Coaching

Cognitive reflection as a part of coaching is only somewhat effective since behavior is emotionally determined and guided by the brain.

Personality development only occurs when limiting states of consciousness are experienced emotionally and consciously at the same time.

A coach has to be able to embark on the journey into the interior world of his client and know to safely guide his self-awareness.

Deep self-reflection, body consciousness and the exploration of parts of his personality provide security, a sense of orientation and lead to profound insights. 

Our basic principles for coaching parallel those of the Deutsche Bundesverband Coaching e.V. (DBVC).

http://www.dbvc.de/dbvc_coaching-kompendium.pdf

As a navigational aid, we utilize the „functional penduluml“ (Wolff 2002, 2005), which serves as a portrayal of all the types of use values of coaching:

„The concept of the “functional pendulum” coaching highlights the plurality of a consultant’s influence, but also embodies a navigational aid similar to a traffic light: it differentiates the green (go) from the yellow (attention, potential danger zone) and the red (stop, imminent danger) areas of coaching.

The focus point of consulting is partly the reflexive analysis and explanation of theoretical, interpersonal and emotional connections, but also holistic support while implementing and interpreting solutions.

This is the defined middle way or “green area” of all coaching interventions.

…

Therefore, if an acute situation arises, it is often necessary to venture into the intimate realms of clients’ personal and corporate lives. In such cases, the support of a human aid to ensure necessary emotional relief is inevitably needed. In other situations where the client feels overwhelmed by an overly complex situation, a group of experts may be able to serve as a temporary navigational aid, provided that it is only a temporal form of re-stabilizing the client.

Such boundary crossings into areas of self-determination and responsibility are certainly part of the “yellow area” of coaching – even if such interventions are requested by the client himself.

This means that the acceptance of such navigational or expert functions must necessarily be temporary and occur only under the auspices of plausible reasoning.

The task and professional role of the coach cannot be merged with that of a “shadow manager” – no matter how excellent the coach himself is. His role is also separate from that of an experienced therapist.

Coaching presupposes the self-determining and self-responsible cooperation of the client. If this condition is not satisfied, the relationship between consultant and client develops from a symmetrical relationship to an asymmetric one of dependency.

This is where the conceptual off-limits area lays – the “red area” of consulting. (comp. e.g. Schmidt-Lellek 2003).

In professionally conducted coaching, interventions are carried out like a pendulum that swings back to the center after justified deflections into the danger zones have occurred.

Coaching baes on the functional pendulum demonstrates that it is possible to define what must be a part of coaching in its entirety (gruen), interventions that can only partly be included (yellow) and those that may never form a part of it (red).

However, it also shows that professional intuition is an integral part of a well-trained and experienced coach who tolerates complexity and effectively integrates it on the one hand, but always knows the limits of his actions on the other.”

(© Dr. Ulrike Wolff, www.wolff-managementberatung.de)

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