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Transcultural Coaching Supervision Webinar with Judy Ryde, Bath Consultancy Group, September 2014


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In this webinar Judy Ryde, author of Being White in the helping professions, looks at how coaching professionals can work more effectively within a multicultural environment. If you are an experienced coaching professional within a powerful cultural grouping, working with multicultural executive teams and coaches, this webinar looks at how you can challenge your perspective and explore your own racial and cultural identity. Discovering your own bias and assumptions will enable you to tackle the powers at play within multicultural coaching interventions. See more about our Transcultural Coaching Supervision course at

Published in: Self Improvement

Transcultural Coaching Supervision Webinar with Judy Ryde, Bath Consultancy Group, September 2014

  1. 1. Transcultural Coaching Supervision Webinar September 2014 A division of GP Strategies Ltd
  2. 2. WELCOME! We will be starting shortly. Whilst you are waiting, please type any questions that you have about Transcultural Coaching Supervision and hit ‘Send’ Please type your questions in the Q&A box
  3. 3. Your Presenters... Dr. Judy Ryde Professor Peter Hawkins
  4. 4. World Leaders in Coaching and Coaching Supervision Thought Leadership in Coaching Practice
  5. 5. Providers of Coaching Supervision Courses since 2003 10+ countries internationally Over 300 experienced coaches have participated
  6. 6. OVERVIEW How do we take culture into account? Thoughts on culture and difference Dialogue Working across difference and power dynamics White awareness model
  7. 7. Very large such as ‘western’ culture or national cultures Groupings within society, such as class and regional cultures Smaller ‘micro-cultures’ such as communities, organisations and professional departments within an organisation, e.g. marketing Social cultures such as those that relate to other minority groups such as LGBT, disabled people, etc Culture groupings may be... Culture and Difference
  8. 8. Culture and Difference CULTURE Individuals may belong to several cultures and we have to negotiate our way between them. Provides a holding milieu of accepted ways of being and thinking that are implicit in groups.
  9. 9. Four Levels of Engagement Habitual Patterns of Behaviour Reactive Personal Feelings Assumptions, Values, Stories I tell myself, Motivational Roots Data
  10. 10. Starting with ourselves… What cultural groups do I belong to? For each of the cultural groups, what are the assumptions that underlie our understanding of the world? How do I adjust my thinking and acting as I move between the different cultural groups
  11. 11. In order to take culture into account we need to hold in mind: That habitual ways of thinking may arise out of cultural assumptions and are not just a personal matter That those of us who are ‘white’ are part of the globally dominant culture and as such hold ‘cultural power’ That coaches also exist in a culture which is no more or less valid than the client’s but may lead to us holding different values and assumptions That the dialogue between us will throw up cultural clashes and may be a fruitful way of understanding and negotiating cultural differences That more sensitive work will result if we: • Familiarise ourselves with the kind of differences that may exist • In order that we can recognise them when they arise • Acknowledge power differences
  12. 12. ‘White’ = Western European diaspora
  13. 13. Emotional expressivene ss (the degree of emotional expression which is thought desirable) Sue and Sue’s Patterns of communicatio Dimensions of Cultural Difference Individual centredness (whether there is a greater focus on the group or the individual) Insight Self disclosure (openness and intimacy) Cause/effect orientation Ambiguity n Distinctions between mental and physical functioning Sue, Derald Wing and Sue, David (1990) Counselling the Culturally Different N.Y. Wiley
  14. 14. Supervision Stolorow, R.D. and Atwood, G.E. (1987) Psychoanalytic Treatment: An Intersubjective Approach. The Analytic Press Stolorow, R.D. and Atwood, G.E. (1992) Contexts of Being. The Analytic Press Intersubjectivity and Supervision Coach Client Supervisor
