forms

Coaching Settings


www.radius-team.com

Intercultural Coaching is a special form of "Situational Coaching", providing support to those working abroad or in roles involving international contact. One important role of a coach is to show how behaviour is culturally dependent and to improve intercultural competence.

www.marywinograd.com

Intercultural coaching is an approach that helps individuals relate and successfully communicate with people from other cultures. A culture is a realm that comprises nationality, ethnicity, religion, age group and others.

Intercultural coaching can kelp the client adapt to an expatriation or a repatriation, outsource to other countries, develop business relationships with foreign countries or other cultural groups, lead multicultural teams (teams of people from different countries, ethnicities or cultural groups), smooth relationships with in-laws from other cultures or prepare for an interfaith marriage.



Sietar – Society for intercultural Education, Training and Researchwww.sietar.org.uk, Written by Kate Griffin and Richard Cook What is Intercultural Coaching?

Intercultural coaching has the same basic tenets as standard

professional coaching but also takes into consideration the coachee’s

cultural perspective, and those of the people around him/her.

Intercultural coaching focuses on creating an ‘intercultural climate’ that

allows the coach and coachee to become more culturally aware and

adapt their behaviour and expectations as appropriate. Intercultural

coaching is defined as “utilising culture as a force of change to unleash

the coachee’s potential”. Both the coach and the coachee will take a

look at the cultures that might be involved (national culture,

organisational culture, social class, professional affiliation, etc.) and

consider how to take them into account for the realisation of the

coachee’s objectives. (...)



(...) One of the challenges intercultural coaches face is trying to balance the

different worldviews in a way that is respectful. Intercultural coaches need to

be aware of whose worldview is in play at any one time. They should also be

clear that they can hold their own worldview without letting it have a negative

impact on the coaching session. As Zarine Jacob says, “an intercultural

coach embodies great coaching skills within the context of intercultural

understanding”. As organisations have increasingly become more global,

business coaches will need to take into consideration different cultural

perspectives and worldviews in order to become more effective and for

business to remain profitable.



• Conflict: when two apparently incompatible perspectives or different scopes of action meet; both conflict parties argue on the basis of their own reality and perception:

A B

perspectives

• Intercultural conflicts: include a cultural dimension of reality; the conflict is extended by an additional reality dimension

A B

Synergy und Win-win-solution through additional reality

dimension

Intercultural Conflict


Source Moore, C.W. (1996): The Mediation Process

Relations

Facts

InterestsStructure

Values

Causes of Conflicts


Conflicts

Critical Incidents:

• Scopes of action in specific situations, which are different in other cultures

• representatives of these cultures get into contact and misunderstandings, confusions and conflicts occur

Critical Incidents


Value: Dialectic counter value:

Devaluating exaggeration:

Counter Value:

Blind, naïv confidence

Continuous mistrust

trust caution

positive field of tension; Dialectic counter value

Antagonism between value and degradation

Relation between value and degradation

Devaluating exaggeration

Values Square


1. Step: Identification of inner voices Identification of opponents

2. Step: Hearing of individual voices self-revelation of opponents (monologues)

3. Step: To allow and animate free discussion Dialogue/dispute

4. Step: Moderation and structuring by head/leader conciliation and acceptance of parts

5. Step: Brainstorming for solution-finding:

selection of valuable aspects of voices identificiation of individual positions´ interests extension of cognitive structure

6. Step: Draft of an integrative statement Teambuilding and decision by head/leader

Inner Team


When I don´t know, that I don´t know, I

believe I know.

Laing, R.D. 1972

To thine own self be true.

Shakespeare


Thank youfor your attention!

Coaching — Training — Neue Medien

Dr. Sabine Horst

Medienhaus StuttgartMörikestr. 67

D-70199 StuttgartM: +49 179 5122091

F: +49 711 [email protected]

coaching – training – neue medien 29.-31. märz 2010dr. sabine horst1 coaching in intercultural...

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