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Taking an in-depth look at crisis and change in the world and discussing their impact on both individuals and organizations, widely respected coach and author Liz Hall explains how to coach during crises and at any time of change (both positive and negative). She provides a practical guide and resource for managers and coaches on how to tackle challenges effectively and how to turn a crisis into an opportunity for transformation.
Taking an in-depth look at crisis and change in the world and discussing their impact on both individuals and organizations, widely respected coach and author Liz Hall explains how to coach during crises and at any time of change (both positive and negative). She provides a practical guide and resource for managers and coaches on how to tackle challenges effectively and how to turn a crisis into an opportunity for transformation.
Über den Autor
Liz Hall is an award-winning journalist and coach. Awards include the Periodical Training Association¿s Journalist of the Year award and the Association for Coaching¿s Award for Impacting (Leadership/External Focus) Service to the Wider Community for 2010-11. She is the editor and co-owner of "Coaching at Work" magazine, has written and worked for publications including "The Guardian"; "The Financial Times"; "The Observer" and "The Daily Mail". She has written publications including "The Employers¿ Guide to Screening Employees" and "The Employer¿s Guide to Monitoring Employees".
Contributors:
Dr. Paul Brown, Faculty Professor of Organizational Neuroscience, Monarch Business School Switzerland
Tony Buon, Managing Partner, Buon Consultancy
Margaret Chapman-Clarke, Chartered and Registered Psychologist, Gestalt Coach-Therapist, and Mindfulness Facilitator and Researcher
Rachel Ellison, Coach
Dr. Anthony M. Grant PhD, Director and Associate Professor of Psychology, Sydney University
Professor Erik de Haan, Director of the Ashridge Centre for Coaching and Professor of Organization Development and Coaching, VU University in Amsterdam
Dr. Anthony Kasozi, Director, Quilibra Consulting
Andrew Kinder, British Psychological Society Registered Coach and Chartered Counselling and Occupational Psychologist
Helen Leeder Barker, Director and Owner, Leeder Consulting
Dr. Sean O'Connor, Lecturer and Researcher, Coaching Psychology Unit, University of Sydney
Neil Scotton and Dr. Alister Scott, Co-Founders, The One Leadership Project
Dr. Paul Brown, Faculty Professor of Organizational Neuroscience, Monarch Business School Switzerland
Tony Buon, Managing Partner, Buon Consultancy
Margaret Chapman-Clarke, Chartered and Registered Psychologist, Gestalt Coach-Therapist, and Mindfulness Facilitator and Researcher
Rachel Ellison, Coach
Dr. Anthony M. Grant PhD, Director and Associate Professor of Psychology, Sydney University
Professor Erik de Haan, Director of the Ashridge Centre for Coaching and Professor of Organization Development and Coaching, VU University in Amsterdam
Dr. Anthony Kasozi, Director, Quilibra Consulting
Andrew Kinder, British Psychological Society Registered Coach and Chartered Counselling and Occupational Psychologist
Helen Leeder Barker, Director and Owner, Leeder Consulting
Dr. Sean O'Connor, Lecturer and Researcher, Coaching Psychology Unit, University of Sydney
Neil Scotton and Dr. Alister Scott, Co-Founders, The One Leadership Project
Zusammenfassung
Explores how models such as Bridges' Transition Curve, Prochaska and Diclimente's Transtheoretical Stages of Change and Dilts' Levels of Change can be used effectively to coach in times of transition
Inhaltsverzeichnis
Dedication
Acknowledgements
Foreword by Tatiana Bachkirova
About the contributors Introduction 01 DefinitionsLiz Hall
Crisis
Transition
Transformation
References02 Shared territoryLiz Hall
Natural life transitions
Mid-life crisis
Typical transitions and crises at work
References03 Models and frameworks for exploring change and transitionLiz Hall
Bridges' Transition Curve
Prochaska and DiClemente's Transtheoretical Stages of Change
The Kübler-Ross Change Curve, or the Five Stages of Grief
Dilts' (Neuro)logical Levels of Change
References04 No mud, no lotus? Crisis as a catalyst for transformationLiz Hall
Crisis sparks transformation
Coaches' perspectives
Crisis and transition in organizations
Conclusion
References05 Coaching for compassionate resilience through creativity: the case for a 'turn to autoethnography'
Margaret Chapman-Clarke
What is autoethnography and why is it important in coaching?
