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CHAPTER EIGHT Coaching on the Axis: technique

Marc Simon Kahn Karnac Books PDF

CHAPTER EIGHT

Coaching on the Axis: technique

T

he Coaching on the Axis approach does not strictly prescribe one particular model or set of techniques for its implementation. It is rather an overarching approach or framework that helps orientate coaches to the challenge of business coaching. It is therefore possible to use this approach as a general framework, and to use many different coaching techniques and models in its application.

For instance, perhaps a coach is partial to using structured sequential questioning typical of the popular GROW (Whitmore, 2009) or

ACHIEVE (Dembkowski et al., 2006) models of coaching. Or maybe he or she prefers employing reflective interpretations typical of psychodynamic psychotherapy (Malan, 1995), or anchoring and reframing techniques from NLP (Bandler & Grinder, 1983), or reality-testing methods from cognitive therapy (Beck, 1979) or role-playing from Gestalt therapy (Woldt & Toman, 2005). All of these, and many others, can be applied in the Coaching on the Axis approach.

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CHAPTER TWO The complexity of culture

Marc Simon Kahn Karnac Books PDF

CHAPTER TWO

The complexity of culture

T

he previous chapter introduced the notion that business exists within a unique and distinct cultural context characterised by marketplace forces. It further suggested that business coaches should begin with this cultural context as a starting point, informed by other fields, rather than the other way around. In order to do so, an understanding of the phenomenon of culture, and particularly corporate or organisational culture, is required.

Edgar Schein, MIT professor emeritus and early pioneer of the notion of corporate culture, explains that although culture is an abstraction, the social forces derived from culture are enormously powerful in influencing behaviour, and failure to understand the operation of these forces can result in people becoming victims to them. “Cultural forces are powerful because they operate outside of our awareness.

We need to understand them not only because of their power but also because they help to explain many of our puzzling and frustrating experiences in social and organisational life. Most importantly, understanding cultural forces enables us to understand ourselves better” (Schein, 2010, p. 7).

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Chapter Eight - Coaching on the Axis: Technique

Marc Simon Kahn Karnac Books ePub

The Coaching on the Axis approach does not strictly prescribe one particular model or set of techniques for its implementation. It is rather an overarching approach or framework that helps orientate coaches to the challenge of business coaching. It is therefore possible to use this approach as a general framework, and to use many different coaching techniques and models in its application.

For instance, perhaps a coach is partial to using structured sequential questioning typical of the popular GROW (Whitmore, 2009) or ACHIEVE (Dembkowski et al., 2006) models of coaching. Or maybe he or she prefers employing reflective interpretations typical of psychodynamic psychotherapy (Malan, 1995), or anchoring and reframing techniques from NLP (Bandler & Grinder, 1983), or reality-testing methods from cognitive therapy (Beck, 1979) or role-playing from Gestalt therapy (Woldt & Toman, 2005). All of these, and many others, can be applied in the Coaching on the Axis approach.

The following chapter offers only some of many possible techniques and practices that a coach may use within the Coaching on the Axis approach. In most cases, a coach works best with a set of techniques he or she has trained in, refined, and personalised over many years. In this chapter, coaches may simply find some useful methodologies for integration into their existing technical repertoire, or be inspired to pursue new practices.

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CHAPTER SIX The individual dimension

Marc Simon Kahn Karnac Books PDF

CHAPTER SIX

The individual dimension

T

he individual dimension refers to the personal psychology, competence, experience, and professional history the person being coached brings into relationship with their environment; their personal reality.

People bring their personality and psychosocial history to bear on much of what they do, often referring to this as their “mindset” or

“personal make-up”. And these are formed from the influences they have had throughout their life, both positive and negative. In the Coaching on the Axis tree (Figure 3), the roots represent the individual dimension because they reflect a person’s roots in the sense of: “My roots tell you where I come from and describe the influences that made me who

I am.” Roots are also underground and therefore less visible, as is often the case with people and their roots—not obviously visible and sometimes requiring some sensitive digging for them to be exposed.

The individual below and above the surface

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Chapter Six - The Individual Dimension

Marc Simon Kahn Karnac Books ePub

The individual dimension refers to the personal psychology, competence, experience, and professional history the person being coached brings into relationship with their environment; their personal reality.

People bring their personality and psychosocial history to bear on much of what they do, often referring to this as their “mindset” or “personal make-up”. And these are formed from the influences they have had throughout their life, both positive and negative. In the Coaching on the Axis tree (Figure 3), the roots represent the individual dimension because they reflect a person's roots in the sense of: “My roots tell you where I come from and describe the influences that made me who I am.” Roots are also underground and therefore less visible, as is often the case with people and their roots—not obviously visible and sometimes requiring some sensitive digging for them to be exposed.

The individual below and above the surface

Just as there are both visible, above the surface, and less visible, below the surface, aspects in any environment, so is it the case with individuals. Peoples’ resumes are useful visible, above the surface, stories about them as individuals. Naturally, peoples’ competence and experience rooted in their career histories are primary to their ability to take up their role.

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