Quality of connection in coaching and supervision: the role of Gestalt

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The Gillie Partnership Ltd

An analysis of the concept of connection

Business Technologie

Quality of Connection in Coaching and Supervision – the Role of Gestalt Marion Gillie

Levels of connection ,[object Object],[object Object],[object Object]

Coaching and supervision need a frame of reference on: ,[object Object],[object Object],[object Object]

We are hard wired to see wholes

We are hard wired to see wholes Cna yuo raed tihs? The phaonmneal pweor of the hman mnid, aoccdrnig to rscheearch at Cmabrigde Uinervtisy, it dseno't mtaetr in waht oerdr the ltteres in a wrod are, the olny iproamtnt tihng is taht the frsit and lsat ltteer be in the rghit pclae. tihs is bcuseae the huamn mnid deos not raed ervey lteter by istlef, but the wrod as a wlohe.

And to organise perception as figure and ground

The Here and Now ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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Human change and growth ,[object Object],[object Object],[object Object],[object Object]

Gestalt’s methodology for intervening ,[object Object],[object Object],[object Object]

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Human Agency in Social Cognitive Theory Albert B a n d u r a Stanford University A B S T R A C T : The present article examines the nature and function o f human agency within the conceptual model o f triadic reciprocal causation. In analyzing the operation o f human agency in this interactional causal structure, social cognitive theory accords a central role to cognitive, vicarious, self-reflective, and self-regulatory processes. The issues addressed concern the psychological mechanisms through which personal agency is exercised, the hierar- chical structure o f self-regulatory systems, eschewal o f the dichotomous construal o f self as agent and self as object, and the properties o f a nondualistic but nonreductional conception o f human agency. The relation o f agent cau- sality to the fundamental issues o f freedom and deter- minism is also analyzed. T h e recent years have witnessed a resurgence o f interest in the self-referent p h e n o m e n a . O n e can p o i n t to several reasons why self processes have c o m e to pervade m a n y d o m a i n s o f psychology. Self-generated activities lie at the very heart o f causal processes. T h e y n o t only c o n t r i b u t e to the m e a n i n g a n d valence o f most external influences, b u t they also f u n c t i o n as i m p o r t a n t p r o x i m a l determi- nants o f motivation and action. T h e capacity to exercise control over one's own t h o u g h t processes, motivation, and action is a distinctively h u m a n characteristic. Because j u d g m e n t s and actions are partly self-determined, people can effect change in themselves and their situations t h r o u g h their own efforts. In this article, I will e x a m i n e the m e c h a n i s m s o f h u m a n agency t h r o u g h which such changes are realized. The Nature and Locus of Human Agency T h e m a n n e r in which h u m a n agency operates has been conceptualized in at least t h r e e different w a y s - - a s either autonomous agency, mechanical agency, or emergent in- teractive agency. T h e notion that h u m a n s serve as entirely i n d e p e n d e n t agents o f their own actions has few, i f any, serious advocates. However, e n v i r o n m e n t a l determinists sometimes invoke the view o f a u t o n o m o u s agency in ar- g u m e n t s designed to repudiate a n y role o f self-influence in causal processes. A second a p p r o a c h to the self system is to t reat it in t e r m s o f mechanical agency. It is an internal instru- mentality t h r o u g h which external influences operate mechanistically o n action, b u t it does not itself have a n y motivative, self-reflective, self-reactive, creative, or self- directive properties. In this view, internal events are mainly p r o d u c t s o f external ones devoid o f a n y causal efficacy. Because the agency resides in e n v i r o n m e n t a ...

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Working with Individuals ©2018 Laureate Education, Inc 1 Working with Individuals Program Transcript NARRATOR: To elicit the best in others and maximize their own potential, health care leaders must recognize the values and motivations that drive human behavior, and understand how those may vary from person to person across an organization. CECILIA K. WOODEN: So when we come to an organization, when we're working with other people, we need to be aware that our behavior is exemplary of our values. NARRATOR: In this program, Dr. Cecelia Wooden discusses the alignment between one's personal values and the values of an organization. Dr. Louis Rubino and Dr. Brenda Freshman explain the importance of promoting emotional intelligence in health care organizations. BRENDA FRESHMAN: When you're aware of your emotional intelligence skill sets, you can begin to make choices to enhance relationships rather than destroy them. CECILIA K. WOODEN: Values are very important in a couple ways. Number one, they not only guide your behavior, but as a leader or in the workplace, they are also going to contribute or detract from your success or the success of the people that you work with. So continually being aware of what your values are is an important part about being a good leader. And I would submit that an individual who is happy at work, who feels fulfilled at work, is an individual whose personal values match the values of the organization. Let's imagine that you're confident and comfortable in knowing what your own values are, and yet you find in your workplace that there's a disconnect, or there's a gap between the values that you hold near and dear and the values that either organization holds near and dear or manifests. And an example of this might be, I went into nursing because of a deep need to care for people. The more time I can just spend talking with a patient, standing by the bedside, the more familiar the patient is with me. And the more we develop an understanding of each other, the more confident she's going to be in the care she or he is getting, and the outcomes are going to be much better. However, in our organization because we are so short staffed, and the organization does not want to close beds down, does not want to close a unit down, I'm having to work double shifts. I can't spend enough bedside time with my patients because of the technology requirements that I'm struggling with trying to learn. I'm only spending 28% of my nursing day in contact with a patient. That will cause a great disconcert with me and a great disconnect. Working with Individuals ©2018 Laureate Education, Inc 2 So the question is, what do I do about it? What can I do about it? Well, at the most elemental level, a good clinician will go to her supervisor immediately and say, I know we're required to do double shifts because of short staffing. Or I know we're having to engage in X, Y, and Z behav ...

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