A
abuse, in client’s background, 155
accounting method of building trust, 41–42
action
Action Workshop, The, 62
alternative model of coaching
amoeba theory of management, 5–6
language in, 8
phenomenology, 7
amoeba theory of management, 5–6
anger, 69
antireductionism, 59
apologizing, 69
approval, 49
Arendt, Hannah, 179
commitment to, 93
importance of, 94
summary of, 95
of competence level, 27
components of satisfaction/effectiveness model, 73, 79–80
context, 75
intellect, 74
soul, 76
will, 75
context and, 172
as conversation moves
background knowledge and, 95–96
experts and, 97
making, 96
summary of, 98
domains of competence model, 70, 79
relationships with others, 71–72
self-management, 71
exercise for Conversation One, 144–145
five elements model, 78
personal/cultural history, 65
interpretation of, 172
models for
communication and, 59
validity of, 60
of readiness for change, 159–161
self
client’s, 160
expectation and, 61
skills in, 172
structure of interpretation and, 27, 35
assumed competence, 88
athletic coaching, 10
Atwater, Lee, 67
Austin, John, 83
Awakenings (film), 68
awareness, 154
background of obviousness, 88
behavior
expectations and, 60
structure of interpretation and, 25
Being-in-the-World (Dreyfus), 11
Bell, Chauncey, 83
body,see human body
body work, 21
boundaries, declarations and, 98
breathing exercises, 21
Brown, Christy, 21
C
Care of the Soul (Moore), 179
change
assessing readiness for, 159–161
commitment to, 158
relationships and, 161
characterization, self, 54
coaching
amoeba theory of management, 5–6
phenomenology, 7
athletic, 10
through conversation, 101, 115–116
creativity in, 11
flow of
developing sense of, 31
foundation for
in command-and-control organizations, 2–3
creativity in, 11
learning experiences, 10
premise of, 7
relationship of, 39–40, 47–48, 54
freedom of expression in, 44–49
social identity and, 54
scope of, 37
self-correction and, 158
self-development for, 170
self-generation and, 158
space for, 163
structure of interpretation and, 26
time for, 163
in type two conversation (several conversations), 121
command-and-control organizations, 2–3
commitments, 78
assertions and, 93
to change, 158
competing/conflicting, 155
declarations and, 97
promises and, 90
requests as, 86
speech act theory and, 84
communication
assessment models and, 59
coaching scope and, 37
forces shaping, 45
give and take in, 39
habits in, 49
language and, 23
openness in, 45
in organizations, 45
relationship and, 33
social identity and, 53
structure for, 37
style of, 49
competence, assumed, 88
competing/conflicting commitments, 155
Competitive Edge Sales Course, The, 62
complaining, 173
components of satisfaction/effectiveness model, 73, 79–80
context, 75
intellect, 74
soul, 76
will, 75
conditions for satisfaction, 87–88
consequences, clarity about, 57
Consequences of Pragmatism, 16
context
assessment skills and, 172
in components of satisfaction and effectiveness, 75, 80
historical, 93
time as, 88
conversation
coaching through, 101, 115–116
moves in, 85
type one (single conversation)
type two (several conversations)
coaching in, 121
type three (profound, long conversation)
overview, 117
Covey, Stephen, 179
current reality, 175
D
Declaration of Independence, 97
declarations
boundaries and, 98
commitment in, 97
meaning and, 98
truth and, 99
designing, 172
exercises, 153
Dewey, John, 115
Dickinson, Emily, 25
domains of competence model, 70–73, 79
relationships with others, 71–72
self-management, 71
Douglas, Michael, 67
downsizing, 2
Dreyfus, Hubert, 11
E
Educating the Reflective Practitioner(Schön), 147
emotion, 79
components of satisfaction/effectiveness model and, 74–75
relationships and, 72
enrollment, 36
checklist for, 111
difficulty of, 107
outcomes and, 36, 107–112, 117
exercises
for assessing level of competence, 27
for being stuck, 153
breathing, 21
for Conversation One, 122, 144–146
designing, 153
for distinctions/structures, 135
network of support, 105
scaling expectations with, 153
self-observation, 28, 37, 122, 123, 135, 145–146, 155
for uncovering undiscussable, 45
Existential Foundations of Medicine and Psychology (Boss), 16
expectations
behavior and, 60
as coach, 173
inflexibility of, 54
scaling, 153
from self-assessment, 61
unrealistic, 153
F
Faulkner, William, 67
feedback, 178
five elements model, 78
personal/cultural history, 65
flexibility, 174
flow of coaching
developing sense of, 31
foundation for coaching
amoeba theory of management, 5–6
language in, 8
phenomenology, 7
in command-and-control organizations, 2–3
creativity in, 11
learning experiences, 10
freedom of expression
in coaching relationship, 44–49
listening and, 46
in organizations, 45
strengthening, 48
trust and, 47
Fritz, Robert, 147
future action, 87
future possibilities, 64–65, 78
G
Gates, Bill, 153
Goodfellows (film), 67
group effectiveness, 45
H
Habermas, Jürgen, 83
in communication, 49
as hindrances, 134
physical level of, 173
public identity and, 105
self-image and, 105
Hatha yoga, 21
Hawking, Stephen, 21
habits as, 134
social identity as, 53
history
context of, 93
Hsia Po-Yan, 59
human beings
complexity of, 6
model limitations and, 60
as possibility for relating, 18–19
habits in, 173
as locus of transformation, 21–22
as way of being in world, 21
Human Condition, The (Arendt), 179
Hume, David, 66
I
identity
habits of
public identity, 105
social
as coaching hindrance, 53
narratives in, 54
structure of, 55
inflexible expectations, 54
innovation, 2
intellect, 79
in components of satisfaction/effectiveness model, 74
will v., 111
intended outcomes, 176
intention, clarifying, 118
of assessments, 172
limits of, 76
requests and, 86
structure of, 8
behavior following, 25
coaching and, 26
revealing thought process and, 118
Heidegger, Martin, 24
J
Jordan, Michael, 153
Joyce, James, 25
K
Keller, Helen, 21
King Lear, 69
L
laissez-faire capitalism, 67
in alternative model of coaching, 8
communication and, 23
meaning and, 25
as orientation, 24
learning experiences, 10
Lewis, Sinclair, 67
listening, 85
conversation for possibilities and, 101
freedom of expression and, 46
immediate concerns and, 62
skills in, 171
listening journal, 177
long-term excellent performance, 3
Lowen, Alexander, 21
M
Man in the Grey Flannel Suit, The (film), 76
Mandela, Nelson, 97
manipulation, 107
meaning
declarations and, 98
language and, 25
structure of interpretation and, 26
meetings, 164
mental hygiene, 163
Merchant of Venice, The, 69
metaphors, 143
misrepresentation, 107
five elements model and, 65–70
Moore, Thomas, 179
moves in conversation, 85
multicultural environments, 2
mutual freedom of expression, 44–49
Myers-Briggs type, 59
N
narratives
interplay of, 54
private, 54
nervous system, 52
network of support, 105, 162, 177, 178
O
principles of, 77
self
exercise for Conversation One, 122, 145–146
exercises for, 28, 37, 123, 135, 155
subjectivity in, 26
obviousness, background of, 88
offers
coaching situations in, 90, 92
as combination of request and promise, 90
as intersection of needs and commitments, 92–93
summary of, 93
Olalla, Julio, 83
organizations
communication in, 45
orientation, 24
amoeba theory and, 6
clarity about, 57
client distinctions for, 133
commitments and, 63
Conversation Number Three and, 129
enrollment and, 36, 107–112, 117
fulfillment of coaching program and, 133
intended, 176
long-term, 158
metaphors for, 143
mutual declaration of, 98, 100
offers and, 90
operating principles of coaching and, 9–11
products of coaching and, 3–4, 7–8
self-correction and, 158
self-generation and, 158
self-management and, 71
speaking and, 85
structure and, 32
overstimulation, 163
P
Passion of the Western Mind (Tarnas), 11
Path of Least Resistance, The (Fritz), 147
patience, 173
physical props, 163
Pollack, Jackson, 96
Popper, Karl, 16
possibility
posture, 21
powerlessness, 25
practice, 178
practice exercise, 146–147, 153
premise of coaching, 7
principles of observation, 77
private narratives, 54
products of coaching, 3–5, 7–8
promises
as commitment, 90
individuals and, 90
summary of, 91
R
Reich, William, 21
communication and, 33
in domains of competence model, 71–72
emotion and, 72
freedom of expression in, 44–49
readiness for change and, 161
toxic, 166
renewal, 161
requests
commitment and, 86
summary of, 91
time and, 88
resentment, 69
respect
Rolf, Ida, 21
routines, 161
S
scaling expectations, 153
Scarlet Letter, The, 70
schedules, 164
Schön, Donald, 147
Sciacca, M. F., 39
Searle, John, 83
second-guessing, 163
self-assessment
client’s, 160
expectation and, 61
self-characterization, 54
coaching outcomes and, 158
self-development, 169
for coaches, 170
self-image, 105
self-observation
exercise for Conversation One, 122, 145–146
exercises for, 28, 37, 123, 135, 155
7 Habits of Highly Effective People, The (Covey), 179
shadow, 154
Shambhala (Trungpa), 147
shared background of obviousness, 88
Sieler, Alan, 83
simplification, 161
sincerity, 89
as coaching hindrance, 53
narratives in, 54
structure of, 55
something missing, 89
time
space for coaching, 163
speaking
outcomes and, 85
requests and, 86
skills in, 171
speech act theory, 83
communicative action principles, 84–85
moves in conversation, 85
level of, 160
sources of, 161
structure, 178
command-and-control, 2
communication, 37
flow of coaching and, 31–32, 37
outcomes and, 32
of social identity, 55
structure of interpretation, 8
behavior following, 25
coaching and, 26
revealing thought process and, 118
stuck
exercises for, 153
strategies for fixing, 154–155
subjectivity of observation, 26
T
Tarnas, Richard, 11
Taylor, Charles, 83
for coaching, 163
as context, 88
requests and, 88
timeline, 178
token, 90
toxic relationships, 166
traction, 157
transformation, human body as locus of, 21
Tree of Knowledge, The (Maturana and Varela), 11
truing questions, 170
Trungpa, Chögyam, 147
trust
freedom of expression and, 47
truth
declarations and, 99
Twain, Mark, 67
“two tracks” principle, 10
type one (single conversation)
type two (several conversations)
coaching in, 121
type three (profound, long conversation)
overview, 117
U
“uncoachable” clients, 10, 157
Understanding Computers and Cognition (Flores and Winograd), 11
undiscussable, uncovering, 45
unrealistic expectations, 153
utilitarianism, 63
V
Varela, Francisco, 11
voice echoing, 176
W
walking, 163
Wall Street (film), 67
Whitman, Walt, 25
will, 80
components of satisfaction/effectiveness model and, 75
habits of, 53
intellect v., 111
utilitarianism and, 63
Winograd, Terry, 11
worst-case scenario thinking, 163