The inspiration behind the 'call for an AE turn' in coaching
Beyond mastery: creative methods in coaching for resilience
Healing the split: art and science
Value of creativity in coaching for compassionate resilience: lessons from neuroscience
Resilient individuals or resilient organizations?
Compassionate resilience: the 21st-century 'take' on bounce-back-ability
Conclusion
References and further reading
Useful resources06 Insights from neurosciencePaul Brown and Helen Leeder Barker
Individual and professional transitional opportunities
So what do we know about the brain?
The coach's brain is where the client's change starts. So start, perhaps, with the coach's brain
States of mind
And not forgetting the organization too can be in crisis
Conclusion
References07 Executive coaching in times of organizational change: a vital support and developmental mechanism
Anthony M Grant and Sean A O'Connor
Overview of the literature on executive coaching and organizational change
The cognitive and behavioural mechanisms of executive coaching
So what? Reflections on the outcomes of the case study example
How to work with leaders during times of organizational change and turbulence
Summary
References08 Leaders in crisis: attending to the shadow sideErik De Haan and Anthony Kasozi
Supporting leaders in crisis or transition
The nature of the leadership role (its attending shadow) and tendencies to derailment (overdrive and hubris)
Descriptive typology to gain greater insight into the behaviours and patterns of leaders
Coaching
Regaining balance: you do not have to do it alone
References09 The role of coaching in supporting organizations to address mental health issuesAndrew Kinder and Tony Buon
Workplace mental health
Delineating coaching from other interventions
The similarities between coaching, mentoring and counselling
Workplace conflict
Workplace change
Conclusion
References10 Nourishing the lotus flower: turning towards and transforming difficulties with Mindful Compassionate CoachingLiz Hall
Background, definitions and research
Delving deeper
ABC: Awareness, Body wisdom and Compassion
Turning towards difficulty: using MCC
Feeling our way through crisis and transformation: the FEEL/FELT model
Pandora's box: working with difficult emotions
Other useful models, practices and exercises in MCC
Conclusion
References11 Self-coachingRachel Ellison
Not a replacement
Definitions
Coaching buyers
The impact of self-coaching
Developing self-coaching
Future research
Conclusion12 Legacy Thinking: an approach for a better now, and a better future
Neil Scotton and Alister Scott
Exploring Legacy Thinking
Inspirations and lessons
Where to begin
Practicalities
Is it worth it?
ReferencesIndex
Acknowledgements
Foreword by Tatiana Bachkirova
About the contributors Introduction 01 DefinitionsLiz Hall
Crisis
Transition
Transformation
References02 Shared territoryLiz Hall
Natural life transitions
Mid-life crisis
Typical transitions and crises at work
References03 Models and frameworks for exploring change and transitionLiz Hall
Bridges' Transition Curve
Prochaska and DiClemente's Transtheoretical Stages of Change
The Kübler-Ross Change Curve, or the Five Stages of Grief
Dilts' (Neuro)logical Levels of Change
References04 No mud, no lotus? Crisis as a catalyst for transformationLiz Hall
Crisis sparks transformation
Coaches' perspectives
Crisis and transition in organizations
Conclusion
References05 Coaching for compassionate resilience through creativity: the case for a 'turn to autoethnography'
Margaret Chapman-Clarke
What is autoethnography and why is it important in coaching?
The inspiration behind the 'call for an AE turn' in coaching
Beyond mastery: creative methods in coaching for resilience
Healing the split: art and science
Value of creativity in coaching for compassionate resilience: lessons from neuroscience
Resilient individuals or resilient organizations?
Compassionate resilience: the 21st-century 'take' on bounce-back-ability
Conclusion
References and further reading
Useful resources06 Insights from neurosciencePaul Brown and Helen Leeder Barker
Individual and professional transitional opportunities
So what do we know about the brain?
The coach's brain is where the client's change starts. So start, perhaps, with the coach's brain
States of mind
And not forgetting the organization too can be in crisis
Conclusion
References07 Executive coaching in times of organizational change: a vital support and developmental mechanism
Anthony M Grant and Sean A O'Connor
Overview of the literature on executive coaching and organizational change
The cognitive and behavioural mechanisms of executive coaching
So what? Reflections on the outcomes of the case study example
How to work with leaders during times of organizational change and turbulence
Summary
References08 Leaders in crisis: attending to the shadow sideErik De Haan and Anthony Kasozi
Supporting leaders in crisis or transition
The nature of the leadership role (its attending shadow) and tendencies to derailment (overdrive and hubris)
Descriptive typology to gain greater insight into the behaviours and patterns of leaders
Coaching
Regaining balance: you do not have to do it alone
References09 The role of coaching in supporting organizations to address mental health issuesAndrew Kinder and Tony Buon
Workplace mental health
Delineating coaching from other interventions
The similarities between coaching, mentoring and counselling
Workplace conflict
Workplace change
Conclusion
References10 Nourishing the lotus flower: turning towards and transforming difficulties with Mindful Compassionate CoachingLiz Hall
Background, definitions and research
Delving deeper
ABC: Awareness, Body wisdom and Compassion
Turning towards difficulty: using MCC
Feeling our way through crisis and transformation: the FEEL/FELT model
Pandora's box: working with difficult emotions
Other useful models, practices and exercises in MCC
Conclusion
References11 Self-coachingRachel Ellison
Not a replacement
Definitions
Coaching buyers
The impact of self-coaching
Developing self-coaching
Future research
Conclusion12 Legacy Thinking: an approach for a better now, and a better future
Neil Scotton and Alister Scott
Exploring Legacy Thinking
Inspirations and lessons
Where to begin
Practicalities
Is it worth it?
ReferencesIndex
Details
| Medium: | Taschenbuch |
|---|---|
| Seiten: | 296 |
| ISBN-13: | 9780749468309 |
| ISBN-10: | 0749468300 |
| Sprache: | Englisch |
| Ausstattung / Beilage: | Paperback |
| Einband: | Kartoniert / Broschiert |
| Autor: | Hall, Liz |
| Hersteller: | Kogan Page |
| Maße: | 234 x 156 x 17 mm |
| Von/Mit: | Liz Hall |
| Erscheinungsdatum: | 01.10.2015 |
| Gewicht: | 0,453 kg |
Über den Autor
Liz Hall is an award-winning journalist and coach. Awards include the Periodical Training Association¿s Journalist of the Year award and the Association for Coaching¿s Award for Impacting (Leadership/External Focus) Service to the Wider Community for 2010-11. She is the editor and co-owner of "Coaching at Work" magazine, has written and worked for publications including "The Guardian"; "The Financial Times"; "The Observer" and "The Daily Mail". She has written publications including "The Employers¿ Guide to Screening Employees" and "The Employer¿s Guide to Monitoring Employees".
Contributors:
Dr. Paul Brown, Faculty Professor of Organizational Neuroscience, Monarch Business School Switzerland
Tony Buon, Managing Partner, Buon Consultancy
Margaret Chapman-Clarke, Chartered and Registered Psychologist, Gestalt Coach-Therapist, and Mindfulness Facilitator and Researcher
Rachel Ellison, Coach
Dr. Anthony M. Grant PhD, Director and Associate Professor of Psychology, Sydney University
Professor Erik de Haan, Director of the Ashridge Centre for Coaching and Professor of Organization Development and Coaching, VU University in Amsterdam
Dr. Anthony Kasozi, Director, Quilibra Consulting
Andrew Kinder, British Psychological Society Registered Coach and Chartered Counselling and Occupational Psychologist
Helen Leeder Barker, Director and Owner, Leeder Consulting
Dr. Sean O'Connor, Lecturer and Researcher, Coaching Psychology Unit, University of Sydney
Neil Scotton and Dr. Alister Scott, Co-Founders, The One Leadership Project
Dr. Paul Brown, Faculty Professor of Organizational Neuroscience, Monarch Business School Switzerland
Tony Buon, Managing Partner, Buon Consultancy
Margaret Chapman-Clarke, Chartered and Registered Psychologist, Gestalt Coach-Therapist, and Mindfulness Facilitator and Researcher
Rachel Ellison, Coach
Dr. Anthony M. Grant PhD, Director and Associate Professor of Psychology, Sydney University
Professor Erik de Haan, Director of the Ashridge Centre for Coaching and Professor of Organization Development and Coaching, VU University in Amsterdam
Dr. Anthony Kasozi, Director, Quilibra Consulting
Andrew Kinder, British Psychological Society Registered Coach and Chartered Counselling and Occupational Psychologist
Helen Leeder Barker, Director and Owner, Leeder Consulting
Dr. Sean O'Connor, Lecturer and Researcher, Coaching Psychology Unit, University of Sydney
Neil Scotton and Dr. Alister Scott, Co-Founders, The One Leadership Project
Zusammenfassung
Explores how models such as Bridges' Transition Curve, Prochaska and Diclimente's Transtheoretical Stages of Change and Dilts' Levels of Change can be used effectively to coach in times of transition
Inhaltsverzeichnis
Dedication
Acknowledgements
Foreword by Tatiana Bachkirova
About the contributors Introduction 01 DefinitionsLiz Hall
Crisis
Transition
Transformation
References02 Shared territoryLiz Hall
Natural life transitions
Mid-life crisis
Typical transitions and crises at work
References03 Models and frameworks for exploring change and transitionLiz Hall
Bridges' Transition Curve
Prochaska and DiClemente's Transtheoretical Stages of Change
The Kübler-Ross Change Curve, or the Five Stages of Grief
Dilts' (Neuro)logical Levels of Change
References04 No mud, no lotus? Crisis as a catalyst for transformationLiz Hall
Crisis sparks transformation
Coaches' perspectives
Crisis and transition in organizations
Conclusion
References05 Coaching for compassionate resilience through creativity: the case for a 'turn to autoethnography'
Margaret Chapman-Clarke
What is autoethnography and why is it important in coaching?
The inspiration behind the 'call for an AE turn' in coaching
Beyond mastery: creative methods in coaching for resilience
Healing the split: art and science
Value of creativity in coaching for compassionate resilience: lessons from neuroscience
Resilient individuals or resilient organizations?
Compassionate resilience: the 21st-century 'take' on bounce-back-ability
Conclusion
References and further reading
Useful resources06 Insights from neurosciencePaul Brown and Helen Leeder Barker
Individual and professional transitional opportunities
So what do we know about the brain?
The coach's brain is where the client's change starts. So start, perhaps, with the coach's brain
States of mind
And not forgetting the organization too can be in crisis
Conclusion
References07 Executive coaching in times of organizational change: a vital support and developmental mechanism
Anthony M Grant and Sean A O'Connor
Overview of the literature on executive coaching and organizational change
The cognitive and behavioural mechanisms of executive coaching
So what? Reflections on the outcomes of the case study example
How to work with leaders during times of organizational change and turbulence
Summary
References08 Leaders in crisis: attending to the shadow sideErik De Haan and Anthony Kasozi
Supporting leaders in crisis or transition
The nature of the leadership role (its attending shadow) and tendencies to derailment (overdrive and hubris)
Descriptive typology to gain greater insight into the behaviours and patterns of leaders
Coaching
Regaining balance: you do not have to do it alone
References09 The role of coaching in supporting organizations to address mental health issuesAndrew Kinder and Tony Buon
Workplace mental health
Delineating coaching from other interventions
The similarities between coaching, mentoring and counselling
Workplace conflict
Workplace change
Conclusion
References10 Nourishing the lotus flower: turning towards and transforming difficulties with Mindful Compassionate CoachingLiz Hall
Background, definitions and research
Delving deeper
ABC: Awareness, Body wisdom and Compassion
Turning towards difficulty: using MCC
Feeling our way through crisis and transformation: the FEEL/FELT model
Pandora's box: working with difficult emotions
Other useful models, practices and exercises in MCC
Conclusion
References11 Self-coachingRachel Ellison
Not a replacement
Definitions
Coaching buyers
The impact of self-coaching
Developing self-coaching
Future research
Conclusion12 Legacy Thinking: an approach for a better now, and a better future
Neil Scotton and Alister Scott
Exploring Legacy Thinking
Inspirations and lessons
Where to begin
Practicalities
Is it worth it?
ReferencesIndex
Acknowledgements
Foreword by Tatiana Bachkirova
About the contributors Introduction 01 DefinitionsLiz Hall
Crisis
Transition
Transformation
References02 Shared territoryLiz Hall
Natural life transitions
Mid-life crisis
Typical transitions and crises at work
References03 Models and frameworks for exploring change and transitionLiz Hall
Bridges' Transition Curve
Prochaska and DiClemente's Transtheoretical Stages of Change
The Kübler-Ross Change Curve, or the Five Stages of Grief
Dilts' (Neuro)logical Levels of Change
References04 No mud, no lotus? Crisis as a catalyst for transformationLiz Hall
Crisis sparks transformation
Coaches' perspectives
Crisis and transition in organizations
Conclusion
References05 Coaching for compassionate resilience through creativity: the case for a 'turn to autoethnography'
Margaret Chapman-Clarke
What is autoethnography and why is it important in coaching?
The inspiration behind the 'call for an AE turn' in coaching
Beyond mastery: creative methods in coaching for resilience
Healing the split: art and science
Value of creativity in coaching for compassionate resilience: lessons from neuroscience
Resilient individuals or resilient organizations?
Compassionate resilience: the 21st-century 'take' on bounce-back-ability
Conclusion
References and further reading
Useful resources06 Insights from neurosciencePaul Brown and Helen Leeder Barker
Individual and professional transitional opportunities
So what do we know about the brain?
The coach's brain is where the client's change starts. So start, perhaps, with the coach's brain
States of mind
And not forgetting the organization too can be in crisis
Conclusion
References07 Executive coaching in times of organizational change: a vital support and developmental mechanism
Anthony M Grant and Sean A O'Connor
Overview of the literature on executive coaching and organizational change
The cognitive and behavioural mechanisms of executive coaching
So what? Reflections on the outcomes of the case study example
How to work with leaders during times of organizational change and turbulence
Summary
References08 Leaders in crisis: attending to the shadow sideErik De Haan and Anthony Kasozi
Supporting leaders in crisis or transition
The nature of the leadership role (its attending shadow) and tendencies to derailment (overdrive and hubris)
Descriptive typology to gain greater insight into the behaviours and patterns of leaders
Coaching
Regaining balance: you do not have to do it alone
References09 The role of coaching in supporting organizations to address mental health issuesAndrew Kinder and Tony Buon
Workplace mental health
Delineating coaching from other interventions
The similarities between coaching, mentoring and counselling
Workplace conflict
Workplace change
Conclusion
References10 Nourishing the lotus flower: turning towards and transforming difficulties with Mindful Compassionate CoachingLiz Hall
Background, definitions and research
Delving deeper
ABC: Awareness, Body wisdom and Compassion
Turning towards difficulty: using MCC
Feeling our way through crisis and transformation: the FEEL/FELT model
Pandora's box: working with difficult emotions
Other useful models, practices and exercises in MCC
Conclusion
References11 Self-coachingRachel Ellison
Not a replacement
Definitions
Coaching buyers
The impact of self-coaching
Developing self-coaching
Future research
Conclusion12 Legacy Thinking: an approach for a better now, and a better future
Neil Scotton and Alister Scott
Exploring Legacy Thinking
Inspirations and lessons
Where to begin
Practicalities
Is it worth it?
ReferencesIndex
Details
| Medium: | Taschenbuch |
|---|---|
| Seiten: | 296 |
| ISBN-13: | 9780749468309 |
| ISBN-10: | 0749468300 |
| Sprache: | Englisch |
| Ausstattung / Beilage: | Paperback |
| Einband: | Kartoniert / Broschiert |
| Autor: | Hall, Liz |
| Hersteller: | Kogan Page |
| Maße: | 234 x 156 x 17 mm |
| Von/Mit: | Liz Hall |
| Erscheinungsdatum: | 01.10.2015 |
| Gewicht: | 0,453 kg |
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