Gestalt Coaching: Distinctive Features
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Milton
Taylor & Francis Group
2020
|
| Schriftenreihe: | Coaching Distinctive Features Ser
|
| Schlagworte: | |
| Online-Zugang: | HWR01 |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (165 Seiten) |
| ISBN: | 9781000330915 |
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| 505 | 8 | |a Cover -- Endorsement -- Half Title -- Series Information -- Title Page -- Copyright Page -- Table of contents -- List of Figures and Tables -- Introduction -- Focus of the book -- What would you expect a Gestalt coach to notice and get curious about? -- What thinking - ideas and concepts - does the Gestalt coach draw on? -- How will the Gestalt approach and methodology reveal itself? -- What will be the qualities of the coaching relationship? -- Creating the container: what conditions will the Gestalt coach be seeking to cultivate? -- What skills and practices are they likely to be teaching and passing on to clients? -- Scope and structure of the book -- Intended readership -- What the Gestalt approach can give the coach -- Part I Theory: Gestalt principles and key concepts -- 1 The emergence of a Gestalt coaching approach -- Gestalt's main applications -- Gestalt in the organisational context -- Organisational development -- Management and leadership development -- Process consulting, individual coaching, and team coaching -- Gestalt in social and political contexts -- 2 The hallmarks of the Gestalt approach: Part 1 -- The relational stance and the dialogic method -- Focusing on 'what is' -- Awareness -- Contact -- The Cycle of Experience -- Working with emerging process -- Practitioner presence and the intentional use of self -- 3 The hallmarks of the Gestalt approach: Part 2 -- Creative experimentation and improvisation -- The Field perspective -- The paradoxical theory of change -- A process orientation -- Polarity thinking -- 4 Healthy self-regulation and creative adjustment -- Core proposition -- More complex needs -- Self-regulation patterns -- The issue of support -- Triumphs -- 5 The figure-ground process -- Needs organise our field of perception -- Examples of common figures brought to coaching conversations | |
| 505 | 8 | |a Resolving today's issues versus transformational change -- 6 Staying with the 'what is': The phenomenological approach in action -- The phenomenological approach -- Stay with 'what is' -- Stay with the here and now -- Helping individuals and groups become here-and-now focused -- 7 The Field perspective: The person in context -- The Field perspective -- Felt sense as the royal road -- 8 Context: Balancing the strategic and intimate -- Appreciation of organisational context -- Where the balance is in favour of the intimate -- 9 The nature and power of unfinished situations -- Unfinished situations as sources of tension -- Tension as a source of energy and motivation -- Coaching conversations often reveal unfinished business -- The coach's unfinished business -- Some things just don't stay quiet forever ... -- 10 Awareness -- Self-awareness -- Social awareness -- The coach's self-awareness -- Does this all suggest we need to constantly live at a heightened level of awareness? -- 11 Contact, and interruptions to contact -- What we can be in contact with -- Contact-withdrawal patterns -- Interruptions to contact -- 12 Ways we interrupt contact, and consequences: Part 1 -- Desensitisation -- Introjection -- Projection -- 13 Ways we interrupt contact, and consequences: Part 2 -- Retroflection -- Deflection -- Confluence -- 14 The Gestalt Cycle as an orienting framework for coaching practice -- The sensation stage of the Cycle -- Blockages and resistances -- Common blockages at the sensation stage of the Cycle -- The awareness stage of the Cycle -- Common blockages at the awareness stage of the Cycle -- The energy mobilisation stage of the Cycle -- Common blockages at the energy mobilisation stage -- The action stage of the Cycle -- Common blockages at the action stage -- The contact stage of the Cycle -- Common blockages at the contact stage | |
| 505 | 8 | |a The assimilation and meaning-making stage of the Cycle -- Common blockages at the assimilation and meaning-making stage of the Cycle -- Part II Practice -- 15 Creating the conditions for deeper personal development and connection -- Create the container -- The holding space -- Hold the space -- Build trust and create psychological safety -- 16 The relational stance and dialogic attitude -- The characteristics of the Gestalt coaching relationship -- Inclusion -- Confirmation -- Authenticity -- Be fully present in the moment -- The dialogic attitude -- 17 Core principles in practice -- Begin with what people are doing well -- See everyone and don't pick favourites -- Look out for patterns - in individuals and relationships -- 18 Practitioner presence: The intentional use of self -- What is meant by presence? -- The use of