brochure team coaching and development (3)
TRANSCRIPT
Team coaching and development
coaching & consultancy excellenceacademy
coaching & consultancy excellenceacademy
coaching & consultancy excellenceacademy
coaching & consultancy excellenceacademy
coaching & consultancy excellenceacademy
new program
icf accredited with
50,75 cce &
26 resource points
Intact, International Training Coaching and Consultancy, is dedicated to providing state-of-the-art coaching and consultancy methods and tools to improve business performance.
Since 1985, we have been working mostly in: • Strategic team agility – creating businesses that thrive in turbulent
environments• Reorganisation – restructuring, business process improvement,
outsourcing • Changing organisational culture: enhancing customer focus,
innovation, entrepreneurship, cross functional cooperation• Leadership development: setting up talent development, succession
planning, leadership training programs, executive coaching, team development
• International Coach, Team Coach, Leadership and OD and Supervision Academies.
You are the experts in what you do. We are the experts in helping you to change it.
intac t ac ademy progr ams at a gl ance
team coaching and de velopment
This program is for experienced professionals such as coaches, consultants and leaders who want to deepen their team coaching and development skills, based on transactional analysis, group relations, family constellations and other frames of reference.
The program consists of six two-day workshops, including an accreditation workshop, intervision groups, logbook, presentation and team coaching practice.
The program has been awarded 50,75 ICF CEU units.
team coaching workshops
1. Structure and dynamics of groups and teams: One of the most effective ways of giving team coaching is to focus on the boundaries between environment, membership and leadership. In this workshop we will give an overview of the TA organisational theory. You will learn about the public structure (boundaries, roles, and hierarchy) and about the private structure, which is based on the unconscious expectations and image of the people in the organisation. The goal is to explore specific interventions to increase durability, effectiveness and efficiency within your organisation or group.
2. Stages of group development: Each organisation develops through a series of stages, determined by the complexity of the environment and maturity. We will simulate five stages of team development, each characterised by a specific leadership style, structure and possible problems. You will learn about: stages of development, typical leadership, culture and prevalent problems and interventions to facilitate team development.
3. Senior leadership teams: The time of ‘the great leader’ is over. The demands of the environment are rapidly outdistancing the capabilities of any single person, no matter how talented. A team approach will help you transcend the silo mentality and help manage the cross functional decisions necessary to create speed, scope and customer intimacy. In this workshop we will focus on some core questions such as: do you really need a leadership team? How do you define its purpose? Do you have the right people?
4. Coaching in the group: Coaching in the group is about the ability to coach individuals in a group setting. There are various levels of problem definition in a group. As a coach we can intervene at the structural, relational or cultural level. At each of these levels there are different ways of intervening to improve the performance of the group, which we will practice.
5. Team coaching: This workshop will be dedicated to creating high performance teams through team coaching. Team coaching is about coaching the group as an entity. We will explore the six variables that create high performance teams.
6. Accreditation team coaching and development: In this last workshop we will review the theory of organisational coaching. Participants will present their team or organisational coaching case together with the recording of their work with their client.
other accreditation requirements
To fulfil the other requirements for accreditation, participants have to complete the workshops, the intervision groups, a learning logbook, a presentation and a case study.
1. Intervision groupsThe intervision groups take place in between the workshops. Each group consists of three to four participants. The goal of the intervision groups is to work on assignments, discuss practical application of the theory in your work and get coaching on your personal learning contract.
2. Presentation During the year participants are expected to give a 15-minute presentation on a team coaching concept, followed by questions and feedback. The goal of the presentation is to integrate theory and get feedback on your presentation skills in light of your personal learning goals.
3. LogbookAll participants have access to the Intact member website that includes articles, homework per workshop and logbook. The logbook has to be filled out after every workshop, and is a part of your certification process.
Your learning logbook contains a personal summary of the workshops, the results of your homework and a log of your learning experiences in each workshop. The logbook will be presented at the last workshop.
4. Team coaching processThe participants will be working in a team of two to three team coaches to provide real coaching within an organisation over a six-month period. In some countries the program manager will seek to provide clients for the participants who don’t have their own.
Team coaching is a powerful process that will enhance the performance of team, members and coaches alike, impacting the immediate business as well.
The organisational team will receive six 2.5 hours coaching sessions, in combination with eight one-hour coaching sessions for the leader. The team and members will be expected to participate in whatever tools or process the coaches need to ascertain needs and realise the learning contract.
Because this is a work placement for learning, coaches will not work for a fee, unless explicitly contracted by their own clients. However, they will receive supervision from the program facilitators.
