Kevin Weitz, Psy.D. and William Bergquist, Ph.D. To recognize superior expertise would require people to have already a surfeit of expertise themselves. David Dunning (2012) There is a growing body of knowledge coming out of psychology and cognitive science that you have no clue why you act the way you do. David McRaney (2012) In our previous essay on “the …

There are the almost universal challenges associated with the volatility (U), uncertainty (U), complexity (C) and ambiguity (A) in our collective lives, as well as the equally as challenging turbulence and contradiction that we all encounter every day. This is the VUCA-Plus of mid-21st Century life—and it generates multiple challenges.

As the fourth initiative in the ongoing research being engaged on behalf of the New Executive Coaching Summit (NECS), the Institute for Research on Professional Coaching has conducted an online survey regarding recent Neuroscience research and the implications of insights gained from this research for executive coaching practices. Following is a brief report being made by Dr. William Bergquist that …

When it comes to understanding why people do what they do, we cannot ignore the biological reasons for behavior. Leaders need to take into consideration physiological responses both in the environments they create and the requests they make to individuals within the organization.

I would suggest three ways in which coaching might be engaged—each way related to one of three forms of bonding