self: bringing greater intentionality to your presence -- The challenges of intentionally using self -- Developing the use of self -- 19 Creative experimentation and improvisation -- The 'chairwork' method -- Case example -- Working with polarities and different parts of ourselves -- Practice considerations -- Figure and ground -- 20 Individually focused Gestalt experiments -- Other experiments arising out of coaching conversations -- Readiness to deal with unfinished business -- 21 Experiments in group and team contexts -- Contact in the group or workshop context -- Experimenting with dialogue groups in team coaching -- Dialogue group guidelines -- 22 The unit of work as a team learning experiment -- The unit of work concept -- Case vignette -- A small experiment -- The bigger experiment -- 23 Structured awareness-raising processes in Gestalt coaching -- Verbal 360-feedback -- Lifeline sharing - making the connections and seeing the patterns -- 24 Support, challenge, and dealing with complexity -- Support -- Challenge | |
| 505 | 8 | |a The challenge of increasing complexity -- Vertical leadership development -- 25 Gestalt-based vertical leadership development programmes -- Horizontal learning and vertical development -- Gestalt vertical leadership development programmes -- The value of Gestalt vertical leadership programmes at the individual level -- The impact on leadership culture of Gestalt vertical leadership programmes -- 26 Resourcing the client: Relational know-how for dialogue and effective collaboration -- Developing interpersonal capacity -- Quality of attention -- Listen to understand, not to advise or fix -- Ask different kinds of questions -- Share your own thinking and commit to understanding others' perspectives -- Notice the quality of the contact you're in with yourself and others -- 27 Practice guidelines for the Gestalt coach: Part 1 -- Attend to the story and content whilst remaining attuned to process -- Track issues and bring unfinished material back to the client's attention -- Attune to your clients' characteristic ways of responding and their contact patterns -- Hone your observational skills and share what you notice in a clear, impactful, and... -- 28 Practice guidelines for the Gestalt coach: Part 2 -- Cultivate 'context sensitivity' both in the immediate and wider field -- Stay with direct experience and intense emotional situations without seeking to shut down the client -- Tune in with empathy and compassion -- Help people learn how to complete units of work, assimilate learning, and make meaning -- 29 Watch-outs for Gestalt coaches -- Work creatively with 'resistance' without resorting to personal defensiveness or unaware advocacy -- Learn to recognise when you're triggered - and what to do about it -- Resist over-structuring, and hold models, concepts, and interpretations lightly when work is in progress | |
| 505 | 8 | |a Know your intention, and have a good sense of timing in your interventions -- 30 The training and development of Gestalt coaches -- Gestalt-specific training -- Gestalt development programmes in consulting and coaching -- Recurring theme -- The importance of personal development -- Working with a Gestalt coach -- Working with a Gestalt supervisor -- Experiential workshops, ongoing personal growth groups, and communities of practice -- Personal study/reading -- References -- Index | |
| 650 | 4 | |a Executive coaching.. | |
| 650 | 4 | |a Gestalt psychology | |
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Datensatz im Suchindex
| _version_ | 1804183186271371264 |
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| adam_txt | |
| any_adam_object | |
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| author | Bluckert, Peter |
| author_facet | Bluckert, Peter |
| author_role | aut |
| author_sort | Bluckert, Peter |
| author_variant | p b pb |
| building | Verbundindex |
| bvnumber | BV047698156 |
| collection | ZDB-30-PQE |
| contents | Cover -- Endorsement -- Half Title -- Series Information -- Title Page -- Copyright Page -- Table of contents -- List of Figures and Tables -- Introduction -- Focus of the book -- What would you expect a Gestalt coach to notice and get curious about? -- What thinking - ideas and concepts - does the Gestalt coach draw on? -- How will the Gestalt approach and methodology reveal itself? -- What will be the qualities of the coaching relationship? -- Creating the container: what conditions will the Gestalt coach be seeking to cultivate? -- What skills and practices are they likely to be teaching and passing on to clients? -- Scope and structure of the book -- Intended readership -- What the Gestalt approach can give the coach -- Part I Theory: Gestalt principles and key concepts -- 1 The emergence of a Gestalt coaching approach -- Gestalt's main applications -- Gestalt in the organisational context -- Organisational development -- Management and leadership development -- Process consulting, individual