REAL TIMETEAM

COACHING

REAL TIMETEAM

COACHINGWhat it is

What it isn’t

Why is it important?

Two key pieces of theory underpin

Real Time Team Coaching:

Group Dynamics Theory

Self as Instrument of Change

Use of self is central to

our work

“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

Provide a presence that is lacking in the system

Develop congruence between your behaviour and what you teach others

Become an awareness expert

Help the client focus on their problems not on solutions you favour

Role model basic behavioural skills (communication, conflict, decisions)

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

Coach as an Instrument of Change:

Burke

CAN YOU HANDLE EMOTION?

ARE YOU READY FOR DISCOMFORT?

WHO YOU AREIS HOW

YOU COACH

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.”

• Underpinning assumptions• Behaviour as a function of person in

their environment• Coalitions

• “Black Sheep” syndrome or scapegoating• In crowd/out crowd

• Group Think• Homeostasis• Transference• Projection

• Idealization of “leader” (YOU!)• Unconscious communication

Awareness of:

Simultaneousfocus on thetask and theinterpersonal

Two key practices for Real Time Team Coaching:

Behavioural Analysis Process Consulting

Behavioural Analysis Process Consulting

Thornton, Christine. Group And Team Coaching: The

Essential Guide. London: Routledge, 2010.

Schwarz, Roger M. The Skilled Facilitator: A Comprehensive Resource for Consultants,

Facilitators, Managers, Trainers and Coaches. San Francisco: Jossey-Bass, 2002.

Schein, Edgar H. Helping: How to Offer, Give and Receive Help. San Francisco: Berrett-Koehler

Publishers, 2011.

Schein, Edgar H. Process Consultation lessons for Managers and Consultants. Reading, Mass.:

Addison-Wesley, 1987.

Marshak, Robert J. Covert Processes At Work: Managing the Five Hidden Dimensions of Organizational Change. San Francisco, CA:

Berrett-Koehler Publishers, 2006.

Suggested Reading:

50 powerful coaching questions designed to stimulate conversation, improve team relationships and create a more effective working environment.

Available on Amazon.