Coaching and Positive Psychology in Organisations D4 2019 vF.pdfCoaching and Positive Psychology in...
Transcript of Coaching and Positive Psychology in Organisations D4 2019 vF.pdfCoaching and Positive Psychology in...
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.