coaching, and team coaching -- Gestalt in social and political contexts -- 2 The hallmarks of the Gestalt approach: Part 1 -- The relational stance and the dialogic method -- Focusing on 'what is' -- Awareness -- Contact -- The Cycle of Experience -- Working with emerging process -- Practitioner presence and the intentional use of self -- 3 The hallmarks of the Gestalt approach: Part 2 -- Creative experimentation and improvisation -- The Field perspective -- The paradoxical theory of change -- A process orientation -- Polarity thinking -- 4 Healthy self-regulation and creative adjustment -- Core proposition -- More complex needs -- Self-regulation patterns -- The issue of support -- Triumphs -- 5 The figure-ground process -- Needs organise our field of perception -- Examples of common figures brought to coaching conversations Resolving today's issues versus transformational change -- 6 Staying with the 'what is': The phenomenological approach in action -- The phenomenological approach -- Stay with 'what is' -- Stay with the here and now -- Helping individuals and groups become here-and-now focused -- 7 The Field perspective: The person in context -- The Field perspective -- Felt sense as the royal road -- 8 Context: Balancing the strategic and intimate -- Appreciation of organisational context -- Where the balance is in favour of the intimate -- 9 The nature and power of unfinished situations -- Unfinished situations as sources of tension -- Tension as a source of energy and motivation -- Coaching conversations often reveal unfinished business -- The coach's unfinished business -- Some things just don't stay quiet forever ... -- 10 Awareness -- Self-awareness -- Social awareness -- The coach's self-awareness -- Does this all suggest we need to constantly live at a heightened level of awareness? -- 11 Contact, and interruptions to contact -- What we can be in contact with -- Contact-withdrawal patterns -- Interruptions to contact -- 12 Ways we interrupt contact, and consequences: Part 1 -- Desensitisation -- Introjection -- Projection -- 13 Ways we interrupt contact, and consequences: Part 2 -- Retroflection -- Deflection -- Confluence -- 14 The Gestalt Cycle as an orienting framework for coaching practice -- The sensation stage of the Cycle -- Blockages and resistances -- Common blockages at the sensation stage of the Cycle -- The awareness stage of the Cycle -- Common blockages at the awareness stage of the Cycle -- The energy mobilisation stage of the Cycle -- Common blockages at the energy mobilisation stage -- The action stage of the Cycle -- Common blockages at the action stage -- The contact stage of the Cycle -- Common blockages at the contact stage The assimilation and meaning-making stage of the Cycle -- Common blockages at the assimilation and meaning-making stage of the Cycle -- Part II Practice -- 15 Creating the conditions for deeper personal development and connection -- Create the container -- The holding space -- Hold the space -- Build trust and create psychological safety -- 16 The relational stance and dialogic attitude -- The characteristics of the Gestalt coaching relationship -- Inclusion -- Confirmation -- Authenticity -- Be fully present in the moment -- The dialogic attitude -- 17 Core principles in practice -- Begin with what people are doing well -- See everyone and don't pick favourites -- Look out for patterns - in individuals and relationships -- 18 Practitioner presence: The intentional use of self -- What is meant by presence? -- The use of self: bringing greater intentionality to your presence -- The challenges of intentionally using self -- Developing the use of self -- 19 Creative experimentation and improvisation -- The 'chairwork' method -- Case example -- Working with polarities and different parts of ourselves -- Practice considerations -- Figure and ground -- 20 Individually focused Gestalt experiments -- Other experiments arising out of coaching conversations -- Readiness to deal with unfinished business -- 21 Experiments in group and team contexts -- Contact in the group or workshop context -- Experimenting with dialogue groups in team coaching -- Dialogue group guidelines -- 22 The unit of work as a team learning experiment -- The unit of work concept -- Case vignette -- A small experiment -- The bigger experiment -- 23 Structured awareness-raising processes in Gestalt coaching -- Verbal 360-feedback -- Lifeline sharing - making the connections and seeing the patterns -- 24 Support, challenge, and dealing with complexity -- Support -- Challenge The challenge of increasing complexity -- Vertical leadership development -- 25 Gestalt-based vertical leadership development programmes -- Horizontal learning and vertical development -- Gestalt vertical leadership development programmes -- The value of Gestalt vertical leadership programmes at the individual level -- The impact on leadership culture of Gestalt vertical leadership programmes -- 