COACHING

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Coaching for High Performance Model

Coaching is a change process through multiple dimensions of language (words, body, rhythm.) based on the  chosen subject, agenda, and the outcome. The coach guides the process to steer the client in the direction of accessing resources, increase choice, solving problems, knowing self more completely, evaluating progress, making decisions, and staying on the path toward the outcome. What happens in the process is often based on the coaching model. We use a wide variety of coaching models, the most significant of which are summarized here:

Hall and Duval “Axes of Change” model based on Meta-Program distinctions: Direction of Motivation, Reflecting versus Acting, Frame of Reference, and Sameness versus Mismatching. Using these Meta-Programs as “leverage points” the coach initiates various solution-oriented conversations.

Dilts and Lage coaching process proceeds through various stages. The initial session begins with building rapport, managing expectations, laying a ground work and practical arrangements, assessment and information-gathering, identifying concerns, and designing the alliance. From there coaching advances to addressing immediate issues, examining goals, values and beliefs, finding resources, re-evaluating habits, assigning tasks, and providing ongoing support.

McDermott and Jago “Structure of Success” model, in which failures are an inevitable part of the learning process and result from “maladaptive patterns”. When approached with curiosity, these patterns can be analyzed and corrected, leading to success. Their framework follows these steps: o Identify the goal. o Define the outcome. o Identify the resources needed. o Represent the goal in thinking, feeling and action. o Maintain progress and gather feedback as you go along. o Make necessary adjustments based on feedback. o Reward yourself at each stage.

Merlevede and Bridoux two models of problem solving approaches and one for mentoring:

  • Drawing upon Dilts’ SCORE model, (a problem-solving procedure that considers the Situation, Causes, Outcome, Resources, and Effects) the COMET process discovers and models the patterns in another’s competency particularly useful in mentoring. The method analyses Context, Outcome, Method, Effect and Tasks.
  • “Itinerary of Change” model describes the multiple layers of thinking and action necessary for the successful completion of long-term projects that require sustained effort over a definite or indefinite period of time. The individual continually recycles through a chain-like process of desire, intention, wanting, self-belief, self-permission, decision-making, plan implementation, sustaining the effort, and arriving at completion. This process-oriented model indicates what questions to ask to determine where the client gets stuck, and what kind of intervention is needed.
  • The seven step mentoring models follows these steps: 1) Choose a protégé, 2) Establish connection, 3) Outline the relationship and outcomes, 4) Identify processes and roadblocks, 5) take action, 6) follow-up, and 7) Bring the relationship to a close.

McLeod STEPPPA model of coaching, consisting of these steps for the coach and the client (to McLeod, the coachee): o S: Choose the subject of the conversation. o T: Target objectives. o E: Address the emotional context. o P: Check perceptions and re-evaluate the target. o P: Formulate plans and procedures. o P: Pace by checking for understandings and ramifications. o A: Adjust the strategy or act.

Grove’s Clean Language is a questioning and discussion technique used especially for discovering, exploring and working with people’s own personal metaphors.

John Grinder’s “New Code Change” format is based on multiple layers of communication both at conscious and at unconscious level, content free and process oriented.

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