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.