What difference do occupational psychologists bring to Coaching?
Knowledge SharingSessionHow do OccupationalPsychologists add value...in coaching?Facilitators:Darren Perks, C.Psychol., HPC Registered, AC Accredited CoachHannah Azizollah, C.Psychol., HPC Registered
Knowledge Sharing Sessions Knowledge Sharing Sessions focus on bringing together practising occupational psychologists so we are able to learn from each other and share knowledge This series represents a different focus – identifying what we do as occupational psychologists that adds value: What do we do that differentiates us as occupational psychologists from other professional business practitioners? How do we integrate theory into practice? Integrating academic research into our practice Knowledge sharing sessions will focus on key areas that you identify as critical to your work – we aim to integrate our findings into the Science & Practitioner Committee of the DOP
Session Overview Introductions Plenary 1: How do occupational psychologists add value to the coaching experience – to the individual and the organisation? What models, approaches, tools do you use? What is the value/potential drawbacks of their use? How do you evaluate your work? Research Input: how are we as psychologists perceived? Plenary 2: Coaching in Practice How do you approach coaching an individual with low self- esteem/confidence? Wrap up: next steps and close
IntroductionsNameExperience of coachingExpectationsSomething interesting about yourself...
Knowledge SharingSessionHow do OccupationalPsychologists add value...in coaching?
So, do Occupational Psychologists add value? ‘It seems that many occupational psychology practices are questionable. Search the web for ‘chartered occupational psychologist’ and you’ll find a wide array of services which have no or very mixed empirical support, including emotional intelligence measurement and training, coaching, talent management, stress management...in such a competitive market clients call the shots...they are usually even less interested in evaluating interventions or engaging with the evidence for them’ Rob Briner ‘The Psychologist’ November 2011
So, do Occupational Psychologists add value? ‘In too many cases they [coaches] have not fully understood the performance-related psychological principles on which coaching is based. Without this understanding they may go through the motions of coaching, or use the behaviours associated with coaching, such as questioning, but fail to achieve the intended results’ Whitmore (1992:2) ’There have been concerns expressed that inappropriately trained coaches tend to conduct atheoretical, one-size-fits-all coaching interventions and may cause harm to clients....in contrast, psychologists who are coaches are viewed in a far more credible light and this is particularly the case for executive-developmental coaching’ Grant (2007)
Plenary session: How do we add value? Many people from varying backgrounds offer coaching to help individuals and organisations improve performance including HR professionals, Occupational Psychologists, Line Managers, Joe Bloggs who attended a 2 day course on coaching. In your group discuss: How do we as Occupational Psychologists add value to the coaching experience to both the individual and the organisation? What models, approaches, tools do you use? (Comment on their value and drawbacks) Capture your responses to the above on flipchart and present back to the group Time: 25 minutes
Knowledge SharingSessionHow do OccupationalPsychologists add value...Research Input
Research Input: Do psychologists add value? University of London PhD Thesis: Focus on executives views of their coaching experienceResearch Questions:1. Why does Executive Coaching happen?2. What is Executive Coaching?3. What happens in Executive Coaching?4. How is Executive Coaching evaluated Data gathered from 26 interviews with executives who had received one on-one external coaching within the last 5 years from a cross- section of companies and countries
Research Input: Do psychologists add value?(a) When the psychologist has a business background and understands the business A key differentiator in how clients perceived the value that psychologists add Not just about the title psychologist or business psychologist(b) Perception that a psychologist is able to uncover deeper issues A number of executives indicated that it may have been better or more effective in terms of issue resolution if they had been coached by a psychologist, for example where an individual had been experiencing deeper trauma this may have been surfaced by the psychologist A perception that in some ways a psychologist as coach may have been better
A difference of approach?Business Psychologist Business Coach•Asking searching questions Getting clients to talk about strengths• helping executives think differently or and areas for developmentmore broadly •Helping clients to identify strengths and areas for improvement, using these as aReframing: focus for the session• asking executives to think differently resituations they were discussing – usinginsightful questions•Often the use of insightful questions isseen by executives as adding valuewhere a psychologist coach wasregarded as brilliant
A difference of approach?Business Psychologist Business CoachDiscussion, conversation, dialogue Using models and specificrather than any particular tools as techniques:such, exercises, psychometrics, role •Using GROW, plotting a time line,play… highlighting transition points, using• Through discourse and conversation appreciative inquiry – helping the clientthe psychologist coach would enable the to look at things from a differentclient to reach a point of identifying perspective using e.g. perceptualactions positioning and scaling (1-10)•Specifically in the use of questioning •drawing things and using models as opposed to explainingUnderstanding motivation:•Where the psychologist coach hadtaken time to understand the motivationof the client•Being perceived to have taken timethinking about the client linking to theclients understanding of the psychologistcoach as expert
A difference of approach? ‘Non-psychologists are more likely to use the GROW model, without having any underpinning psychological theory taught to them on their training programmes, whereas coaching psychologists report using a wide range of therapeutic approaches that have been adopted to the coaching arena...the GROW model is less likely to be effective when the practitioner needs to understand the coachee who is not achieving their coaching goals’ Palmer & Whybrow (2007)
Is it about Surfacing Understanding and Insight? Establish Conversation Introduce session Establish rapport Create coaching climate/atmosphere Identify Topic & Goal Agree what you’ll talk about Agree desired outcome Distinguish conversational thread Surface Understanding Enquiry, build mutual understanding Enable knowledge and values to surface & Insight Refine goals – what do they want now? Shape agreements and Summarise ideas, options Find specific actions if appropriate conclusions Create a sense of the future Completion & Close Summaries Checks/validations Next Steps Source: Julie Starr (2002) The basic path of a coaching conversation
Scenario: raising client self esteem and confidence Among one of the common areas that clients raise in coaching In your group discuss: How do you work with people whose key issue is confidence and self- esteem? How would you deal with the following scenario (based on a real example): During the session, you are working with your client discussing key areas that relate to your client’s confidence and self esteem. Your client then raises the following issue: ‘There are some deeper personal issues I would like to raise, is it OK for me to talk about these with you now....? Capture your responses to the above on flipchart and present back to the group Time: 25 minutes
Summary and Close1. Do occupational psychologists add value to the coaching experience – to the individual and the organisation?2. How do we add value? How do we differ (if at all)?3. Do we need to promote what we offer more? If so, how?4. Regulation and Accreditation – where do we stand?5. Your Feedback – was today helpful? What should we focus on next?
CLOSE Hannah Azizollah email@example.com Darren Perks firstname.lastname@example.org Co-convenor of the Science and Practitioner Group of the Division of Occupational Psychology