Relational Team Coaching

Cover
Endorsement
Half Title
Title Page
Copyright Page
Table of Contents
About the Contributors
Introduction to Relational Team Coaching
Part A Ways of Framing Relational Team Coaching
	Introduction to Part A
	Chapter 1 Why Relational?
		1.1 Introduction: Two Types of Team Coaching?
		1.2 What We Are Noticing in the Field of Team Coaching
			Shifting Sands
			The VUCA World
		1.3 Key Premises of Relational-Systemic Team Coaching
		1.4 Conclusion: Implications for Practice
	Chapter 2 Gestalt Perspectives On Relational Team Coaching
		2.1 Introduction
		2.2 The Relevance of Gestalt Principles to Teams Today
		2.3 The Six Core Principles of Gestalt
			Principle One. Awareness: the Key to Supporting Growth and Change
			Principle Two. Emergence: the Requirement to Balance Structure and Space
			Principle Three. Making Room for “Whole Person” Experience – Balancing Safety and Exposure.
			Principle Four. Experimenting: a Way of Exploring Experience and Trying On New Ways of Being
			Principle Five. Field Theory: Everything Is Interconnected
			Principle Six. The Cycle of Experience as a “Process” Map
		2.4 Supporting Response-Ability in Teams
		2.5 In Conclusion: the Core Practices of the Gestalt-Informed Team Coach
		Note
	Chapter 3 Systemic Perspectives On Relational Team Coaching
		3.1 Introduction: My Own Journey
		3.2 People Are Not a Problem to Be Fixed: Ideas Around Circularity
		3.3 The Discipline of Systemic Hypothesising: How to Use Your Hunches
		3.4 Intervening With Circular and Reflexive Questions
			Lineal Questions
			Circular Questions
				Types of Circular Questions and Their Purpose and Effect
			Strategic Questions
			Reflexive Questions
				Types of Reflexive Questions and Their Purpose and Effect
		3.5 Conclusion
	Chapter 4 A Systems Psychodynamic Perspective On Relational Team Coaching
		4.1 Introduction
		4.2 Core Concepts: Making Sense of Life in Teams
			4.2.1 Our Internal World
			4.2.2 The Primary Task
			4.2.3 The Influence of Context: a Systems Perspective
			4.2.4 Primitive Anxieties and Defence Mechanisms
			4.2.5 Work Group and Basic Assumption Mentality
			4.2.6 Valency
		4.3 Practising From a Systems Psychodynamic Perspective
			4.3.1 Preparation: Creating a ‘Safe Enough’ Container
			4.3.2 Working With the Team
			4.3.3 Observing the Team’s Process and Dynamics
			4.3.4 Listening for the Underlying Emotional Content and Its Meaning
			4.3.5 Attending to the Coach–team Relationship
			4.3.6 Seeing a Link to How the Team Engages in Its Work
			4.3.7 Intervening
		4.4 Supporting the Work: Learning to Listen to Oneself
			Working With Colleagues
		4.5 Conclusions
		Notes
Part B Ways of Working as a Relational Team Coach
	Introduction to Part B
	Chapter 5 Working With the Past in Team Coaching
		5.1 Introduction: the Script System
		5.2 The Organisational Script
			The Power of Context
		5.3 Role Lock: Focal Conflict in Teams
		5.4 The Primary Task
		5.5 Conclusion
	Chapter 6 In the Present: Working With the Team in the Here and Now
		6.1 Introduction: the Importance of Working With the Present Moment
		6.2 The Implicit and Explicit Dimensions of Relating and Interacting
		6.3 Use of Self: Four Related Ways of Working With the Present Moment
			Embodiment
			Attunement
			Resonance
			Articulation
		6.4 Final Part of Sessions: Making Use of the Closing Present Moments
		6.5 Conclusion
		Note
	Chapter 7 For the Future: Working With the Team’s Objectives
		7.1 Introduction
		7.2 The Presence of the Future in Team Coaching
		7.3 Team Coaching in the Presence of Pressures On Targets
		7.4 Experimenting With the Future: Deep Listening and Scenario Planning
		7.5 Conclusion
Part C Ways of Stepping Up as a Relational Team Coach
	Introduction to Part C
	Chapter 8 Contracting as a Container for Relational Team Coaching
		8.1 Introduction
		8.2 Levels of Contracting in Team Coaching
			Level 1: Our Contract With the Wider World
				Reflecting On Your Own ‘Contract With the World’
			Level 2: Contracting in the Organisation
				The “What”
				The ‘Who and the How’
			Level 3: The Development Contract With the Team
			Level 4: Terms of Engagement With the Team
			Level 5: The Contract for the Session
			Level 6: Present Moment
		8.3 A Special Mention for Contracting With the Co-Coach
		8.4 The Psychological Contract
		8.5 Conclusion: the Process of Contracting
		Note
	Chapter 9 Discovering What Needs Attention: The Inner and Outer World of the Team
		9.1 Introduction: a Relational Orientation
		9.2 How Then Do We Determine What Or Where the Work Is in Team Coaching?
		9.3 Introducing the Talik Model
		9.4 Applying the Talik Model
			Exploring the Model: the 5 ‘Es’ in Detail
			Engage
			Evolve
			Enact
			Encode
			Returning Back Through Evolve
			Express
			Talik Lite
		9.5 Conclusion
	Chapter 10 Working at Relational Depth: Skills in Relational Team Coaching
		10.1 Introduction: Skills in Team Coaching
		10.2 Team Coaching Skills Model
		10.3 On Connecting and Understanding
			Tuning in and Making Sense
				(a) Attentive Observation
				(b) Empathic Listening
				(c) Use of Self
		10.4 On Interventions
			Exploring
				(a) Inquiry
				(b) Summarising and Reflecting Back
			Offering a Perspective
				(a) Sharing an Observation
				(b) Disclosure
				(c) Offering Feedback to the Team Or an Individual
			Hypothesising
				(a) Sharing Working Hypotheses
				(b) Offering Interpretations
			Experiments
				(a) Gestalt Experiments
				(b) Experiential Exercises
			Guidance
				(a) Educational Input
				(b) Sharing Information
				(c) Offering Advice
		10.5 Conclusion
	Chapter 11 Working With Power, Derailment, and Top Teams
		11.1 What Is Different About Top Teams?
		11.2 How Leadership and Derailment Are Ultimately Related
		11.3 Radical Ways to Think About Decision Making in Top Teams
		11.4 What Team Coaches Need to Know in Working With Top Teams
		11.5 Conclusion
	Chapter 12 Working With Equity, Diversity, and Inclusion in Teams
		12.1 Introduction
			The Scope of this Chapter
			Our Use and Choice of Terms
			Why the Topic Matters to Us
			Why EDI Matters to Team Coaching
		12.2 Relational Equity: Honouring the E of EDI
			Implications for Practice: Contracting
			Implications for Practice: Developing Sensitivity
			Role of the Team Coach
		12.3 Valued Diversity: Expanding the D of EDI
			Role of the Team Coach
		12.4 Secure Inclusion: Taking Responsibility for the I of EDI
			Role of the Team Coach
		12.5 Conclusion: Resourcing Ourselves to Work With EDI in Team Coaching
		Notes
	Chapter 13 Ending Well as a Team Coach
		13.1 Introduction: Why Do Endings Matter?
			Reflective Exercise and Questions
		13.2 What Matters at the End?
		13.3 How Might We Approach the End?
			Your Own Relationship to the Coaching and Context
			Reflective Questions
			Reflective Question
		13.4 What Is Your Role as a Team Coach in Relation to the Learning Process?
			Getting Out of the Way
			Reflective Questions
			Your Relationship With the Client
			Not All Relationships End
			Reflective Questions
		13.5 Conclusion: Endings Matter, So ‘Take Delight in It While We Have It’
		Note
	The Future of Team Coaching: An Epilogue By All Contributors
		(Erik)
		(Tammy)
		(Andrew)
		(Simon)
		(Rachael)
		(Alexandra)
		(Charlotte)
		(David)
		(Ann)
		(Judith)
		(Dorothee)
References
Index