Outcomes SAN DIEGO COUNTY OFFICE OF EDUCATION Coaching...– Alain Cardon 17 AcJve Listening: What...
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8/6/17 1 SAN DIEGO COUNTY OFFICE OF EDUCATION Forward Coaching Cindy Douglas, M.A. Sheiveh Jones, Ed.D Outcomes 1. Understand the foundaDonal theory and process of coaching individuals toward change (Forward Coaching) 2. Understand a sample of the key components and research around coaching and adult learning theory 3. Receive an overview of the 3-day workshop model developed to train quality coaches (Forward Coaching) **Training includes research and theory so parDcipants understand the “why” of coaching 2 Agenda 1. Understanding individual change-Forward Coaching A. Lewin’s Change Theory—Overarching theory for individual, program or insDtuDonal change 2. SupporDng forward coaching A. Heart/brain connecDon B. CogniDve coaching (acDve listening) 3. PotenDal barriers to forward coaching A. Ladder of inference B. Barriers to listening 4. Overview of training 5. Close 3 Lewin’s 3-Stage Model of Change http://www.toolshero.nl/verandermanagement/kurt-lewin-change-model/
Transcript of 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.
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AM
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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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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.
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AM
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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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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.
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AM
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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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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.”
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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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![References - IGMmonge.univ-mlv.fr/~mac/REC/mc.pdf · 2018-11-12 · References [1] Alain Cardon and Maxime Crochemore. Minimisation d’automates et algorithme de Hopcroft. Rapport](https://static.fdocuments.us/doc/165x107/5e773bb5849ee92b0d47ff2c/references-macrecmcpdf-2018-11-12-references-1-alain-cardon-and-maxime.jpg)