26 Resourcing the client: Relational know-how for dialogue and effective collaboration -- Developing interpersonal capacity -- Quality of attention -- Listen to understand, not to advise or fix -- Ask different kinds of questions -- Share your own thinking and commit to understanding others' perspectives -- Notice the quality of the contact you're in with yourself and others -- 27 Practice guidelines for the Gestalt coach: Part 1 -- Attend to the story and content whilst remaining attuned to process -- Track issues and bring unfinished material back to the client's attention -- Attune to your clients' characteristic ways of responding and their contact patterns -- Hone your observational skills and share what you notice in a clear, impactful, and... -- 28 Practice guidelines for the Gestalt coach: Part 2 -- Cultivate 'context sensitivity' both in the immediate and wider field -- Stay with direct experience and intense emotional situations without seeking to shut down the client -- Tune in with empathy and compassion -- Help people learn how to complete units of work, assimilate learning, and make meaning -- 29 Watch-outs for Gestalt coaches -- Work creatively with 'resistance' without resorting to personal defensiveness or unaware advocacy -- Learn to recognise when you're triggered - and what to do about it -- Resist over-structuring, and hold models, concepts, and interpretations lightly when work is in progress Know your intention, and have a good sense of timing in your interventions -- 30 The training and development of Gestalt coaches -- Gestalt-specific training -- Gestalt development programmes in consulting and coaching -- Recurring theme -- The importance of personal development -- Working with a Gestalt coach -- Working with a Gestalt supervisor -- Experiential workshops, ongoing personal growth groups, and communities of practice -- Personal study/reading -- References -- Index |
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| dewey-full | 658.407124 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.407124 |
| dewey-search | 658.407124 |
| dewey-sort | 3658.407124 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| format | Electronic eBook |
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| id | DE-604.BV047698156 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T18:58:07Z |
| indexdate | 2024-07-10T09:19:26Z |
| institution | BVB |
| isbn | 9781000330915 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-033082121 |
| oclc_num | 1226583512 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (165 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2020 |
| publishDateSearch | 2020 |
| publishDateSort | 2020 |
| publisher | Taylor & Francis Group |
| record_format | marc |
| series2 | Coaching Distinctive Features Ser |
| spelling | Bluckert, Peter Verfasser aut Gestalt Coaching Distinctive Features Milton Taylor & Francis Group 2020 ©2021 1 Online-Ressource (165 Seiten) txt rdacontent c rdamedia cr rdacarrier Coaching Distinctive Features Ser Description based on publisher supplied metadata and other sources Cover -- Endorsement -- Half Title -- Series Information -- Title Page -- Copyright Page -- Table of contents -- List of Figures and Tables -- Introduction -- Focus of the book -- What would you expect a Gestalt coach to notice and get curious about? -- What thinking - ideas and concepts - does the Gestalt coach draw on? -- How will the Gestalt approach and methodology reveal itself? -- What will be the qualities of the coaching relationship? -- Creating the container: what conditions will the Gestalt coach be seeking to cultivate? -- What skills and practices are they likely to be teaching and passing on to clients? -- Scope and structure of the book -- Intended readership -- What the Gestalt approach can give the coach -- Part I Theory: Gestalt principles and key concepts -- 1 The emergence of a Gestalt coaching approach -- Gestalt's main applications -- Gestalt in the organisational context -- Organisational development -- Management and leadership development -- Process consulting, individual coaching, and team coaching -- Gestalt in social and political contexts -- 2 The hallmarks of the Gestalt approach: Part 1 -- The relational stance and the dialogic method -- Focusing on 'what is' -- Awareness -- Contact -- The Cycle of Experience -- Working with emerging process -- Practitioner presence and the intentional use of self -- 3 The hallmarks of the Gestalt approach: Part 2 -- Creative experimentation and improvisation -- The Field perspective -- The paradoxical theory of change -- A process orientation -- Polarity thinking -- 4 Healthy self-regulation and creative adjustment -- Core proposition -- More complex needs -- Self-regulation patterns -- The issue of support -- Triumphs -- 5 The figure-ground process -- Needs organise our field of perception -- Examples of common figures brought to coaching conversations Resolving today's issues