Transcultural Coaching Supervision Webinar with Judy Ryde, Bath Consultancy Group, September 2014
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In this webinar Judy Ryde, author of Being White in the helping professions, looks at how coaching professionals can work more effectively within a multicultural environment. If you are an experienced coaching professional within a powerful cultural grouping, working with multicultural executive teams and coaches, this webinar looks at how you can challenge your perspective and explore your own racial and cultural identity. Discovering your own bias and assumptions will enable you to tackle the powers at play within multicultural coaching interventions. See more about our Transcultural Coaching Supervision course at www.bathconsultancygroup.com.
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Transcultural Coaching Supervision Webinar with Judy Ryde, Bath Consultancy Group, September 2014
- 1. Transcultural Coaching Supervision Webinar September 2014 A division of GP Strategies Ltd
- 2. WELCOME! We will be starting shortly. Whilst you are waiting, please type any questions that you have about Transcultural Coaching Supervision and hit ‘Send’ Please type your questions in the Q&A box
- 4. Your Presenters... Dr. Judy Ryde Professor Peter Hawkins
- 5. World Leaders in Coaching and Coaching Supervision Thought Leadership in Coaching Practice
- 6. Providers of Coaching Supervision Courses since 2003 10+ countries internationally Over 300 experienced coaches have participated
- 7. OVERVIEW How do we take culture into account? Thoughts on culture and difference Dialogue Working across difference and power dynamics White awareness model
- 8. Very large such as ‘western’ culture or national cultures Groupings within society, such as class and regional cultures Smaller ‘micro-cultures’ such as communities, organisations and professional departments within an organisation, e.g. marketing Social cultures such as those that relate to other minority groups such as LGBT, disabled people, etc Culture groupings may be... Culture and Difference
- 9. Culture and Difference CULTURE Individuals may belong to several cultures and we have to negotiate our way between them. Provides a holding milieu of accepted ways of being and thinking that are implicit in groups.
- 10. Four Levels of Engagement Habitual Patterns of Behaviour Reactive Personal Feelings Assumptions, Values, Stories I tell myself, Motivational Roots Data
- 11. Starting with ourselves… What cultural groups do I belong to? For each of the cultural groups, what are the assumptions that underlie our understanding of the world? How do I adjust my thinking and acting as I move between the different cultural groups
- 12. In order to take culture into account we need to hold in mind: That habitual ways of thinking may arise out of cultural assumptions and are not just a personal matter That those of us who are ‘white’ are part of the globally dominant culture and as such hold ‘cultural power’ That coaches also exist in a culture which is no more or less valid than the client’s but may lead to us holding different values and assumptions That the dialogue between us will throw up cultural clashes and may be a fruitful way of understanding and negotiating cultural differences That more sensitive work will result if we: • Familiarise ourselves with the kind of differences that may exist • In order that we can recognise them when they arise • Acknowledge power differences
- 13. ‘White’ = Western European diaspora
- 14. Emotional expressivene ss (the degree of emotional expression which is thought desirable) Sue and Sue’s Patterns of communicatio Dimensions of Cultural Difference Individual centredness (whether there is a greater focus on the group or the individual) Insight Self disclosure (openness and intimacy) Cause/effect orientation Ambiguity n Distinctions between mental and physical functioning Sue, Derald Wing and Sue, David (1990) Counselling the Culturally Different N.Y. Wiley
- 15. Supervision Stolorow, R.D. and Atwood, G.E. (1987) Psychoanalytic Treatment: An Intersubjective Approach. The Analytic Press Stolorow, R.D. and Atwood, G.E. (1992) Contexts of Being. The Analytic Press Intersubjectivity and Supervision Coach Client Supervisor
- 16. We are ourselves embedded within cultures of our own To work transculturally in a sensitive way it is important to understand that: We need to be alert to the fact that these complex and often unconscious interactions will be affecting us and our coachees and supervisees That collaborative dialogue is a methodology that can help us within this complex field The field is complicated by differences in power and privilege
- 17. Dialogue MEANING A conversation between two or more people in which the exploration of meaning between them is more important than one being ‘right’. QUALITY QUALITY QUALITY There is good listening on both sides with an attempt to really understand what the other is saying. We are prepared to be ‘wrong’. We notice what our spontaneous responses are without judging them but trying to understand their meaning. Buber, M. (2004). I and Thou. London and New York, Continuum Bohm, D. (1996). On Dialogue. London, New York, Routledge
- 18. Collaborative Dialogue Across Difference Often dialogue is more difficult across difference as we may have strong reactions to what is being said Remembering to stay in dialogue and just note rather than react to or repress these reactions can be very important to really understand Listening to and understanding another perspective does not mean giving up ones’ own perspective Our reactivity may be lessened with greater understanding We can learn not to identify with our own reactivity Buber, M. (2004). I and Thou. London and New York, Continuum. Bohm, D. (1996). On Dialogue. London, New York, Routledge.
