The Process of Highly Effective Coaching: An Evidence-Based Framework

Cover
Endorsement Page
Half Title
Title Page
Copyright Page
Dedication
Table of Contents
Acknowledgments
Introduction and Chapter Descriptions
	Chapter Descriptions
		1) Becoming a Master-Level Practitioner
		2) The Foursquare Coaching Framework: A Schema for Coaching
		3) Support-for-Thought: Connecting with and Engaging the Client
		4) Support-for-Thought: Clarifying the Narrative and Setting the Agenda
		5) Challenge-for-Thought: Constructing a Well-Formed Outcome
		6) Challenge-for-Thought: Eliciting Self-Talk and Beliefs
		7) Challenge-for-Thought: Changing Contaminated Self-talk and Counterproductive Beliefs
		8) Support-for-Action: Strengthening Motivation for Change
		9) Challenge-for-Action: Generating Movement
		10) The Coaching Alliance: Putting the Framework in Context
		11) Neuroscience and the Framework
		12) Leadership, Organizational Change, and the Framework
		13) Coaching: The Big Picture
Chapter 1: Becoming a Master-Level Practitioner
	The Scientist-Practitioner
		Coaching as an Expression of Personality
	The Reflective Practitioner
	The Informed Practitioner
		Evidence-Based Practice: Theory Is for the Coach; Coaching Is for the Client!
	Psychology’s Influence on Coaching
	Evidence-Based Practices Are Not Enough
		A Schema for Coaching
	Chapter Summary
Chapter 2: The Foursquare Coaching Framework: A Schema for Coaching
	Coaching and the Socratic Method
		Support and Challenge
	Thought and Action
	The Foursquare Coaching Framework
	Support-for-Thought
	Challenge-for-Thought
	Support-for-Action
	Challenge-for-Action
	Using the Foursquare Coaching Framework Is a Non-Linear Process
	Chapter Summary
Chapter 3: Support-for-Thought: Connecting with and Engaging the Client
	Empathy
	The Empathy Cycle
	Empathic Attention (EA)
		Curiosity Is Key!
		Active Listening Focuses Attention – The IRS Method
	Second-Channel Communication
	Empathic Resonance (ER)
		The Cognitive Component
		Listen from Your Adult Ego State
		The Affective Component
		Developing Affective Empathy
			Visualize Your Clients’ Experiences
			Monitor Your Visceral Responses
			Use Your Observational Skills
		Empathic Resonance: How Easy Is It For You?
		Warning! Stay Empathically Connected but Professionally Detached
	Expressed Empathy (EE) and Received Empathy (RE)
		Reflecting
		Summarizing
	Chapter Summary
Chapter 4: Support-for-Thought: Clarifying the Narrative and Setting the Agenda
	Inquiry
	A Thousand Words Is Not a Picture
	Recovering Deletions
		Lack of Referential Index
		Unspecified Verbs
		Revisiting Lack of Reference
		Conclusive Statements
	Why Not “Why”
	Making It Simple
	Recovering Deletions Is a Core Competency
	Setting the Agenda
		Bridging
		Moving Forward
		A Subject Statement
		A Set of Information
		A Story
	Springboards
		Imperatives
		Unspecified Verbs
		Statements of Want or Improvement
	Chapter Summary
	Moving from Support to Challenge
Chapter 5: Challenge-for-Thought: Constructing a Well-Formed Outcome
	A Solution-Focused Approach
	Principle #1: You Do Not Have to Understand the Cause of a Problem to Solve It
		Problem Talk
	Principle #2: Focusing on the Future Creates More Useful Energy than Focusing on the Past
	Principle #3: Clients Have Skills, Strengths, and Resources They Have Used Before and Can Use Again
	Principle #4: Small Steps Lead to Big Changes
	Principle #5: Differences Make the Difference
	Following Solution-Focused Principles Has Several Advantages
	Challenge-for-Thought
		Goal Hierarchies
	Developing Discrepancy
	Do Not Mistake Actions for Outcomes
		Developing Discrepancy: A Core Competency
	Constructing Well-Formed Outcomes
	A Positive Statement of What Is Wanted
		Away-From Thinking
		Changing Negatives to Positives
	Demonstrable Indicators of Success
		Defining Success
	Scaling
		Introducing the Scale
	The Miracle Question
		Using the “Third-Party” Perspective
		Translating “Feeling” Goals to External Indicators
	Under the Client’s Direct Control or Influence
	Chapter Summary
Chapter 6: Challenge-for-Thought: Eliciting Self-Talk and Beliefs
	Cognitive Coaching
	The Cognitive Behavioral Approach
		The Cbt Model
		Core Beliefs
		Intermediate Beliefs
		Automatic Thoughts
		Cognitive Therapy Versus Cognitive Coaching
		Transactional Analysis and Cognitive Coaching
		The Parent Ego State
		The Child Ego State
		Parent and Child Contamination
		The Integrating Adult
		Identifying Contaminated Self-Talk
		Eliciting Self-Talk
		Listen for Spontaneous Expressions of Self-Talk
		Negative Feelings Signal Contaminated Self-Talk
		Thought Records: Teaching the Client to Become Self-Aware
		How to Create a Thought Record
	Chapter Summary
Chapter 7: Challenge-for-Thought: Changing Contaminated Self-Talk and Counterproductive Beliefs
	Patterns of Contaminated Self-Talk
	Thirteen Cognitive Distortions
	Techniques for Challenging Contaminated Self-Talk
	Irrational Shoulds
		Inward-Pointed Shoulds
		Challenging Inward-Pointed Shoulds
		Outward-Pointed Shoulds
		Challenging Outward-Pointed Shoulds
	Chapter Summary
Chapter 8: Support-for-Action: Strengthening Motivation for Change
	Importance: Do I Want To?
	Confidence: Can I Do It?
	Readiness: Am I Ready to Take Action?
		The Ambivalence Appraisal Process
		Are the Costs and Possible Consequences Acceptable?
	Motivational Interviewing
	Change Talk
		Types of Change Talk
	Desire for Change (Wants and Wishes)
	Advantages of Change (Goal Attainment Value)
	Disadvantages of the Status Quo (Need to Change)
	Ability to Change (Optimism)
	Personal Commitment (Strong Intention)
	Magnifying and Reinforcing Change Talk
		Elaboration
		Affirmation
		Reflection
		Summary
	Eliciting Change Talk – Direct Inquiry
		Scaling
		Success Experiences
	Support-for-Thought, Challenge-for-Thought, and Support-for-Action
		Commentary
	Chapter Summary
Chapter 9: Challenge-for-Action: Generating Movement
	The Heuristic Process
	Action Experiments
	Three Types of Experiments
		Informational Experiments
		Cognitive Experiments
		Behavioral Experiments
	Go Slow to Go Fast
		Small Steps Can Overcome Inertia
		Small Steps Can Lead to Early Success Experiences
		Small Steps Can Increase Options
	Scaling
		Highlighting What Is Going Right
		Planning the Next Small Step
		Using Scaling to Show Concrete Indications of Progress
	Chapter Summary
Chapter 10: The Coaching Alliance: Putting the Framework in Context
	The Coaching Alliance
		The Working Alliance and Coaching
	Two Foundational Traits
		Self-Control
		Psychological-Mindedness
	The Five Pillars of the Coaching Relationship
		Self-Awareness
			Countertransference and Coaching
		Empathy
		Positive Regard
		Genuineness
		Presence
			Dual Level of Consciousness
			Presence Versus Mindfulness
			Try It!
	Chapter Summary
		Why the Framework Works
Chapter 11: Neuroscience and the Framework
	The Foursquare Coaching Framework: Channeling Attention
		Awareness and Attention
	Neuroplasticity
		Well-Formed Outcomes: Visualizing Success
		What We Say to Ourselves Affects the Brain
	It’s All About the Amygdala
	The Social Brain
	Sociostasis
	The Neurochemistry of Relationships
		Endorphins and Dopamine
	Schemas: They’re Good for the Brain
	Chapter Summary
Chapter 12: Leadership, Organizational Change, and the Framework
	Transformational Leadership: An Overview
	Transformational Leadership and The Framework
		Idealized Influence
		Inspirational Motivation
		Intellectual Stimulation
		Individualized Consideration
	Organizational Change and The Framework
		Change Models
		Lewin’s Change Management Model
			Unfreezing
			Goal Attainment Value
			Resistance
			Change
			Resolving Ambivalence
			Goal Clarity Reduces Ambivalence
			Inertia
			Overcoming Inertia
			The Solution-Focused Approach to Organizational Change
	Chapter Summary
Chapter 13: Coaching: The Big Picture
	Increasing Competence
		Learning a Skill
		Strengthening Attributes and Changing Behavior
		Altering Maladaptive Behaviors (Derailers)
	Making Decisions
	Dealing with Problem Situations
	Finding Meaning and Personal Satisfaction
	The Coach as Change Agent
	The Ask-Tell Continuum
	Coaching as an Engagement versus an Activity
		Teaching
		Providing Feedback
		Mentoring
	So, What Is Coaching?
References
Index