versus transformational change -- 6 Staying with the 'what is': The phenomenological approach in action -- The phenomenological approach -- Stay with 'what is' -- Stay with the here and now -- Helping individuals and groups become here-and-now focused -- 7 The Field perspective: The person in context -- The Field perspective -- Felt sense as the royal road -- 8 Context: Balancing the strategic and intimate -- Appreciation of organisational context -- Where the balance is in favour of the intimate -- 9 The nature and power of unfinished situations -- Unfinished situations as sources of tension -- Tension as a source of energy and motivation -- Coaching conversations often reveal unfinished business -- The coach's unfinished business -- Some things just don't stay quiet forever ... -- 10 Awareness -- Self-awareness -- Social awareness -- The coach's self-awareness -- Does this all suggest we need to constantly live at a heightened level of awareness? -- 11 Contact, and interruptions to contact -- What we can be in contact with -- Contact-withdrawal patterns -- Interruptions to contact -- 12 Ways we interrupt contact, and consequences: Part 1 -- Desensitisation -- Introjection -- Projection -- 13 Ways we interrupt contact, and consequences: Part 2 -- Retroflection -- Deflection -- Confluence -- 14 The Gestalt Cycle as an orienting framework for coaching practice -- The sensation stage of the Cycle -- Blockages and resistances -- Common blockages at the sensation stage of the Cycle -- The awareness stage of the Cycle -- Common blockages at the awareness stage of the Cycle -- The energy mobilisation stage of the Cycle -- Common blockages at the energy mobilisation stage -- The action stage of the Cycle -- Common blockages at the action stage -- The contact stage of the Cycle -- Common blockages at the contact stage The assimilation and meaning-making stage of the Cycle -- Common blockages at the assimilation and meaning-making stage of the Cycle -- Part II Practice -- 15 Creating the conditions for deeper personal development and connection -- Create the container -- The holding space -- Hold the space -- Build trust and create psychological safety -- 16 The relational stance and dialogic attitude -- The characteristics of the Gestalt coaching relationship -- Inclusion -- Confirmation -- Authenticity -- Be fully present in the moment -- The dialogic attitude -- 17 Core principles in practice -- Begin with what people are doing well -- See everyone and don't pick favourites -- Look out for patterns - in individuals and relationships -- 18 Practitioner presence: The intentional use of self -- What is meant by presence? -- The use of self: bringing greater intentionality to your presence -- The challenges of intentionally using self -- Developing the use of self -- 19 Creative experimentation and improvisation -- The 'chairwork' method -- Case example -- Working with polarities and different parts of ourselves -- Practice considerations -- Figure and ground -- 20 Individually focused Gestalt experiments -- Other experiments arising out of coaching conversations -- Readiness to deal with unfinished business -- 21 Experiments in group and team contexts -- Contact in the group or workshop context -- Experimenting with dialogue groups in team coaching -- Dialogue group guidelines -- 22 The unit of work as a team learning experiment -- The unit of work concept -- Case vignette -- A small experiment -- The bigger experiment -- 23 Structured awareness-raising processes in Gestalt coaching -- Verbal 360-feedback -- Lifeline sharing - making the connections and seeing the patterns -- 24 Support, challenge, and dealing with complexity -- Support -- Challenge The challenge of increasing complexity -- Vertical leadership development -- 25 Gestalt-based vertical leadership development programmes -- Horizontal learning and vertical development -- Gestalt vertical leadership development programmes -- The value of Gestalt vertical leadership programmes at the individual level -- The impact on leadership culture of Gestalt vertical leadership programmes -- 26 Resourcing the client: Relational know-how for dialogue and effective collaboration -- Developing interpersonal capacity -- Quality of attention -- Listen to understand, not to advise or fix -- Ask different kinds of questions -- Share your own thinking and commit to understanding others' perspectives -- Notice the quality of the contact you're in with yourself and others -- 27 Practice guidelines for the Gestalt coach: Part 1 -- Attend to the story and content whilst remaining attuned to process -- Track issues and bring unfinished material back to the client's attention -- Attune to your clients' characteristic ways of responding and their contact patterns -- Hone your observational skills and share what you notice in a clear, impactful, and... -- 28 Practice guidelines for the Gestalt coach: Part 2 -- Cultivate 'context sensitivity' both in the immediate