Peer coaching in circles - going beyond cognitive feedback
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Coaching Circle and U approach and SPT are published with the permission of the Presencing Institute (www.presencing.com/permissions) Intervision Group approach is published with the permission of IMO International (info@het-imo.net) A peer-to-peer process structured as a container where the same group of people come together cyclically to reflect about critical points at work and dialogue around the steps taken to address those points. A key practice in Organizational Development in complex systems
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Peer coaching in circles - going beyond cognitive feedback
- 3. AkeylearningformeduringtheIMOmasterinhorizontalleadershipisthe practiceofgroupintervision, apeer-to-peerprocessstructuredasa containerwherethesamegroupofpeoplecometogether cyclically to reflectaboutcriticalpointsatworkanddialoguearoundthestepstaken toaddressthosepoints
- 8. Step1 thecasegiverbringakeyquestionforherselfanddescribetheeventwhere thisquestion arose.Thedescriptionis basedonrealfactsandpersonal interpretationsareavoided Step 2 coaches askquestionstothecasegiverwiththeintentiontoclarifythedescriptionoftheeventandthequestion behind.Theyareatservice,theirunderstandingislimitedandshouldnotgobeyondintodetails,thisisnottheaim. Step3 coaches one byone andwithoutexplaining,judgingorinterpreting,giveacharacterizationofthesituation describedon3levels:rational(whatIunderstood), emotional (whatIfeltemphatically),factual(whichwillforces I perceived) Step4 everybodyinthecircleone byone,identifyadominantsteeringconviction*asitappearedinthebehaviourofthe casegiveractinginthesituation. *Values,normsandideologiesworkinusandtheyshowthemselvesinsteeringconvictions.Thesesteeringconvictionsdirectouractionsandbehaviourin a concretesituationandtheygiveitsense.Tobeabletochangeouractionsandbehaviourwemustdiscoverthesteeringconvictionsandbringthemin movement. Step5 thecasegiverchooses thesteeringconviction whichshefeelsmore relevant Step6 Thegroupdialoguearoundthesteeringconviction identifiedwiththeaimtore-orient ittoanewsteeringguide Step7 thecasegivertogetherwiththegroupdefineaconcrete steptoexperiment thenewsteeringguidewithaconcrete step
- 10. Intention Statement • currentreality • Imageofdesiredfuture • Learnignedge • Helprequest clarifyingquestions Mirroring Selectacase • Images • Feelings • Actiontendency generative dialogue closingremarks • Newideas • Levelofenergy • Concretestel
- 11. Step1 Selectcase Step2 Intentionstatementbycasegiver-Takeamomenttoreflectonyoursenseofcalling.Thenclarifythesequestions: • Currentsituation:Whatkeychallengeorquestionareyouupagainst? • Intention:Whatfutureareyoutryingtocreate? • Learningedge:ifthissituationwasdesignedtoteachtosomethingWhatdoyouneedtolet-goandwhatdoyouneedtolearn? • Help:Wheredoyouneedinputorhelp? Step3 Coacheslistendeeplyandmayaskclarifyingquestions(don’tgiveadvice!) Step4 Mirroring • Eachcoachsharesimages,metaphors,feelings,and/orActionsthatcameup. Step5 Generativedialogue-continuetheconversation, startingwiththecasegiver: • thecasegiverreflectsbackonwhattheseimages,storiesandactionsevoke:Seeingmyselffromtheoutside,whattouchedme,whatresonatedwithme,what questions,reflectionscomeupformenow? • Allreflectoncasegiver’sremarks andmoveintogenerativedialogue,exploringnewperspectivesandviewsoncasegiver’ssituationandjourney. Step6 Closingremarks • Bycoaches • Bycasegiverwithexpressionofaconcreatesteptotake • Thankyou:Anexpressionofappreciationtooneanother Step7 Individualjournalingtocapturethelearningpoints
- 16. 0. ROLE’S DEFINITION/all 1. STORYTELLING/case giver • Who brings the case • Who keeps the time • Who are the coaches (the time keeper is also a coach) • Current experienced situation (how is it and how do you feel?) • What are the point of views of other people who take part in the context of the situation you are describing? • What is your expected evolution of the current situation • Which personal learning edge you envision while facing the situation • Please state a clear help request to the coaches (which question do you want to investigate together?) 2. CLARIFYING QUESTIONS/coaches 3. IMMAGINATIVE FEEDBACKS/coaches 4. MIRRORING/all The coaches write down what they have felt in terms of: • Images (a metaphor of the story) • Feelings (of the case giver and personal) • Actions/Gestures (the most representative of the story) • Everyone (also the case giver) reflects on the whole story and propose a steering guide hidden behind the case giver behaviours • The case giver writes down all hidden steering guides including his own and choose one or put together pieces of different guides proposed 5. STATE THE HIDDEN STEERING GUIDE/all • On the base of the hidden steering guide chosen everyone (also the case giver) writes down and proposes a new steering guide based on the chosen hidden guide • The case giver writes down all new steering guides including his own and choose one or put together pieces of different guides proposed • What new ideas have emerge to re-frame the current situation • What level of energy do you experienced during the conversation • What concrete step do you commit to do in the next 10 days 6. RE-ORIENTING THE HIDDEN STEERING GUIDE/all 7. FINAL CONSIDERATIONS/case giver • Ask question about the evidence of the case told (factual elements) • Do not go into details (only a macro understanding is requested) • Do not interpret (this is not your, don’t still the process from the case giver) • When asking don’t be oriented to find a solution • The coaches offer back as a gift to the case giver their images, feelings and actions/Gestures • The case giver writes down all comments and at the end indicate what reverberates with her/him
- 25. FATHERS Rudolf Steiner Otto Scharmer Bernard Lievegoed Friedrich Glasl Johann Wolfgang von Goethe Adriaan Bekman Coenraad Van Houten
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