Becoming a Systemic Coach A Practical Perspective Dr Paul Lawrence - - PowerPoint PPT Presentation

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Becoming a Systemic Coach A Practical Perspective Dr Paul Lawrence - - PowerPoint PPT Presentation

Jul 05, 2023 547 likes •923 views

Becoming a Systemic Coach A Practical Perspective Dr Paul Lawrence Association for Talent Development Webinar April 11 th /12th Systemic Systemic Systematic Systemic V olatile U npredictable C omplex A mbiguous Systemic V olatile U

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Becoming a Systemic Coach

A Practical Perspective

Dr Paul Lawrence Association for Talent Development Webinar April 11th/12th

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Systemic

Systemic Systematic

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Systemic

Volatile Unpredictable Complex Ambiguous

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Systemic

Volatile Unpredictable Complex Ambiguous

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The systemic coach

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Coaching in 3D

Experience & Reflection

Traditional Systemic Dialogic

Perspective

Individual

Organisation

Group/ Team

Coaching APPROACH Coaching PRACTICE Coach DEVELOPMENT

Capability

Competence

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Systemic

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Traditional

Adam: I want to become more influential. Jill: What will it be like after you’ve become more influential? Adam: People will more readily accept my point of view. It will be easier to persuade others to come on the journey. People will seek out my perspective and want to know what I think about certain issues. Jill: How influential are you now? Adam: Not very, is what it feels like. When I sit in meetings with more senior managers I find it hard to speak up. I’m worried I might say the wrong thing. When I do speak up, sometimes it feels like I’m ignored. Jill: What could you do differently? Adam: I could speak up more often (looks doubtful). Jill: What else? Adam: I could spend some time preparing in advance for those meetings, think about what I might want to say. Jill: Any other possibilities occur to you? Adam: My manager suggested I go to Toastmasters, that I practice projecting my voice with

  • confidence. I know I tend to speak quietly.

Jill: Great! And which of those options do you feel most drawn to? Adam: Taking time to prepare, and maybe the Toastmasters option.

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Traditional

Five aspects 1. Two people in the room. 2. Strictly confidential. 3. ‘Active’ listening. 4. Focus on goals.

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Dialogue

Choice point Suspend

Listening without parameters

Defend

Listening within parameters

Skilful Conversation

Rational reasoning based

  • n hard facts and

data

Dialogue

Explore story, including underlying assumptions & beliefs. New insights & possibilities emerge.

Controlled discussion

Abstract, competitive exchange of views

Debate

Determination to ‘beat down’ the

  • ther
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Dialogic

Adam: I want to become more influential. Jill: What does influential mean? Adam: It means that people will seek out my perspective and want to know what I think. Jill: I’ve just caught sight of a picture in my mind. The Dalai Lama sat cross-legged in front of an attentive audience ... Adam: Hmm (looks doubtful). I think it’s more about me believing that I’m talking good

  • sense. I want to get involved, be informed and feel more confident.

Jill: Now I have a picture of you walking around talking to people, watching what they do, listening to what they say, accumulating a kind of wisdom ... Adam: Yes! Correct. Jill: When have you felt like that before? Adam: In my last role I reported into a steering committee. I went to every meeting well

  • prepared. They almost always agreed with what I suggested.

Jill: You made time to think about what you would say and they respected you for that. Adam: Yes, and there was a structure that gave me regular access to senior management. Everyone cooperated with me and did what I needed them to do. Jill: You respected them and they respected you and others in the organization respected you for your place in the hierarchy. Is that part of it? Adam: It is! I believe in hierarchy and in being organized. Jill: With structure comes harmony ...

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Dialogic

Change emerges from dialogue. 1. Bringing others into the room. 2. Contract boundaries. 3. Listening and voicing. 4. Goals emerge and change.

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Systemic

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Systemic

Change emerges from dialogue in the system. 1. Recognising change is constantly emerging. 2. Noticing patterns of dialogue across the system. 3. Leadership as systemic, not individualistic. 4. Ambiguity and uncertainty as the norm.

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Let’s take a POLL!

What approach do you adopt as a coach? 1. Mostly traditional 2. Mostly dialogic 3. Mostly systemic 4. It depends on the context 5. I don’t know what you’re talking about

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The practical bit

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  • 1. Sketching the system
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  • 1. Sketching the system
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  • 1. Sketching the system

Chatbox question: Who feels comfortable sketching the system?

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  • 2. Bringing the system into the room
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  • 2. Bringing the system into the room

1 2 3 3 4

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  • 2. Bringing the system into the room

Chatbox question: Are you a 1, 2, 3 or 4 (or don’t do three-ways)?

1 2 3 3 4

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  • 3. Encouraging feedback
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  • 3. Encouraging feedback

Chatbox question: Who feels comfortable encouraging feedback?

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  • 4. Collaborating
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  • 4. Collaborating

Chatbox question: Who feels comfortable collaborating?

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  • 5. Innovating
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  • 5. Innovating

Chatbox question: Who feels comfortable innovating?

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Coaching in 3D

Experience & Reflection

Traditional Systemic Dialogic

Perspective

Individual

Organisation

Group/ Team

Coaching APPROACH Coaching PRACTICE Coach DEVELOPMENT

Capability

Competence

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Coaching in 3D

Experience & Reflection

Traditional Systemic Dialogic

Perspective

Individual

Organisation

Group/ Team

Coaching APPROACH Coaching PRACTICE Coach DEVELOPMENT

Capability

Competence

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Perspective

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Supervision

Traditional Contemporary

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Let’s take a POLL!

Do you undertake supervision? 1. Yes – peer supervision 2. Yes – paid individual supervision 3. Yes – paid group supervision 4. No

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Books

Lawrence, P. (2014). Leading Change: how successful leaders approach change

  • management. Kogan Page, UK

Lawrence, P. (2016) Coaching and Adult

  • Development. In: Bachkirova, T., Spence, G. &

Drake, D.B. (Eds.) The SAGE Handbook of

  • Coaching. SAGE: LA

Lawrence, P. & Moore, A.(2018) Coaching in Three Dimensions. Meeting the Challenges of a Complex World. Routledge Lawrence, P., Hill. S. et al (2018) The Tao of

  • Dialogue. TBC
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References

Lawrence, P. (2017). Managerial Coaching – a Literature Review. International Journal

  • f Evidence Based Coaching and Mentoring, 15(2), 43-69.

Lawrence, P. & Whyte, A. (2017) What do experienced team coaches do? Current practice in Australia and New Zealand. International Journal of Evidence Based Coaching and Mentoring, 15(1), 94-113. Lawrence, P. (2015) A best practice model for the effective deployment of 360 feedback Development & Learning in Organizations: An International Journal, 29(6), 13-16 Lawrence, P. (2015) Leading Change - Insights into How Leaders Actually Approach the Challenge of Complexity Journal of Change Management, 15(3), 231-252 Lawrence, P. (2015) Building a coaching culture in a small Australian multinational

  • rganisation Coaching: An International Journal of Theory, Research and Practice, 8(1),

53-60 Lawrence, P. & Whyte, A. (2014) Return on investment in executive coaching: a practical model for measuring ROI in organisations Coaching: An International Journal

  • f Theory, Research and Practice, 7(1), 4-17

Lawrence, P. & Whyte, A. (2014) What is coaching supervision and is it important? Coaching: An International Journal of Theory, Research and Practice, 7(1), 39-55

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