and wider field -- Stay with direct experience and intense emotional situations without seeking to shut down the client -- Tune in with empathy and compassion -- Help people learn how to complete units of work, assimilate learning, and make meaning -- 29 Watch-outs for Gestalt coaches -- Work creatively with 'resistance' without resorting to personal defensiveness or unaware advocacy -- Learn to recognise when you're triggered - and what to do about it -- Resist over-structuring, and hold models, concepts, and interpretations lightly when work is in progress Know your intention, and have a good sense of timing in your interventions -- 30 The training and development of Gestalt coaches -- Gestalt-specific training -- Gestalt development programmes in consulting and coaching -- Recurring theme -- The importance of personal development -- Working with a Gestalt coach -- Working with a Gestalt supervisor -- Experiential workshops, ongoing personal growth groups, and communities of practice -- Personal study/reading -- References -- Index Executive coaching.. Gestalt psychology Erscheint auch als Druck-Ausgabe Bluckert, Peter Gestalt Coaching Milton : Taylor & Francis Group,c2020 9780367429812 |
| spellingShingle | Bluckert, Peter Gestalt Coaching Distinctive Features Cover -- Endorsement -- Half Title -- Series Information -- Title Page -- Copyright Page -- Table of contents -- List of Figures and Tables -- Introduction -- Focus of the book -- What would you expect a Gestalt coach to notice and get curious about? -- What thinking - ideas and concepts - does the Gestalt coach draw on? -- How will the Gestalt approach and methodology reveal itself? -- What will be the qualities of the coaching relationship? -- Creating the container: what conditions will the Gestalt coach be seeking to cultivate? -- What skills and practices are they likely to be teaching and passing on to clients? -- Scope and structure of the book -- Intended readership -- What the Gestalt approach can give the coach -- Part I Theory: Gestalt principles and key concepts -- 1 The emergence of a Gestalt coaching approach -- Gestalt's main applications -- Gestalt in the organisational context -- Organisational development -- Management and leadership development -- Process consulting, individual coaching, and team coaching -- Gestalt in social and political contexts -- 2 The hallmarks of the Gestalt approach: Part 1 -- The relational stance and the dialogic method -- Focusing on 'what is' -- Awareness -- Contact -- The Cycle of Experience -- Working with emerging process -- Practitioner presence and the intentional use of self -- 3 The hallmarks of the Gestalt approach: Part 2 -- Creative experimentation and improvisation -- The Field perspective -- The paradoxical theory of change -- A process orientation -- Polarity thinking -- 4 Healthy self-regulation and creative adjustment -- Core proposition -- More complex needs -- Self-regulation patterns -- The issue of support -- Triumphs -- 5 The figure-ground process -- Needs organise our field of perception -- Examples of common figures brought to coaching conversations Resolving today's issues versus transformational change -- 6 Staying with the 'what is': The phenomenological approach in action -- The phenomenological approach -- Stay with 'what is' -- Stay with the here and now -- Helping individuals and groups become here-and-now focused -- 7 The Field perspective: The person in context -- The Field perspective -- Felt sense as the royal road -- 8 Context: Balancing the strategic and intimate -- Appreciation of organisational context -- Where the balance is in favour of the intimate -- 9 The nature and power of unfinished situations -- Unfinished situations as sources of tension -- Tension as a source of energy and motivation -- Coaching conversations often reveal unfinished business -- The coach's unfinished business -- Some things just don't stay quiet forever ... -- 10 Awareness -- Self-awareness -- Social awareness -- The coach's self-awareness -- Does this all suggest we need to constantly live at a heightened level of awareness? -- 11 Contact, and interruptions to contact -- What we can be in contact with -- Contact-withdrawal patterns -- Interruptions to contact -- 12 Ways we interrupt contact, and consequences: Part 1 -- Desensitisation -- Introjection -- Projection -- 13 Ways we interrupt contact, and consequences: Part 2 -- Retroflection -- Deflection -- Confluence -- 14 The Gestalt Cycle as an orienting framework for coaching practice -- The sensation stage of the Cycle -- Blockages and resistances -- Common blockages at the sensation stage of the Cycle -- The awareness stage of the Cycle -- Common blockages at the awareness stage of the Cycle -- The energy mobilisation stage of the Cycle -- Common blockages at the energy mobilisation stage -- The action stage of the Cycle -- Common blockages at the action stage -- The contact stage of the Cycle -- Common blockages