All data collected by the coaches will be used to develop their case study. We will put specific contracts in place with both the organisations and the team coach teams to ensure the learning.
5. Case study team coachingThe purpose of the case study is to show that you have integrated knowledge of team coaching concepts and can apply them in practice in your field of work. Your client can be about a coaching, consultancy or management process.
The case study has to illustrate a process with the client (so not a one-off), which is part of your usual field of work.
The case study should describe the following areas:
1. Relevant data on client including relevant history2. Contact: How did you come into contact with this
client? Was it a referral, direct approach by the client or indirect through someone else? What was your client’s and your initial definition of the problem? What TA concepts did you use in your initial hypotheses?
3. Contract: Describe the administrative, professional and psychological levels of the contract you made. What evidence was this based on?
4. Problem definition and planning: Describe the strategies and short and long-term goals you defined. What relevant team coaching concepts did you apply for this (describe and illustrate)?
5. Interventions: Explain how you put your plan into action. Describe the process of interventions in using a timeline. What interventions had a positive influence on your client? Give concrete examples. Describe your own values and ideas that may have been important for this. Where there any key events that may have led you to change your original goals and plans?
6. Evaluation and prognosis: To what extent has the contract been realised? Describe current state and possible future steps.
7. Concluding remarks: What have you learned in the process? Would you do anything differently next time? What are you proud of?
The case study is a maximum of ten pages, and a minimum of seven pages (A4, single spaced) and includes an abstract, a short description of you the author and a list of references at the end.
The outline of your case study is due 12 weeks before the final workshop. The draft is due six weeks before the final workshop. Intact will edit the draft, after which you will complete the case study. The definite case study is due the first day of the final workshop.
During the last workshop you will present the results of your case study together with a recording of your work with this client.
assessment criteria
At this level we expect participants to be:• Able to manage their own process in a way that supports the
client’s process• Able to present a range of concepts and applications which
they review continuously• Able to establish clear and ethical contracts even in
ambiguous team settings• Flexible in their relationship with the client in order to meet
their developmental needs• Able to use feedback and challenge effectively to enable
insight and learning• Able to explore the wider impact of interventions• Able to apply a rigorous process of (self) evaluation to improve
standard of practice.
rele vant liter ature
• Berne, E. (1963), The Structure and Dynamics of Groups and Organizations, Ballantine books, New York
• Hawkins, P. (2011), Leadership Team Coaching: Developing Collective Transformational Leadership, Kogan Page, London
• Katzenbach, J. R. & Smith, D. K. (1993), The Wisdom of Teams. Creating the High-Performance Organization, Harvard Business School Press, Boston, MA
• Thornton, C. (2010), Group and Team Coaching, Routledge, Hove, East Sussex
• Tudor, K. (1999), Group counselling, Sage publications.
Other articles can be found on the Intact member website.
recommended reading
• J. Campbell (2004), The hero with a thousand faces, Princeton University Press
• Pinkola Estes (1992), Women who run with wolves, Ballantine books
• Clutterbuck, D. (2007) Coaching the Team at Work, Nicholas Brealey, London
• Hackman, J. R., & Wageman, R. (2005), A Theory of Team Coaching. Academy of Management Review, 30(2), 269-287.
• Block, P. (2011), Flawless Consulting: A guide to getting your expertise used. Jossey Bass, 3rd Edition, April 2011
• O’Neill, M. B. (2000), Executive Coaching with Backbone and Heart: A Systems Approach to Engaging Leaders with Their Challenges, Jossey-Bass Wiley, San Francisco
• Kegan, R. and Lahey L. L. (2009), Immunity to Change: How to overcome it and unlock the potential in yourself and your organisation, Harvard Business School Press, Boston
• Lencioni, P. (2002), The Five Dysfunctions of a Team. A Leadership Fable, Jossey-Bass Wiley, San Francisco
• Levi, D. J. (2010), Group Dynamics for Teams. Sage, third edition.
• Schein, E. H. (1969), Process consultation: Its role in organisational development, Wesley, London
• Tuckman, B. (1965), Developmental sequence in small groups. Psychological Bulletin, 63(6), 384-399 (for historical interest)
• Clarkson P (1995), Change in Organisations, Whurr Publishers, London
• Hargrove, R. (2003), Masterful Coaching, Jossey-Bass Wiley, San Francisco
• Whitmore, J. (2002), Coaching for Performance: Growing People, Performance and Purpose, Nicholas Brealey, London
