outcomes san diego county office of education coaching...– alain cardon 17 acjve listening: what...

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SANDIEGOCOUNTYOFFICEOFEDUCATION

ForwardCoachingCindyDouglas,M.A.SheivehJones,Ed.D

Outcomes1.  UnderstandthefoundaDonaltheoryandprocessof

coachingindividualstowardchange(ForwardCoaching)2.  Understandasampleofthekeycomponentsand

researcharoundcoachingandadultlearningtheory3.  Receiveanoverviewofthe3-dayworkshopmodel

developedtotrainqualitycoaches(ForwardCoaching)**TrainingincludesresearchandtheorysoparDcipantsunderstandthe“why”ofcoaching

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Agenda1.  Understandingindividualchange-ForwardCoaching

A.  Lewin’sChangeTheory—Overarchingtheoryforindividual,programorinsDtuDonalchange

2.  SupporDngforwardcoachingA.  Heart/brainconnecDonB.  CogniDvecoaching(acDvelistening)

3.  PotenDalbarrierstoforwardcoachingA.  LadderofinferenceB.  Barrierstolistening

4.  Overviewoftraining5.  Close

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Lewin’s3-StageModelofChange

http://www.toolshero.nl/verandermanagement/kurt-lewin-change-model/

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Unfreezing• Ge^ngpeoplereadytochange.Involvesge^ngtoapointofunderstandingthatchangeisnecessary,andge^ngreadytomoveawayfromourcurrentcomfortzone.

• Unfreezingandge^ngmoDvatedforthechangeisallaboutweighingthe'pro's'and'con's'anddecidingifthe'pro's'outnumberthe'con's'beforeyoutakeanyacDon.

•  ThisisthebasisofwhatKurtLewincalledthe"ForceFieldAnalysis"•  Therearelotsofdifferentfactors(forces)forandagainstmakingchangethatweneedtobeawareof(analysis).Ifthefactorsforchangeoutweighthefactorsagainstchangewe'llmakethechange.Ifnot,thenthere'slowmoDvaDontochange-andifwefeelpushedtochangewe'relikelytogetgrumpyanddiginourheels.

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PersonalConstructs

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Happ

y

Sad

Angry

Frightened

Frustrated Ecstatic

Playful

Affectio

nate

Prot

ectiv

e Surprised

Changing•  KurtLewin:Changeisnotanevent,butratheraprocess...atransiDon

•  Thisstageisofenthehardestaspeopleareunsureorevenfearful.ImaginebungeejumpingorparachuDng.Youmayhaveconvincedyourselfthatthereisagreatbenefitforyoutomakethejump,butnowyoufindyourselfontheedgelookingdown.

•  TransiDonisaprocessthatoccurswithineachofus.There'snosetDmelimitaseachofusisdifferent.

•  Supportisreallyimportanthereandcanbeintheformoftraining,coaching,andexpecDngmistakesaspartoftheprocess.

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ReFreeze•  Establishingstabilityoncethechangeshavebeenmade.•  Thechangesareacceptedandbecomethenewnorm.•  PeopleformnewrelaDonshipsandbecomecomfortablewiththeirrouDnes.ThiscantakeDme...

•  Lewin'sconcernisaboutreinforcingthechangeandensuringthatthedesiredchangeisacceptedandmaintainedintothefuture.Withoutthispeopletendtogobacktodoingwhattheyareusedtodoing.

•  SomeDmescalled"freezinglikeamilkshake"andnotablockofice...tobepreparedforthenextchange!

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Agenda1.  Understandingindividualchange-ForwardCoaching

A.  Lewin’sChangeTheory—Overarchingtheoryforindividual,programorinsDtuDonalchange

2.  SupporDngforwardcoachingA.  Heart/brainconnecDonB.  CogniDvecoaching(acDvelistening)

3.  PotenDalbarrierstoforwardcoachingA.  LadderofinferenceB.  Barrierstolistening

4.  Overviewoftraining5.  Close

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THEHEART-BRAINCONNECTION

HeartandBrainSignals

StressandNegaDveEmoDons

•  Anger•  FrustraDon•  Anxiety• Heartrhythm:erraDc

Positive Emotions

•  AppreciaDon•  Joy•  Care•  Love• Heartrhythm:highlyordered

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TacJcalBreathing1.  Breatheinthroughthenoseforaslowfourcount

(1,2,3,4).NoDceyourbellyexpanding.2.  Holdthebreathforafourcount(1,2,3,4).3.  Slowlyexhalethroughpursedlipsforafourcount

(1,2,3,4).4.  Holdemptyforafourcount(1,2,3,4)5.  RepeattwomoreDmes.

Grossman, D., & Christensen, L.W. (2008). On combat: The psychology an physiology of deadly conflict in war and in peace. Millstadt, IL: Warrior Science Pub. HeartMath Institute: https://www.heartmath.org

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Agenda1.  Understandingindividualchange-ForwardCoaching

A.  Lewin’sChangeTheory—Overarchingtheoryforindividual,programorinsDtuDonalchange

2.  SupporDngforwardcoachingA.  Heart/brainconnecDonB.  CogniDvecoaching(acDvelistening)

3.  PotenDalbarrierstoforwardcoachingA.  LadderofinferenceB.  Barrierstolistening

4.  Overviewoftraining5.  Close

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AcJveListeningStrategies1.  Paraphrase:Expressthemeaningofthespeakerusing

differentwords,especiallytoachievegreaterclarity.

