Group Coaching – some tools to spice it up

Recently I conducted a Group Coaching Demo at the 2010 International Coaching Federation Conference at Forth Worth Dallas http://www.coachfederation.org/.  I worked alongside my colleague David Matthew Prior (Colombia University and Getacoach.com) to create both an experience for coachees and a demonstration event for international coaches.

 

For those who participated as coachees in this event, a sincere thank you.

 

For those people who have approached me following the event regarding the variety of coaching tools I used, here is a precis and (for extra spice, rationale) for tools used :

As with any coaching modality, framework or tool, some may or may not be indicated based on the client group and its receptivity to alternative perspective modalities/organizational values and cultural norms. For those coaches tentative in their uptake of  new coaching tools, see the NOTE below.

 

1) Sociometric Spectogram: Evaluative tool in the form a of a continuum based on a group function criterion. There are 3 primary reasons to use it:

(a) The spectogram is a rapid, practical evaluative methodology which offers group participants an opportunity to conduct self assessment and thereby process data quickly in relation to the business at hand.

(b) The spectogram offers group participants a visual summary of group positioning which allows them to analyze their position in relationship to other group members without the interference of verbal rationale / contradictory information. This  quick pic view also offers the coach and opportunity to assess the spread of the group /range of response to work undertaken thus far

(c) The Spectogram facilitates movement into ACTION in the group, thereby facilitating a shift in perspective, energy and consequential next steps. A shift in physical positioning and perspective facilitates the development of spontaneity ( as described by JL Moreno) and the advance of creative energy into the groups core business.

 

2. Tableau: From the school of PlayBack Theatre:

 

A tableau is a means of concretizing an abstract idea/an emotional state/history/ etc. Tableau is a an action method which may or may not be indicated based on the client group and its receptivity to alternative perspective modalities/organizational values and cultural norms. Based on this audience of primarily international coaches working to bring about change in their clients lives, the rationale for its use was:

(a) Concretizing an abstract idea such as “future story” offers the group a methodology with which they can idenify as individual group members. As one member creates a tableau of their future story, other group members are analyzing their responses to the future story components and noticing what is absent and present in their own abstraction.

Concretizing an abstract idea renders the idea functional on a physical level and therefore adaptable, potent, measurable, and achievable,

(b) Tableau action facilitates for the group, a different perspective of its core business.

(c) As in (c) above, a shift in perspective facilitates the development of spontaneity ( as described by JL Moreno) and the advance of creative energy into the groups core business.

 

NOTE: For Executive Coaches who are concerned about introducing modalities into their coaching which their clients may find anathema, consider the following:

1. What is the purpose of the coaching relationship?

2. Has that changed over the course of the coaching process thus far?

3. Would the client benefit from a shift in perspective?

4. Would the client benefit from a shift out of the “comfort zone”?

5. Would you the coach benefit from a shift in your perspective?

6. Do you like the idea of a shift in perspective and a shift in modality but without disturbing the current  client/group norms on honesty, intimacy, bonding depth?

Consider using a different approach to concretization rather than tableau –  For example, use physical objects in the consultation room. The point is to facilitate insight, change in perspective and creative energy for the business in hand.

 

3. Role Coaching:

 

This coaching tool is based on the work of Moreno and has been developed by David and I as a collaborative coaching tool , see link to article on my website http://www.abarrettconsulting.com/

 

Role coaching is a 3 step process of assisting the coaching client to articulate their current issue or opportunity, describe the desired future state and to claim the new role which will achieve the desired state.

 

Role Coaching is based on Role Theory and is a means of cutting through extraneous detail to get to the core issues, processing vital information on values, emotions and habitual responses in the process.

 

Reasons for use in this demo:

 

(a) As an emerging modality, Role Coaching offers a different means to get to the core issues required in the coaching process

(b) Role Coaching is fast and effective

(c) Role coaching is personal and unbiased

(d) Group members experience role coaching vicariously and assess their own role repertoire based on that experience.

(e) Role coaching’s intuitive 3 step process enables clients to role coach themselves when a new response is required from them. This expedites the effectiveness of the coaching process.