at the contact stage The assimilation and meaning-making stage of the Cycle -- Common blockages at the assimilation and meaning-making stage of the Cycle -- Part II Practice -- 15 Creating the conditions for deeper personal development and connection -- Create the container -- The holding space -- Hold the space -- Build trust and create psychological safety -- 16 The relational stance and dialogic attitude -- The characteristics of the Gestalt coaching relationship -- Inclusion -- Confirmation -- Authenticity -- Be fully present in the moment -- The dialogic attitude -- 17 Core principles in practice -- Begin with what people are doing well -- See everyone and don't pick favourites -- Look out for patterns - in individuals and relationships -- 18 Practitioner presence: The intentional use of self -- What is meant by presence? -- The use of self: bringing greater intentionality to your presence -- The challenges of intentionally using self -- Developing the use of self -- 19 Creative experimentation and improvisation -- The 'chairwork' method -- Case example -- Working with polarities and different parts of ourselves -- Practice considerations -- Figure and ground -- 20 Individually focused Gestalt experiments -- Other experiments arising out of coaching conversations -- Readiness to deal with unfinished business -- 21 Experiments in group and team contexts -- Contact in the group or workshop context -- Experimenting with dialogue groups in team coaching -- Dialogue group guidelines -- 22 The unit of work as a team learning experiment -- The unit of work concept -- Case vignette -- A small experiment -- The bigger experiment -- 23 Structured awareness-raising processes in Gestalt coaching -- Verbal 360-feedback -- Lifeline sharing - making the connections and seeing the patterns -- 24 Support, challenge, and dealing with complexity -- Support -- Challenge The challenge of increasing complexity -- Vertical leadership development -- 25 Gestalt-based vertical leadership development programmes -- Horizontal learning and vertical development -- Gestalt vertical leadership development programmes -- The value of Gestalt vertical leadership programmes at the individual level -- The impact on leadership culture of Gestalt vertical leadership programmes -- 26 Resourcing the client: Relational know-how for dialogue and effective collaboration -- Developing interpersonal capacity -- Quality of attention -- Listen to understand, not to advise or fix -- Ask different kinds of questions -- Share your own thinking and commit to understanding others' perspectives -- Notice the quality of the contact you're in with yourself and others -- 27 Practice guidelines for the Gestalt coach: Part 1 -- Attend to the story and content whilst remaining attuned to process -- Track issues and bring unfinished material back to the client's attention -- Attune to your clients' characteristic ways of responding and their contact patterns -- Hone your observational skills and share what you notice in a clear, impactful, and... -- 28 Practice guidelines for the Gestalt coach: Part 2 -- Cultivate 'context sensitivity' both in the immediate and wider field -- Stay with direct experience and intense emotional situations without seeking to shut down the client -- Tune in with empathy and compassion -- Help people learn how to complete units of work, assimilate learning, and make meaning -- 29 Watch-outs for Gestalt coaches -- Work creatively with 'resistance' without resorting to personal defensiveness or unaware advocacy -- Learn to recognise when you're triggered - and what to do about it -- Resist over-structuring, and hold models, concepts, and interpretations lightly when work is in progress Know your intention, and have a good sense of timing in your interventions -- 30 The training and development of Gestalt coaches -- Gestalt-specific training -- Gestalt development programmes in consulting and coaching -- Recurring theme -- The importance of personal development -- Working with a Gestalt coach -- Working with a Gestalt supervisor -- Experiential workshops, ongoing personal growth groups, and communities of practice -- Personal study/reading -- References -- Index Executive coaching.. Gestalt psychology |
| title | Gestalt Coaching Distinctive Features |
| title_auth | Gestalt Coaching Distinctive Features |
| title_exact_search | Gestalt Coaching Distinctive Features |
| title_exact_search_txtP | Gestalt Coaching Distinctive Features |
| title_full | Gestalt Coaching Distinctive Features |
| title_fullStr | Gestalt Coaching Distinctive Features |
| title_full_unstemmed | Gestalt Coaching Distinctive Features |
| title_short | Gestalt Coaching |
| title_sort | gestalt coaching distinctive features |
| title_sub | Distinctive Features |
| topic | Executive coaching.. Gestalt psychology |
| topic_facet | Executive coaching.. Gestalt psychology |
| work_keys_str_mv | AT bluckertpeter gestaltcoachingdistinctivefeatures |