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