Leadership in Reflection 2

In my leadership coaching and training I often use the concept of “mirroring” (psychodramatic) to enhance leadership development. It is not unknown to many of the population that a good friend is a good “mirror” or that a valued colleague is an honest sounding board. Extending this popular understanding into the development of  emotional intelligence  (increasing self-awareness, self-knowledge) is readily facilitated by the simple analogy of the “mirror”.

As a coach I might “mirror” my client to enable then to see themselves, their attitudes, their (limiting/or not) beliefs, their physical posturing, their body language (telling a thousand stories…….). This in itself is revelatory, and very useful in increasing self-awareness and self-knowledge.

And the “mirror” can be used in other ways: For YOU the reader:

Have you ever tried standing in front of the mirror and speaking the truth to yourself on a matter of importance? It is a grounding and useful experience.

Or

Have you ever looked at yourself in the mirror and spoken the truth that was never spoken out loud before? It may be “discomfiting”, but it will be a milestone event in developing self awareness, knowledge, and confidence.

IN EXECUTIVE COACHING:

In executive coaching I found it useful to use the mirror exercise when working on a particular leadership competency. Practicing negotiation skills, opening gambits, the unspoken feelings conversation (as in the “Difficult Conversations and How to have them”) etcetc are all facilitated  in using the mirror.

A major reason for the effectiveness of the mirror in developing these skills is in my experience, is the enhancement of the relationship with the leader-self , which includes self awareness, self knowledge and self commitment.

Leadership in reflection

Recently in a training session of leaders , the subject of conversation was how to continue leadership development in the busy day to day.

A stimulating and enlightening conversation followed with some energizing activities exploring this acute issue.

Some of the main points of the conversation are as follows: as you read these you will notice that these may not be new…….if this is your experience, stop, take a deep breath, clear your mind and begin reading again. Of course this is not new, but this comes from the words of leaders who are leading organizations in changing times and ion today’s context:

1. Self awareness is the beginning of leadership possibility

2. Self knowledge follows self awareness

3. Self awareness and self knowledge is enhanced by daily reflection and focussed recollection

4. Leadership is inspired by one’s vision

5. Leadership development works best when one’s daily reflection is anchored by one’s leadership vision (or goals)

Developing Agility in the face of conflict

Listen to the archived BlogTalk radio show with the Texas Conflict Coach on Executive Coaching and Conflict resolution; www.blogtalkradio.com/texas-conflict-coach/2010/02/10/tuesdays-with-texas-conflict-coach

An “objective observer” in action……

Role Training for Executive Directors in Systemic Analysis

Systems Theory has offered organizations a framework of analysis and a map of development opportunities. In my training of organizational/business leaders there is often an invitation to revisit the discipline of systemic analysis. This may be as part of training in “Developing a learning organization” or may form part of an executive coaching contract in developing leadership effectiveness.

There are many modalities in which a systemic perspective of an organization can be explored. The most effective of these in my experience are action methods as designed by Jacob L. Moreno, particularly sociodrama, sociometry and psychodrama (concepts such as social and cultural Atom, modalities such as doubling, mirroring, maximizing, role analysis,  and role training). (http://www.asgpp.org/html/sociometry.html)

Systemic Analysis ………..Is the process of observing the organizational system, and identifying the significant elements / how they relate to each other. When a leader/manager is skilled in systemic analysis, it is said that they have a  system’s perspective. Thinking systemically makes a leaders task, manageable.

For example: A team of executive managers identify that they really do not see the need to meet as an executive group, rather, report submission and remote voting is the most time efficient manner to progress the business. Of course this example appears as an unlikely scenario, but has occurred within a group of managers in a contemporary business setting. On a superficial level one might think well, they probably know what they are doing, so let them dictate their own procedures and processes……..Alternatively the organization’s leader or executive coach would usefully observe:

1. What is the core business of this team?

2. How has this team performed in terms of its performance indicators/strategic planning?

3. What is gained by this new communication process?

4.  What is lost in this new communication process?

5. What are the collaborative skill sets of this team?

6. What is the culture of this team?

7. Are there functioning professional relationships within this team?

8. Are the team in agreement about the new process? Dissenters, about what?etcetc

Another example of systemic perspective: A manager wishes to make some changes to how her unit conducts its business. She is interested in increased efficiencies in business process, she believes her team is producing effective results and is unsure about how to create increased efficiency without increasing the workload…………….This manager would usefully take the role of objective observer and systems analyst and consider:

1. What has prompted the need for increased efficiencies? Are performance indicators being used and are they on track?

2. What do the team identify as issues and strengths regarding their unit’s business strategies, processes and culture?

3. What are the business unit’s significant inter relationships in the organization? Are these relationships functioning?