  15. 15. We are ourselves embedded within cultures of our own To work transculturally in a sensitive way it is important to understand that: We need to be alert to the fact that these complex and often unconscious interactions will be affecting us and our coachees and supervisees That collaborative dialogue is a methodology that can help us within this complex field The field is complicated by differences in power and privilege
  16. 16. Dialogue MEANING A conversation between two or more people in which the exploration of meaning between them is more important than one being ‘right’. QUALITY QUALITY QUALITY There is good listening on both sides with an attempt to really understand what the other is saying. We are prepared to be ‘wrong’. We notice what our spontaneous responses are without judging them but trying to understand their meaning. Buber, M. (2004). I and Thou. London and New York, Continuum Bohm, D. (1996). On Dialogue. London, New York, Routledge
  17. 17. Collaborative Dialogue Across Difference Often dialogue is more difficult across difference as we may have strong reactions to what is being said Remembering to stay in dialogue and just note rather than react to or repress these reactions can be very important to really understand Listening to and understanding another perspective does not mean giving up ones’ own perspective Our reactivity may be lessened with greater understanding      We can learn not to identify with our own reactivity Buber, M. (2004). I and Thou. London and New York, Continuum. Bohm, D. (1996). On Dialogue. London, New York, Routledge.
  18. 18. Power Difference Not all parties or cultures are equal in power Difference and Power Dynamics Role Power Cultural Power Individual Power
  19. 19. Difference and Power Dynamics Unspoken Often Denied
  20. 20. Some of the 46 ways in which white people benefit by their whiteness from ‘White Privilege and Male Privilege’ by Peggy McIntosh I have no difficulty finding neighbourhoods where people approve of our household Our children are given texts and classes which implicitly support our kind of family unit I can talk about the social events of a weekend without fearing most listeners’ reactions I will feel welcomed and ‘normal’ in the usual walks of public life, institutional and social When I am told about our national heritage or ‘civilisation’ I am shown that people of my colour made it what it is I can do well in a challenging situation without being called a credit to my race Examples of privilege
  21. 21. What are some ways you are privileged over other people you work with? How do you make that available to talk about?
  22. 22. 1 Denial Awarenes s of our Power and Privilege Model 2 Struggle to understand the other 3 Guilt and shame 4 Struggle to understand self 5 Integration
  23. 23. Maintain awareness of the intersubjectiv e field which is co-created Work dialogically Hold the complexity of situation We can work well with power dynamic if we discover how to...
  24. 24. YOU are the future of Coaching We now want to address your questions and comments
  25. 25. Certificate in Coaching Supervision: Programme Overview
  26. 26. What our Alumni Say... This was the first course that I have attended for many a where I felt I got back more than I put in. .. To be by people who for me embody the best qualities of a and behaving with humility and generosity with an ego was a joy. Foundation, June 2014 Great trainers - present, caring, of service to us and our Group Supervision for Executive Coaches course, Oct 2013
  27. 27. Dates for Your Diaries 5-7 November: Transcultural Supervision: Working With Bias and Power Bath, UK 5 December: Webinar - Seven-Eyed Model: How it continues to develop More details to follow soon
  28. 28. Follow us on Twitter @BCG_OD Follow us on LinkedIn
  29. 29. Dr. Judy Ryde and Professor Peter Hawkins A division of Phone: +44 (0)1225 520866 © 2013 GP Strategies Limited. All rights reserved. GP Strategies, GP Strategies and logo design, BlessingWhite, Rovsing Dynamics, Asentus, Information Horizons, PMC, Sandy, Bath Consultancy Group, Academy of Training, Martonhouse, Via Training, Beneast Training, Ultra, RWD, Communication Consulting, Option Six, Milsom, Clutterbuck Associates, Future Perfect, PerformTech, Smallpeice Enterprises, GPiLEARN, GPCALCS, GPSteam, EtaPRO, VirtualPlant, Prospero Learning Solutions and Lorien Engineering Solutions Ltd are trademarks or registered trademarks of GP Strategies Corporation in the U.S. and other countries. All other trademarks are trademarks or registered trademarks of their respective owners. Proprietary to GP Strategies Limited.