A division of GP Strategies Ltd

September 2014

Transcultural Coaching Supervision Webinar

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Your Presenters...

Dr. Judy RydeProfessor

Peter Hawkins

World Leaders in Coachingand Coaching Supervision

Thought Leadership in Coaching Practice

Providers of Coaching Supervision Courses since 2003

10+ countries internationally

Over 300 experienced coaches have participated

OVERVIEW

How do we take culture

into account?

Thoughts on culture

and difference

Dialogue

Working across

differenceand power dynamics

Whiteawareness

model

Very large such as

‘western’ culture

or national cultures

Groupings within

society, such as

class and regional cultures

Smaller ‘micro-

cultures’ such as

communities,

organisations and

professional

departments within

an organisatio

n, e.g.

marketing

Social cultures such as

those that relate

to other minority groups such as LGBT,

disabled people, etc

Culture groupings may be...C

ultu

re a

nd

Diff

ere

nce

Cu

lture

an

d D

iffere

nce

CULTURE

Individuals may belong to several cultures

and we have to negotiate our

way between them.

Provides a holding milieu of accepted ways of being and

thinking that are implicitin groups.

Habitual Patterns

of Behaviour

Reactive Personal Feelings

Assumptions, Values,Stories I tell myself, Motivational Roots

Data

Four Levels of Engagement

Starting with ourselves…

What cultural groups doI belong to?

For each of the cultural groups, what are the assumptions that underlie our understanding of the world?

How do I adjust my thinkingand acting as I move between the different cultural groups I belong to?

In order to take culture into account we need to hold in mind:

That habitual ways of thinking may arise out of cultural assumptions and are not just a personal matter

That those of us who are ‘white’ are part of the globally dominant culture and as such hold ‘cultural power’

That coaches also exist in a culture which is no more or less valid than the client’s but may lead to us

holding different values and assumptions

That the dialogue between us will throw up cultural clashes and may be a fruitful way of understanding

and negotiating cultural differences

That more sensitive work will result if we: • Familiarise ourselves with the kind of differences that may exist • In order that we can recognise them when they arise• Acknowledge power differences

‘White’ = Western European diaspora

Sue and Sue’s

Dimensions of

Cultural Difference

Emotional expressiveness (the degree of

emotional expression which

is thought desirable)

Individual centredness

(whether there is a greater focus on the group or the individual)

Insight

Self disclosure

(openness and intimacy)

Cause/effect orientation

Distinctions between

mental and physical

functioning

Ambiguity

Patterns of communicati

on

Sue, Derald Wing and Sue, David (1990) Counselling the Culturally Different N.Y. Wiley

Stolorow, R.D. and Atwood, G.E. (1987) Psychoanalytic Treatment: An Intersubjective Approach. The Analytic PressStolorow, R.D. and Atwood, G.E. (1992) Contexts of Being.  The Analytic Press

Inte

rsu

bje

ctiv

ity a

nd

S

up

erv

isio

n

Coach

Supervisor Client

Supervision

To work transcultura

lly in a sensitive way it is

important to

understand that:

We are ourselves embedded

within cultures of our own

We need to be alert to the

fact that these

complex and often

unconscious interactions

will be affecting us

and our coachees and supervisees

That collaborative dialogue is a

methodology that can help us within this complex field

The field is complicated by differences in

power and privilege

Dia

log

ue

A conversation between two

or more people in which the exploration of

meaning between them is more important than one

being ‘right’.

MEA

NIN

G

QU

ALIT

Y

QU

ALIT

Y

QU

ALIT

Y

There is good listening on both

sides with an attempt to really understand what

the other is saying.

We are preparedto be ‘wrong’.

We notice what our spontaneous responses are

without judging them but trying to understand their

meaning.

Buber, M. (2004). I and Thou. London and New York, ContinuumBohm, D. (1996). On Dialogue. London, New York, Routledge

Often dialogue is more difficult across difference as we may have strong reactionsto what is being said

Remembering to stay in dialogue and just note rather than react to orrepress these reactions can be very important to really understand

Listening to and understanding another perspective does not mean giving up ones’ own perspective

Our reactivity may be lessened with greater understanding

We can learn not to identify with our own reactivity

Buber, M. (2004). I and Thou. London and New York, Continuum.Bohm, D. (1996). On Dialogue. London, New York, Routledge.

Collaborative Dialogue Across Difference

Pow

er

Diff

ere

nce

Not all parties or cultures are equal in power

Difference andPower Dynamics

Role Power

Cultural Power

Individual Power

Power differences between

cultural groups

occur in:

Gender

Class

Race

Other types of cultural differenc

e

Diff

ere

nce a

nd

Pow

er

Dyn

am

ics

Unspoken

Often Denied

Some of the 46 ways in which white people benefit by their whiteness from ‘White Privilege and Male Privilege’ by Peggy McIntosh

I have no difficulty finding neighbourhoods where people approve of our household

Our children are given texts and classes which implicitly support our kind of family unit

I can talk about the social events of a weekend without fearing most listeners’ reactions

I will feel welcomed and ‘normal’ in the usual walks of public life, institutional and social

When I am told about our national heritage or ‘civilisation’ I am shown that people of my colour made it what it is

I can do well in a challenging situation without being called a credit to my race

Exam

ple

s of p

rivile

ge

What are some ways

you are privilegedover other people

you work with?How do you make that available

to talk about?

Awareness of

our Power and

Privilege

Model

Maintain awareness of the intersubjective field

which is co-

created

Work dialogic

ally

Hold the complex

ity of situation

We can work well with power dynamicif we discover how to...

YOU are the future of Coaching

We now want to addressyour questions and comments

Certificate in Coaching Supervision: Programme Overview

What our Alumni Say...

This was the first course that I have attended for many a moon where I felt I got back more than I put in. .. To be surrounded by people who for me embody the best qualities of a coach and behaving with humility and generosity with an absence of ego was a joy. Foundation, June 2014

Great trainers - present, caring, of service to us and our needs. Group Supervision for Executive Coaches course, Oct 2013

Dates for Your Diaries5-7 November:Transcultural Supervision: Working With Bias and PowerBath, UK

5 December:Webinar - Seven-Eyed Model: How it continues to developMore details to follow soon

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www.bathconsultancygroup.com

A division of

Dr. Judy Ryde and Professor Peter Hawkins

lara.dias@bathconsultancygroup.comPhone: +44 (0)1225 520866