4. What is working really well for the team/ and the larger organization ( what actions/processes have demonstrable, successful outcomes)?

The Learning Organization

The Learning Organization – a template for organizational growth and success, a professional development tool for serious Executive Directors: Role training for Executive Directors

In the professional development of Executive Directors, the “learning organization” proves to be a compelling training framework. The primary hypothesis of the learning organization is the applicability and integrity of a systemic perspective. For any manager/leader in the organizational setting, being able to access a systemic perspective is useful in analyzing current events, predicting future events and identifying where a system can be tweaked in order to be more effective.

Developing that systemic perspective  is for some leaders an entirely new concept and set of skills, for others it is a matter of becoming conscious of the successful process they already use in critical thinking about their business. See Blog: Role training for Executive Directors

the source of leadership….

I was recently involved in delivering a leadership training module. The module was on understanding “learning disabilities of organizations” and was part of a long term training  process in assisting Executive Directors to be leaders of the future. This year the training is concentrating on the “Learning Organization”  as articulated by Peter Senge in the “Fifth Discipline…….”.

For organizations new to the “Fifth Discipline…..” the training module on “learning disabilities of organizations” can be intangible and difficult to grasp without personal relevancy. In order to take the theory from conceptual to practical in zero time I have discovered that the use of SOCIODRAMA is unparalleled in my experience.

As an advanced trainee of sociodrama, (ANZPA training, ASGPP affiliated),I use the methodology whenever the opportunity arises. I had not used it previously however, to explore “learning disabilities of organizations”. the following is a brief account of how the process was used. Being mindful of the confidentiality of the group I am training and respecting the trust that the group displays to each other as a rich vehicle for learning and change, I shall endeavor to do justice to both the experience and the ongoing nature of the learning.

 

Sociodrama is a Morenian methodology of group facilitation, analysis and decision making. In this session one member of the group was directed to set out her organization’s system in a dramatic way. Each stakeholder of the group was identified and brought to life quickly. Stake-holders were placed sociometrically (eg placement, distance and orientation signifying current reality of relationships). As the sociodrma unfolded it became clear to the group that there were significant issues surrounding the organization that had been hidden from view until this curious enactment brought them into view. For example it became clear that a major funder was actually on the periphery of communication and was positioned to be far more active and to bring other funders on board. There were significant realizations also of the efficacy of some of the current stakeholder relationships. It was enriching and exciting for participants to see what the organization was doing really well.

 

In a follow-up session and with the intention of analysis and learning rather than judgement and blaming, the learning disabilities of the organization were named and clarified. The interim period between the sessions allowed the group to reflect on the sociodrama and draw their own conclusions of their own organizations. The group reported significant learning as a result of the sociodrama and a number of participants especially those whose organization was the subject of the sociodrama reported cathartic release plus a major shift forward in the strategic thinking, work and dynamics of the subject organization.

 

 

Executive Coaching for leaders

Organizational leaders are faced with challenge and opportunity every day. The ubiquitous issue is not courage or its deficit but rather spontaneity and its access. As I coach leaders it is clear that the non-conservable energy of spontaneity is king. If a manager or leader has a high level of spontaneity, then they have answers to the many questions they face every day. Jacob Levi Moreno talked about spontaneity and creativity in his Canon of Creativity, a treatise on the nature and process of same. “Spontaneity” has many definitions and varied PR, primarily due to its misuse I think. Moreno described “spontaneity” as an energy that was catalytic, a fuel for the process of creativity. Spontaneity for spontaneity’s sake seems to have become the meaning of the term more recently. This could not be less useful in fact as spontaneity without creativity results in nothing useful.

Instead spontaneity, albeit an non-conservable energy, is the energy that mobilizes creativity. Creativity is the energy of new ideas, innovation, and change.

In my training of leaders I focus on this aspect of their development. By raising the spontaneity level and creativity of a manager, great changes can be seen throughout their team.

Hello world

its me, andrea!