Coaching Relationships: The Relational Coaching Field Book (Management Policy Education) - Softcover

De Haan, Erik & Sills, Charlotte

Softcover

ISBN 10: 1907471286 ISBN 13: 9781907471285

Publisher: Libri Publishing, 2012

Synopsis

Rather than focus on the actions of the coach, this handbook places relationships―to one’s self and to others―at the heart of the coaching activity. Beginning with an explanation of relational coaching, including its principles and practices, this account goes on to describe the evolution of the relational turn in executive coaching. Based on the descriptions of robust pieces of research into what works in coaching, which were carried out in three different countries―the United States, Canada, and the UK―this book brings sophisticated psychological thinking to the business context of executive coaching, thus deepening the experiences of being an executive coach in the modern marketplace.

About this title

About the Author

Erik de Haan is an organization-development consultant, executive coach, and supervisor. He is the director of the Ashridge Center for Coaching, a professor of organization development and coaching at the VU University Amsterdam, and the author of several books, including Fearless Consulting, Relational Coaching, and Supervision in Action.

Charlotte Sills is an executive coach and the codirector of the coaching for organization consultants program at Ashridge Business School in Hertfordshire. She is also a visiting professor at Middlesex University and a senior tutor and supervisor in the Transactional Analysis Department at Metanoia Institute. She is the coauthor of several books, including An Introduction to Transactional Analysis and Skills in Gestalt Counseling and Psychotherapy.

Excerpt. © Reprinted by permission. All rights reserved.

Coaching Relationships

The Relational Coaching Field Book

By Erik de Haan, Charlotte Sills

Libri Publishing

Copyright © 2012 Libri Publishing
All rights reserved.

ISBN: 978-1-907471-28-5

Contents

Introduction, 
Part I Introducing Relational Coaching in Practice, 
Chapter 1 – Bill Critchley – Relational coaching: dancing on the edge, 
Chapter 2 – Andrew Day – Working with unconscious relational process in coaching, 
Chapter 3 – Rob Watling – Learning and re-learning: putting relationships at the centre of executive coaching, 
Part II Radical Perspectives on Relational Coaching, 
Chapter 4 – Kathleen King – The challenge of mutuality, 
Chapter 5 – Billy Desmond – Spirituality in the coaching relationship, 
Chapter 6 – Max Visser – Learning in executive coaching relationships: a behavioural systems perspective, 
Part III Contracting and Monitoring the Coaching Relationship, 
Chapter 7 – Charlotte Sills – The coaching contract: a mutual commitment, 
Chapter 8 – David Skinner – Outside forces in the coaching room: how to work with multiparty contracts, 
Chapter 9 – Michael Carroll and Robert Moore – The supervisory relationship in executive coaching, 
Part IV Inquiring into the Coaching Relationship, 
Chapter 10 – John Nuttall – Relational modalities in executive coaching, 
Chapter 11 – Simon Cavicchia – Shame in the coaching relationship: reflections on individual and organisational vulnerability, 
Chapter 12 – Jane Cox – Do we understand each other?An inquiry into the coaching relationship when working in different languages, 
Part V Quantitative Research into the Coaching Relationship, 
Chapter 13 – Erik de Haan and Anna Duckworth – The coaching relationship and other 'common factors' in executive coaching outcome, 
Chapter 14 – Jeffrey Jackson, Lisa Boyce and Laura Neal – eHarmony, match.com, plentyoffish: have you considered matching to support your client–coach relationships?, 
Chapter 15 – Louis Baron and Lucie Morin – The working alliance in executive coaching: its impact on outcomes and how coaches can influence it, 
Authors, 
References, 

CHAPTER 1

Relational Coaching: dancing on the edge

Bill Critchley

Introduction

The purpose of this chapter is to expand on what we mean by the term 'relational' coaching, and what if anything might be 'edgy' about coaching in this way. On the face of it, coaching is clearly relational as it involves two people sitting in a room talking to one another. What is there not to understand about 'relational' in that context? Indeed social existence is nothing if not relational. However, we – that is I and my colleagues at Ashridge Consulting* – mean something rather specific by 'relational', which is not just qualitative. In other words we are not just talking about a 'good' relationship, where people observe the social conventions of politeness and consideration or, going further, listen well to one another, take the ethics of mutual respect, diversity, justice and so forth really seriously. Of course such ethical principles are important – and it is usually important to be polite – but sometimes it is useful to provoke, to go beyond the limits of social conventions and say something which may surprise and disturb our client.

This article elaborates on how we are using this word 'relational' in the particular c

Edition details

• Publisher: Libri Publishing
• Publication date: 2012
• ISBN 10: 1907471286
• ISBN 13: 9781907471285
• Binding: Paperback
• Language: English
• Number of pages: 272