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The World of Interpersonal Dynamics in Professional Coaching

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Interpersonal relationships are increasingly complex in our world of digital communication, volatile societal conditions, and the ongoing need (and desire) to connect with other people. The challenge of enhancing interpersonal relationships is particularly great for those involved in the helping professions—for they must address these concerns among their clients as the very nature of the helping role is itself changing as a result of these same complexities: digital interactions, volatile social settings and continuing (but often confusing) desires on the part of their client to be with other people and, at the same time, to find time alone.

Given this challenge, the editors of The Future of Coaching (in The Library of Professional Coaching) and The Future of Professional Psychology (in the The Library of Professional Psychology) have joined together in the production and publication of this set of documents concerning Interpersonal Relationships.

This thirty third issue of The Future of Coaching contains the following essays:

The Fundamental Elements of Interpersonal Relationships

Bergquist: New Johari Window

An understanding of the fundamental elements of interpersonal relationships is essential to effective professional coaching. Two of these essential elements are disclosure and feedback.  The Johari Window is among the most insightful and useful models of human interaction that focus on disclosure and feedback. A new book has been published that offers the first expanded version of the Johari Window. The New Johari Window provides fresh insights and useful concepts regarding human interaction. This book is available For Free as a digital download.

 

The Desire to Connect

Brennan-Nathan: New Career Anchor–Connection

The eight career anchors identified by Edgar Schein have often been of value when professional coaches work with their clients regarding what is most motivating for them in their work and life.  The author of this essay indicates that she is puzzled. Schein’s eight anchors are not sufficient.  “What is the central purpose of my work and life? What, above anything else, makes my work meaningful? When I reflected on my career and various jobs, I noted that the work and school environments where I thrived were ones where I felt deeply connected to my peers, my colleagues, my group and my clients.”

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