Fourth quadrant of the Johari Window deals with aspects of self and interpersonal relationships that are known neither to self or other. Implicaitons for coaching.
An international coach and consultant, professor in the fields of psychology, management and public administration, author of more than 50 books, and president of a global institution (PSP) that provides training, conducts research, and publishes books at the cutting edge of professional psychology. Dr. Bergquist consults on and writes about personal, group, organizational and societal transitions and transformations. In recent years, Bergquist has focused on the processes of organizational coaching and the field of health psychology. He is coauthor with Agnes Mura of coachbook and consultbook, co-founder of the Library of Professional Coaching and founder of the Library of Professional Psychology.
Fourth quadrant of the Johari Window deals with aspects of self and interpersonal relationships that are known neither to self or other. Implicaitons for coaching.
Serving as an organizational coach, I met over lunch recently with a client who has just moved into a position of leadership in his high tech corporation. Robert is now Vice President of Human Resource Development, having previously served as director of his corporation’s “Leadership Academy.” Robert must now learn about HR policy formation, compensation, employee assistance programs, employee recruitment …
Organizational boundaries as we knew them in the 20th Century are becoming sources of “troubling ambiguity.” Boundaries that once steadfastly defined economies, societies, industries, companies, and employees are being redrawn, reconceived and redesigned.
Training and education have become prominent features in the professional development curricula of many contemporary organizations. In this essay, I briefly identify several of the reasons for this growing interest. I then suggest ways in which training and education are enhanced by several complimentary coaching activities. I identify the nature of and reasons for shifting concepts of training and education, …
The field of professional coaching has matured during the past decade. Now seems to be an appropriate time to offer a status report concerning the past, present and future of this emerging human service endeavor.
Appreciative inquiry has arrived! This term and the underlying concepts and attitudes associated with this term are flourishing in the fields of organizational development and organizational consultation. The term appreciative inquiry has even been abbreviated. Organizational consultants who are in the know now simply call it AI. This seems to be a sign that this organizational change strategy is now …
We have provided an inventory, a series of coaching questions and some concepts that can be of use when a coach is assisting his/her client in reflecting on past transitions, as well as preparing for future transitions.
Is this mechanistic analogy to the pendulum still accurate for Twenty First Century organizations? Many processes of the world are likely to resemble the phenomenon that we call fire.
At 350 mg per day of caffeine, one’s coaching client is likely to experience a diminished capacity to focus on a specific issue for a sustained period of time—the kind of concentration that is needed during a coaching session.
How do we lead, consult and coach with in widely differing settings in which organizational culture varies and organizational structures and processes vary so widely?
Valerie Pelan: Your book is a major accomplishment and well needed in the field of coaching. Th...