2.  Clarify:MakeastatementorsituaDonlessconfusedandmoreclearlycomprehensible(askquesDons,pause)

3.  Mediate:Onceyouareclearonwhattheissueis,suggestsoluDons,opDons,orideastohelpcreateabridgefromproblemtosoluDon..

ListeningtoUnderstand•  10%ofourcommunicaDonisrepresentedbythewordswesay•  30%isrepresentedbyoursounds•  60%isrepresentedbyourbodylanguage

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CreaJngSpace

“Coachingisaluxuryservicewherewegivepeoplespaceand6methattheywouldn’thaveelsewhere.”

–AlainCardon

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AcJveListening:WhatitDoes(andDoesn’t)LookLike

Agenda1.  Understandingindividualchange-ForwardCoaching

A.  Lewin’sChangeTheory—Overarchingtheoryforindividual,programorinsDtuDonalchange

2.  SupporDngforwardcoachingA.  Heart/brainconnecDonB.  CogniDvecoaching(acDvelistening)

3.  PotenDalbarrierstoforwardcoachingA.  LadderofinferenceB.  Barrierstolistening

4.  Overviewoftraining5.  Close

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HowPercepJonsImpactourBeliefs

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Brown, Y. F. (n.d.). The ladder of inference: How assumptions can cause miscommunication [PDF]. JAD Communications International.

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LadderofInference

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Brown, Y. F. (n.d.). The ladder of inference: How assumptions can cause miscommunication [PDF]. JAD Communications International.

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We can’t count on John. He’s Unreliable.

John always comes in late.

John knew exactly when the meeting was to start. He deliberately came in late.

The meeting was called for 9 am and John came in at 9:30. He didn’t say why.

EX

AM

PLE

Brown, Y. F. (n.d.). The ladder of inference: How assumptions can cause miscommunication [PDF]. JAD Communications International.

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This boss shouldn’t be supervising women.

He picks on Jane because she’s a woman.

The boss thinks Jane’s work is unacceptable.

“Jane, your performance is not up to standard,” says the boss.

The boss is chewing Jane out.

EX

AM

PLE

Brown, Y. F. (n.d.). The ladder of inference: How assumptions can cause miscommunication [PDF]. JAD Communications International.

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I’m not going to bother to vote anymore.

Every politician lies and cheats.

Once again he shows he has no integrity.

A politician just made a statement which seems to contradict a campaign promise.

It’s another political sell-out.

EX

AM

PLE

Brown, Y. F. (n.d.). The ladder of inference: How assumptions can cause miscommunication [PDF]. JAD Communications International.

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Mary can’t keep up the pace, and so she’s willing to have us lose our competitive edge.

She can’t compete very well.

Mary doesn’t like competition.

“We need to be less competitive,” Mary says. “We need to find a way to reward people for the contribution they make to the whole.”

EX

AM

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Brown, Y. F. (n.d.). The ladder of inference: How assumptions can cause miscommunication [PDF]. JAD Communications International.

StoptheCycle1.  IdenDfywhereyouareontheladder2.  Analyzeyourreasoning(facts)3.  Workbackdowntheladderfromcurrentrungandtrace

thefacts4.  Consider:

•  WhyhaveI/youchosenthisacDon?•  ArethereotheracDonsI/youshouldhaveconsidered?•  WhatbeliefsledtotheacDonandweretheywell-founded?•  WhatpathhaveI/youchosenandwhy?•  ArethereotherfactsI/youshouldhaveconsidered?

**DISRUPTIVETHINKING**

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Agenda1.  Understandingindividualchange-ForwardCoaching

A.  Lewin’sChangeTheory—Overarchingtheoryforindividual,programorinsDtuDonalchange

2.  SupporDngforwardcoachingA.  Heart/brainconnecDonB.  CogniDvecoaching(acDvelistening)

3.  PotenDalbarrierstoforwardcoachingA.  LadderofinferenceB.  Barrierstolistening

4.  Overviewoftraining5.  Close

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BarrierstoListening

• One-uplistening• Irrelevantdetaillistening• Noneedforallthefactslistening

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Whatnottodo! Agenda1.  Understandingindividualchange-ForwardCoaching

A.  Lewin’sChangeTheory—Overarchingtheoryforindividual,programorinsDtuDonalchange

2.  SupporDngforwardcoachingA.  Heart/brainconnecDonB.  CogniDvecoaching(acDvelistening)

3.  PotenDalbarrierstoforwardcoachingA.  LadderofinferenceB.  Barrierstolistening

4.  Overviewoftraining5.  Close

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Overviewof"ForwardCoaching"Training1.  Understandingchangetheory2.  Se^ngthetoneandestablishingconnecDonsforaneffecDve

coachingconversaDon3.  Neuroscienceandbrainresearchfordevelopingacoaching

conversaDon4.  EffecDvequesDoningstrategies5.  IdenDfyingandmovingbeyondthebarrierstoforward

change6.  DirecDveconversaDons7.  FourpointsofcommunicaDon8.  ModelingeffecDvecoachingandpracDce/consultaDonDme

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Agenda1.  Understandingindividualchange-ForwardCoaching

A.  Lewin’sChangeTheory—Overarchingtheoryforindividual,programorinsDtuDonalchange

2.  SupporDngforwardcoachingA.  Heart/brainconnecDonB.  CogniDvecoaching(acDvelistening)

3.  PotenDalbarrierstoforwardcoachingA.  LadderofinferenceB.  Barrierstolistening

4.  Overviewoftraining5.  Close

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QuesJonsCindyDouglascdouglas@guhsd.net619-644-8040SheivehJonessnjones@sdcoe.net760-761-5182

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