This is the keynote presentation from the Agile Cymru 2015 conference, given by Kim Morgan, Owner and Managing Director of Barefoot Coaching.
Kim's basic belief is that in order to bring about change in others, leaders, managers and coaches must first understand their own psychology.
2. “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.
4. WAIT – Why Am I Talking?
High Quality Attention
Questions - but not for the purpose of gathering information for you
Questions which advance the thinking of the other person
Sit on the edge of your chair and demonstrate fascination
4
Coach as an Instrument of Change:
6. “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
7. Mezirow | Situations which give rise to critical
self-reflection and transformational learning:
▪ A disorienting dilemma
▪ A state of puzzlement
8. Jarvis | Non-transformative situations:
“Non-learning is our response to everyday
experience. As long as experience conforms to
our mental models, no learning is required.”
9. “Presence is the living
embodiment of
knowledge: the theories
and practices believed to
be essential to bring
about change… are
manifested, symbolized
or implied in the
presence of the
consultant”
Nevis
10. Provide a presence that is lacking in the system
Develop congruence
Become an awareness expert
Help the client focus on their problems not on solutions you favour
Role model basic behavioural skills (communication, conflict, decisions)
10
Coach as an Instrument of Change:
11. 11
Burke | Coach as an Instrument of Change:
Ability to tolerate ambiguity
Ability to discover and mobilize human energy
A sense of mission
Ability to recognize own feelings and intuitions quickly
Ability to create learning opportunities
13. De Haan | Transformational moments
occur when:
▪ Tensions, uncertainties and anxieties
arise
▪ The coaching relationship is put to
the test
▪ A particular vulnerability is examined
▪ The coach accesses their own
emotions
17. “Learn your theories as
well as you can, but put
them aside when you
touch the miracle of
the living soul.”
Jung
18.
19. 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.”
20. • Underpinning assumptions
• Behaviour as a function of person in their environment
• Coalitions
• Roles and “Black Sheep” syndrome or scapegoating
• In crowd/out crowd
• Group Think
• Homeostasis
• Transference
• Projection
• Idealization of “leader” (YOU!)
• Unconscious communication
AWARENESS OF:
21. 21
How to increase self-knowledge:
Reflective Practice
Power and boundary issues
Integrate personal and family history into a source of strength
Awareness of self and awareness of lack of effectiveness
Self-care
24. Getting ‘Hooked’ |
Loss of ability to
choose our responses:
Authority
Conflict
Intimacy
Fear
Ego
25. Where am I reactive?
When was the last time I got hooked by someone?
What hooked me? Judgments, thoughts / feelings?
What happened to my ability to choose my behaviour?
What can I learn from this?
25
Reflection exercise in pairs: