SAN DIEGO COUNTY 1. Understand the foundaDonal theory and process of - PDF document

8/6/17 2 Outcomes SAN DIEGO COUNTY 1. Understand the foundaDonal theory and process of coaching individuals toward change (Forward Coaching) OFFICE OF EDUCATION 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 Forward Coaching developed to train quality coaches (Forward Coaching) Cindy Douglas, M.A. **Training includes research and theory so parDcipants Sheiveh Jones, Ed.D understand the “why” of coaching 3 Lewin’s 3-Stage Model of Change Agenda 1. Understanding individual change-Forward Coaching Lewin’s Change Theory—Overarching theory for individual, program or A. insDtuDonal change 2. SupporDng forward coaching Heart/brain connecDon A. CogniDve coaching (acDve listening) B. 3. PotenDal barriers to forward coaching A. Ladder of inference B. Barriers to listening 4. Overview of training http://www.toolshero.nl/verandermanagement/kurt-lewin-change-model/ 5. Close 1

8/6/17 5 6 Unfreezing Personal Constructs • Ge^ng people ready to change. Involves ge^ng to a point of understanding that change is necessary, and ge^ng ready to move away from our current comfort zone. Playful • Unfreezing and ge^ng moDvated for the change is all about y p p weighing the 'pro's' and 'con's' and deciding if the 'pro's' Frustrated a H Sad outnumber the 'con's' before you take any acDon. • This is the basis of what Kurt Lewin called the "Force Field Ecstatic Angry Analysis" e F t a r i n g • There are lots of different factors (forces) for and against making change o h Protective t i e t c S n e e that we need to be aware of (analysis). If the factors for change outweigh f u d f A r p the factors against change we'll make the change. If not, then there's low r i s moDvaDon to change - and if we feel pushed to change we're likely to get e d grumpy and dig in our heels. 7 8 Changing ReFreeze • Kurt Lewin: Change is not an event, but rather a process. . . a • Establishing stability once the changes have been made. transiDon • The changes are accepted and become the new norm. • This stage is ofen the hardest as people are unsure or even fearful. • People form new relaDonships and become comfortable with Imagine bungee jumping or parachuDng. You may have convinced yourself that there is a great benefit for you to make the jump, but their rouDnes. This can take Dme... now you find yourself on the edge looking down. • Lewin's concern is about reinforcing the change and ensuring • TransiDon is a process that occurs within each of us. There's no set that the desired change is accepted and maintained into the Dme limit as each of us is different. future. Without this people tend to go back to doing what they • Support is really important here and can be in the form of training, are used to doing. coaching, and expecDng mistakes as part of the process. • SomeDmes called "freezing like a milkshake" and not a block of ice . . . to be prepared for the next change! 2

8/6/17 9 Agenda 1. Understanding individual change-Forward Coaching Lewin’s Change Theory—Overarching theory for individual, program or A. insDtuDonal change THE HEART-BRAIN CONNECTION 2. SupporDng forward coaching Heart/brain connecDon A. CogniDve coaching (acDve listening) B. 3. PotenDal barriers to forward coaching A. Ladder of inference B. Barriers to listening 4. Overview of training 5. Close 11 12 Heart and Brain Signals Stress and NegaDve EmoDons Positive Emotions • Anger • AppreciaDon • FrustraDon • Joy • Anxiety • Care • Heart rhythm: erraDc • Love • Heart rhythm: highly ordered 3

8/6/17 13 14 TacJcal Breathing Agenda 1. Breathe in through the nose for a slow four count 1. Understanding individual change-Forward Coaching (1, 2, 3, 4). NoDce your belly expanding. Lewin’s Change Theory—Overarching theory for individual, program or A. 2. Hold the breath for a four count (1, 2, 3, 4). insDtuDonal change 3. Slowly exhale through pursed lips for a four count 2. SupporDng forward coaching (1, 2, 3, 4). Heart/brain connecDon A. CogniDve coaching (acDve listening) B. 4. Hold empty for a four count (1, 2, 3, 4) 3. PotenDal barriers to forward coaching 5. Repeat two more Dmes. A. Ladder of inference B. Barriers to listening 4. Overview of training Grossman, D., & Christensen, L.W. (2008). On combat: The psychology an physiology of deadly conflict in war and in peace. 5. Close Millstadt, IL: Warrior Science Pub. HeartMath Institute: https://www.heartmath.org 16 AcJve Listening Strategies Listening to Understand 1. Paraphrase: Express the meaning of the speaker using • 10% of our communicaDon is represented by the words we say different words, especially to achieve greater clarity. • 30% is represented by our sounds 2. Clarify: Make a statement or situaDon less confused and • 60% is represented by our body language more clearly comprehensible (ask quesDons, pause) 3. Mediate: Once you are clear on what the issue is, suggest soluDons, opDons, or ideas to help create a bridge from problem to soluDon.. 4

8/6/17 17 CreaJng Space AcJve Listening: What it Does (and Doesn’t) Look Like “Coaching is a luxury service where we give people space and 6me that they wouldn’t have elsewhere.” – Alain Cardon 19 20 Agenda How PercepJons Impact our Beliefs 1. Understanding individual change-Forward Coaching Lewin’s Change Theory—Overarching theory for individual, program or A. insDtuDonal change 2. SupporDng forward coaching Heart/brain connecDon A. CogniDve coaching (acDve listening) B. 3. PotenDal barriers to forward coaching A. Ladder of inference B. Barriers to listening 4. Overview of training 5. Close Brown, Y. F. (n.d.). The ladder of inference: How assumptions can cause miscommunication [PDF]. JAD Communications International. 5

8/6/17 21 22 Ladder of Inference We can’t count on John. He’s Unreliable. John always comes in late. EXAMPLE 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. Brown, Y. F. (n.d.). The ladder of inference: How assumptions can cause miscommunication [PDF]. JAD Communications Brown, Y. F. (n.d.). The ladder of inference: How assumptions can cause miscommunication [PDF]. JAD Communications International. International. 23 24 This boss shouldn’t be supervising women. I’m not going to bother to vote anymore. He picks on Jane because she’s a woman. Every politician lies and cheats. EXAMPLE EXAMPLE The boss thinks Jane’s work is Once again he shows he has no unacceptable. integrity. The boss is chewing Jane out. It’s another political sell-out. “Jane, your performance A politician just made a is not up to standard,” statement which seems to says the boss. contradict a campaign promise. Brown, Y. F. (n.d.). The ladder of inference: How assumptions can cause miscommunication [PDF]. JAD Communications Brown, Y. F. (n.d.). The ladder of inference: How assumptions can cause miscommunication [PDF]. JAD Communications International. International. 6

8/6/17 25 26 Stop the Cycle Mary can’t keep up the pace, and so she’s willing to have us lose our competitive edge. 1. IdenDfy where you are on the ladder 2. Analyze your reasoning (facts) 3. Work back down the ladder from current rung and trace She can’t compete very well. the facts EXAMPLE 4. Consider: Mary doesn’t like competition. • Why have I/you chosen this acDon? • Are there other acDons I/you should have considered? • What beliefs led to the acDon and were they well-founded? • What path have I/you chosen and why? “We need to be less • Are there other facts I/you should have considered? competitive,” Mary says. “We need to find a way to reward people for the contribution **DISRUPTIVE THINKING** they make to the whole.” Brown, Y. F. (n.d.). The ladder of inference: How assumptions can cause miscommunication [PDF]. JAD Communications International. 27 Agenda Barriers to Listening 1. Understanding individual change-Forward Coaching • One-up listening Lewin’s Change Theory—Overarching theory for individual, program or A. insDtuDonal change • Irrelevant detail listening 2. SupporDng forward coaching • No need for all the facts Heart/brain connecDon A. CogniDve coaching (acDve listening) B. listening 3. PotenDal barriers to forward coaching A. Ladder of inference B. Barriers to listening 4. Overview of training 5. Close 7