November 30, 2014
Progress-focused principles and techniques are quite useful in conflict resolution. Some previous articles in which I provided some examples are here and here. A question which is particularly helpful is the usefulness question. It can be asked in roughly two types of ways. The first way of asking focuses on the most useful way the time can be spent during the conversation. For example, it can be asked as follows: "How do you think we can use our time today as useful as possible?" The second way of asking focuses on the desired outcome of the conversation. It can be asked as follows: "After our conversation, how would you notice it had been helpful to you? These two forms of usefulness questions can be asked in combination with each other in a conversation. They complement each other well. Here are two ways to make the usefulness question extra helpful in conflict resolution.
November 27, 2014
Physiological effects of mindfulness meditationLast week I wrote Evidence for the benefits of mindfulness meditation. The article showed that mindfulness meditation can have a variety of positive effects on one's feelings, functioning, and health. A few articles which I found this week, one of them is this one, describe what is known about what physiological effects mindfulness meditation has. In those articles the following cognitive, emotional, and physical effects of meditation are mentioned:
November 21, 2014
A negative team atmosphere and negative relationships between team members can harm both employees' job satisfaction and team performance. Researchers De Jong et al. (2014) compared three different ways of dealing with such problems. They called the first approach communication density with which they meant that team members had frequent contact with one another and tried to improve the atmosphere. The second approach which was called member exchange referred to team members assisting one another, and giving help and feedback to one another when needed.
It was long thought that brains of young people are very flexible and plastic while those of older people largely lack this plasticity. This thinking has changed a lot over the last thirty years, Much more is known about the capability of brains to keep changing, even at an advanced age. Some amazing examples of neuroplasticity can be seen here and here. If it is indeed true that brains of older people remain plastic, that would be good news. It would mean that we can keep on making progress throughout our lives. And there are many indications that this is indeed the case.
In this article I wrote about mindfulness and mindfulness meditation. Mindfulness meditation helps to experience a state of mindfulness. Mindfulness is the conscious and non-judgmental awareness of what happens in the present moment which helps to interrupt automatic streams of thoughts. I also wrote that, in recent years, there have been quite a few studies into the benefits of mindfulness meditation. I mentioned that there is evidence that it might lead to benefits such as better resilience stress, a better immune function, better mental health, less negative affect, and better social functioning. Here, I want to explore the evidence for the benefits of mindfulness meditation a bit more.
November 18, 2014
November 17, 2014
As a coach you may, from time to time, be confronted with what is called involuntary clients. These are clients who do not fully agree with the fact that they have to talk with you. They are there because someone else, for example their manager, wanted them to be there. They feel coerced, or otherwise talked into, being there but they do not feel very motivated to collaborate. In the progress-focused approach there is a way of working with these types of coachees which makes it likely that you will be able to quickly develop a good collaboration with them. In the article The tilt intervention for working with involuntary clients you can read about how this approach works. For a progress-focused coach there will generally be no objection whatsoever to work with these types of clients.
November 15, 2014
About what do we think when we ask ourselves whether or not things are going well in a certain country? Maybe our perception of this is heavily influenced by incidents which may recently have happened in that country. Or perhaps we have contradictory information about things are going right or wrong; some things may seem to be going right while others may seem to be going wrong. Or maybe we are influenced in our perception by little more than the level of economic growth of that country.
As a rule, progress-focused coaches and managers do not interrupt their conversation partners during conversations. They ask questions, listen attentively, encourage, and respond respectfully to what is said. Because of this, their conversation partners will feel that their perspective is taken seriously and that they have time to think calmly about what is important to them.
November 8, 2014
Yesterday, we did a workshop progress-focused management with approximately 25 directors and team leaders of a group of schools. One of the topics we talked about was autonomy support. As a reader of this website, you probably know that self-determination theory distinguishes autonomous motivation from controlled motivation. For new readers, here is a brief summary.
November 7, 2014
Macnamara et al. (2014) published a meta-analysis which, they claimed, showed that "deliberate practice is important, but not as important as has been argued" by Ericsson et al. (1993). Previously, I have written about earlier critical publications about Ericsson's work. Then, I thought these publications in several ways did not do justice to his work (read this). One of the authors of this new meta-analysis (Hambrick) was one of the authors whose publication I was critical about then. Now, I was curious whether this new publication would do justice to Ericsson and to the deliberate practice concept. Unfortunately, I don't think it does.
November 6, 2014
Progress-focused coaching is a way of working in which you activate your clients, mainly through questions, to discover ideas for steps forward. This process does not require that these coaches understand precisely everything that their clients say, think, and have done. In fact, this would be impossible. Every word and every thought is connected to so much complexity in the mind of the client that it be unfeasible to understand them precisely and completely. Progress-focused coaches are well aware of this and assume an attitude of not-knowing. They realize that there is much about the situation of the client that they do not understand and do not need to understand. Instead, they help clients move forward by helping them to discover ideas for steps forward in a direction that is valuable for them.
November 2, 2014
Progress usually -perhaps always- begins with a certain dissatisfaction with the current situation. This dissatisfaction with the current situation springs from the realization that things are worse than they could be. In other words, you can imagine a reality which is better than the current reality. Because people are aware of their dissatisfaction with certain aspects of their situation they can start to look for ways of improving those aspects. Their dissatisfaction with their current situation is a tension which can be seen as energy for change. To be able to work effectively on progress, it sounds a bit paradoxical, you need to be able to live with the awareness that you are now living in a reality that needs improvement.