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27-07-2014 The Dialogical Coach as a leader...and its metaphors

Wisdom begins in wonder

The leadership is to create a space where humans can continually deepen their understanding of reality...
Greenleaf R.K. “Servant Leadership”

The Coach has a service that transformational and participative leadership practice a 'listening generous', which means to be acutely aware of the objective of the other, the direction of its future possibilities. Leadership that will go beyond the boundaries, capable of being 'gregarious', a leader as a skilled and active follewer. The coach is able to 'cause' expertise to expand capabilities. The coach sees leadership as a relational actions in a changing environment, this leadership is judged on how well you work with the resources available, however limited, and how effectively you manage to achieve in terms of potential and that of others. The coach is a creator of forms, idea generator, capable of transforming agent imperfect situations into something better, investigating the hypothesis, exploring ideas and creating metaphors side that stimulate thought. Able to change their point of view, indeed to have more points of view and to offer them. The leadership of the coach is a transformative process capable of learning. The actions of the coach are experimental and the knowledge is applied, pragmatic and continuous rather than stable, objective and predictive.

The Coach is a leading design capable of creating spaces, suggesting possibilities and offer enough support to challenge and entice people to grow on their own, leaving their usual level of comfort. The goal is the opposite of conformity: the task of the coach is to create discord and divergence that encourage people to abandon the usual positions and repetitive patterns. Capable of a 'competence provocative'.

The coach works with uncertainty and restlessness. It is never quiet, his work is never finished. Must choose whether to be as safe as a rock or not be sure, but able to fly.

The coach is proactive but also capable of reacting with flexible, dynamic approach to multi-dimensional and interdependent.

The coach does not act by consensus and is not 'in love' of their own ideas. The coach bases its action on dialogue, dialogue flow the opportunities for action. The coach knows that it does not create anything by itself, knows that his action is always interdependent.

The coach does not act by consensus and is not 'in love' of their own ideas. The coach bases its action on dialogue, dialogue flow the opportunities for action. The coach knows that it does not create anything by itself, knows that his action is always interdependent.

The competence 'provocative' of the coach is a move in the affirmative and develops through these 5 elements:

1. create the enabling environment, cultural support, an environment that offers sufficient stability and reassurance so that people know and feel that there is a safety net, someone ready to intervene as they are launched. The first approach is a time of learning vulnerable and that the outcome is uncertain. It is a time of great turmoil and people are hanging in the balance, and an excess of provocation or provocation focused on the weaknesses is potentially fatal to the process of discovery, receptivity and openness that you are triggering.

2. the 'provocative competence' of the coach requires that we introduce a slight offense to the routine. The coach as an artist, a skilled craftsman, an alchemist, the material carefully dosa 'unusual' that encourages us to be careful in a new way to look through new glasses to adopt new points of view. The coach is careful not to cause a break too but just enough to allow people to go beyond, to go where they had never gone before.

3. the coach, which uses the expertise provocative, it is essential that you create situations that require activity. Once embarked on the path we must throw and act.

4. the coach facilitates a gradual reorientation, encourages the resumption, repetition, repetition is a zone of tranquility, not excessive but necessary to stabilize the change. For this purpose provides feed-back on time.

5. The coach encourages the intensification analog prospects and then processes. People, after being 'go in the future' at this time back to the present, look back at what is emerging and throw themselves into the unknown making comparisons, connections, and connections with a broader emerging totality. They relate what is familiar in new ways, adapting to the unexpected and restoring the previous material. They are delicate moments in which any interpretation has consequences of any choice you face to continue. There has been new affinities, connections, similarities that they had never noticed and they emerge. The coach does not plan, can not plan emerging from the ongoing dialogue and is measured by measuring and makes people with the beauty of the 'harmonious disorder'.

The coach-leader cultivates a double vision: create new narratives while, at the same time, he realizes that they no longer exist. Invite people to experience new stories not as a mere exercise of the imagination but in their everyday reality. They call for a profound involvement, and to develop and practice the actions of the change. The coach-leader, we said, practice a 'generous listening', a listening that goes beyond simply listening, listening capable of capturing hidden meanings of what might emerge during the dialogue, capture the moments dialogic.

The dialogue coach is a transformational leader that induces positive changes, inspired by alternative possibilities, allowing people, through the actions, to achieve their goals, to change for the better their situation. The coach supports and promotes transformational new points of view and risk-taking, which allow people and organizations 'evolutionary leaps' transcending practices and conventional hypotheses.

The Dialogical coach must cultivate spontaneity, creativity, experimentation and dynamic synchronization. Pay attention to mental models, beliefs and cultural values​​, practices and structures that encourage improvisation. Let's look at a few practices that can help your organization to develop dialogicity.

1. The coach tackle the tasks as if they were experiments. Given the depth, pace and complexity of the changes made to the form 'improvisation', besides strategic anticipation and adaptation is essential. The action is just as important to consider organizational learning as a risky adventure and fascinating to be pursued;
2. The coach pave the way for the future and help people and organizations become aware of the objectives and values ​​that implicitly hold and what constraints these values ​​require their future actions. Share the multiple interpretations of the various participants in the action helps everyone involved to give a sense retrospectively or to build a story or a justification for what has already been done. These stories, these new narratives can become the seed for the most important discoveries and innovations.
3. The coach, with its 'generous listening', receptivity, acceptance, presence,La leadership consiste nel creare uno spazio dove gli esseri umani possono approfondire continuamente la propria comprensione della realtà openness, consent and affirmation, prepares the way for the 'serendipity' (discover something unexpectedly while he was looking of another - Three Principles of Serendippo) breaking the routine.
4. Learning to say YES 'and say NO, expand the vocabulary to win the charm of vagueness and ambiguity;
5. Learn and benefit from mistakes, free to experiment and develop the aesthetics of imperfection;
6. Ensure that everyone, every time, have the opportunity to be leaders, key players;
7. Encourage, by example and practice, the culture of 'followership' the gregarious, humility in the practice of accompaniment and support. Firmly recognize that others are necessary and indispensable to refine their thinking;
8. Establish minimum procedures and rules that are easy to amplify and exalt autonomy and collaboration;
9. Encourage the fun, the ability and desire to play. Do not check too. The controller increases the anxiety that inhibits the participation and learning. The coach knows how to structure determination and freedom, autonomy and interdependence, compliance and control;
10. Knowing how to read, understand and exploit the ideas that arise from the dialogue, interacting with the people background, backgrounds and experiences, networks and in different contexts;
11. The coach knows how to cultivate what has been called 'provocative competence'. The coach is able to make promises, which then maintains, is able to explore and explore territories and unknown places, is able to listen, hear, read and develop the potential of people and organizations.

Metaphors on the Dialogical Coach
Weaver Of Dialogue
Hybrids of the Dialogicality
Acrobats Of Uncertainty
Promoter Of Relations
Craftsman of the unexpected
Scouts Of Dreams
Specialists Del newspaper
Specialists Of Common Sense
Negotiators Of The Future
Anticipatory Of Future
Keepers Of The Future
Farmers Of Memories
Translators Of Cultures
Learning Facilitators
Co-Constructors Project Of Life
Scouts Antinomie
Surfers restlessness
Tightrope Between Stability 'And Change
Gatekeeper Communication
Globalizing interdependence
Glue Of Group
Divers Of Knowledge Implicit
Researchers - Workers of inside and outside
Hold Open Borders And Being Unsure How The Actors What We follow ...

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