- 19. Power Difference Not all parties or cultures are equal in power Difference and Power Dynamics Role Power Cultural Power Individual Power
- 20. Difference and Power Dynamics Unspoken Often Denied
- 21. Some of the 46 ways in which white people benefit by their whiteness from ‘White Privilege and Male Privilege’ by Peggy McIntosh I have no difficulty finding neighbourhoods where people approve of our household Our children are given texts and classes which implicitly support our kind of family unit I can talk about the social events of a weekend without fearing most listeners’ reactions I will feel welcomed and ‘normal’ in the usual walks of public life, institutional and social When I am told about our national heritage or ‘civilisation’ I am shown that people of my colour made it what it is I can do well in a challenging situation without being called a credit to my race Examples of privilege
- 22. What are some ways you are privileged over other people you work with? How do you make that available to talk about?
- 23. 1 Denial Awarenes s of our Power and Privilege Model 2 Struggle to understand the other 3 Guilt and shame 4 Struggle to understand self 5 Integration
- 24. Maintain awareness of the intersubjectiv e field which is co-created Work dialogically Hold the complexity of situation We can work well with power dynamic if we discover how to...
- 25. YOU are the future of Coaching We now want to address your questions and comments
- 26. Certificate in Coaching Supervision: Programme Overview
- 27. What our Alumni Say... This was the first course that I have attended for many a where I felt I got back more than I put in. .. To be by people who for me embody the best qualities of a and behaving with humility and generosity with an ego was a joy. Foundation, June 2014 Great trainers - present, caring, of service to us and our Group Supervision for Executive Coaches course, Oct 2013
- 28. Dates for Your Diaries 5-7 November: Transcultural Supervision: Working With Bias and Power Bath, UK 5 December: Webinar - Seven-Eyed Model: How it continues to develop More details to follow soon
- 29. Follow us on Twitter @BCG_OD Follow us on LinkedIn
- 30. www.bathconsultancygroup.com Dr. Judy Ryde and Professor Peter Hawkins A division of lara.dias@bathconsultancygroup.com Phone: +44 (0)1225 520866 © 2013 GP Strategies Limited. All rights reserved. GP Strategies, GP Strategies and logo design, BlessingWhite, Rovsing Dynamics, Asentus, Information Horizons, PMC, Sandy, Bath Consultancy Group, Academy of Training, Martonhouse, Via Training, Beneast Training, Ultra, RWD, Communication Consulting, Option Six, Milsom, Clutterbuck Associates, Future Perfect, PerformTech, Smallpeice Enterprises, GPiLEARN, GPCALCS, GPSteam, EtaPRO, VirtualPlant, Prospero Learning Solutions and Lorien Engineering Solutions Ltd are trademarks or registered trademarks of GP Strategies Corporation in the U.S. and other countries. All other trademarks are trademarks or registered trademarks of their respective owners. Proprietary to GP Strategies Limited.
Hinweis der Redaktion
- 7 Here are the areas we are going to be covering today
- 8 We are going to talk about working across cultures and in particular the way that our own point of view and cultural bias will affect our work, both as a supervisor and as a coach. In the growing global economy it is becoming ever more important to understand how cultural difference affects our understanding of others and our relationships to them. But first what do we mean by culture? On this slide we are showing an understanding of culture in the widest and most inclusive way.
- 9 There are 2 basic things here – one saying that a way of describing culture is that it provides a holding milieu of accepted ways of being and thinking that are implicit in groups and the other is that we all belong to several of these at once including the culture of our families and work place. Some people such as second generation immigrants live in one culture in the host country and another of their families. They have to find a way of negotiating between the two. Can you think now of different culture you belong to? Would anyone like to give an example from their own experience?
- 10 All these different dimensions work at all four levels in the Levels or Engagement that you may be familiar with. So for instance, let’s think about what smiling might mean in different cultures. I choose that as an example because it is a factor I have become aware of as holding different meanings in different cultures and it isn’t always taken into account. Smiling is often seen as having a universal meaning. So, at the factual level I might think ‘Smiling is good and shows I am warm and friendly’. At the behavioural level I may habitually smile at people when I meet them. My reactive personal feelings may lead me to be hurt if people do not smile at me. Finally, I may assume that it is good to be friendly and warm on all occasions, whether or not that is how I feel. I may tell myself that it is important to work hard to ensure that people like me and that the more I smile the more likely they are to do so. All these assumptions about smiling may be quite different in different cultures, as we will see as we go on.
- 11 In most approaches to working across cultures the emphasis is on gaining a better understanding of cultures that are different to one’s own. This often means, particularly from the point of view of white, western cultures, better understanding those who come from ‘other’ cultures. We, however, think it is better to first understand our own implicit culture which is often unconscious so that we can understand our own perspective as limited and also enriched by culture rather than just ‘the way things are’.
- 12 If we are to work effectively across cultures we need to hold certain principles in mind and here are some examples. Most particularly we need to know how our own cultural assumptions will affect the way we see others. This doesn’t mean we have to give up our own perspective but, as we will see below, we can learn to dialogue more effectively across those differences.
- 13 Those of us who are white are probably the most guilty of assuming that our cultural assumptions represent just the way things are. I will say more about this below but first what is the definition of white? For me it is the western European diaspora – those Europeans who emigrated to other parts of the world – often as colonisers – which is very different to economic migrants and implies a very different power dynamic which survives the centuries.
- 14 There are various dimensions of cultural difference which have been described by different authors. Here are some examples of the sorts of difference that Sue and Sue, Native American counsellors and researchers, came up with which I think are quite useful. In regard to emotional expressiveness, I have recently become interested in the way that smiling is seen in different cultures. Westerners tend to smile to show that they are warm and friendly and make eye contact at the same time. One of my middle eastern clients who had come in to the room with a broad smile, then told me he was feeling very depressed. I commented on this and he said ‘Oh but white people always think you should smile when you greet them’.
- 15 Intersubjectivity is a useful concept when considering supervision – particularly when thinking about working across difference. This is explored in more depth on the course itself and refers to the way that what we explore in supervision and coaching is what arises between client, coach and supervisor rather than understanding all three to be in 3 watertight compartments. The important thing here is to realise that it is not just the culture of each three participants in the supervision process that needs to be explored but the dance between them in the way their cultures interact.
- 16 All cultures have different underlying and unconscious values and assumptions which interact with others in complex ways. We can now look at dialogue as a way of understanding this and then at the way power and privilege affects this.
- 17 Dialogue is used in this sense by Bohm and Buber. As you can see on the slide, Dialogue used in this sense is a type of conversation in which uncovering meaning is more important than being right. It involves a special sort of listening which includes listening to one’s own responses without being attached to them but to try to understand ones own reactivity. This provides a way in which we have some hope of understanding each other better across cultures.
- Here are some tips for remembering how to stay dialogic. It is very easy to be triggered into reactivity rather than stay listening including to our own reactions. I have found it interesting to catch my own reactivity. For instance, seeing a black person coming towards me on the street I might have a fleeting moment of thinking I might be attacked. .
- 19 All of what we have been discussing would be much more simple if power differences were not taken into account. In any interaction there are often unspoken differences in power and how these are acknowledged and understood are crucial in coaching. In this slide we are looking 3 different aspects of power that may be present in any interaction. Role power will come with more senior roles and also with a coach within the coaching dyad. In including individual power here we are acknowledging that some individuals carry more of a sense of authority and forcefulness. Cultural power tends to be also a factor – particularly and typically as we will see in the next slide
- 20 Here we can see that there is a tendency for differences in gender, race and class to implicitly have a power imbalance so that men, upper class and white westerners tend to be on the more powerful side of the equation and are therefore privileged in, often, hidden ways.
- 21 Here are just 6 of the 46 ways that McIntosh found that she was privileged as a white person. It took some courage and person insight to come up with these.
- 22 Could you jot down some ways in which you can recognise that you are culturally privileged?
- 23 This model show the process we may go through in better understanding the way in which our own power and privilege affects our relationship with those who come from less powerful cultures. We often start with denying that there is an issue here – maybe more through not understanding our own privilege and what it means to those with less. Experiences in life might bring this to our attention and that we are culturally different to other so that we try to understand how those from other cultures feel. When we start to realise just how much privilege we have there is a tendency to feel guilt and shame about it. Most people hate to feel like this and it can lead to further denial. However the struggle to acknowledge and understand this can lead to a way in which it is taken on and integrated and can lead to a more mature and truthful way of relating across cultures.
- 24 One thing to let go of in doing this work is that we could and should ‘get it right’. If we punish ourselves for getting it wrong we tend to go into hiding. Here are 3 things which help us – try to understand what arises in the coaching is co-created between you and not something altogether controlled by you as coach. Work dialogically so that you are not defensive but try to understand both yourself and the supervisee or coachee. Understand that this is a complex field that is hard to grasp and so simple answers are not possible and any response goes some way to further understanding but is not the last word on it.