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Table of
Contents
the KCC Foundation Certificate
in Systemic Narrative & Appreciative Practice for Managers, Leaders, Head Teachers, Priests, Rabbis, Consultants, Coaches, Mentors and the like
A practical, down to earth, action based programme for managing, consulting, coaching and mentoring.
A Two Year Skills Development Programme
Year One
SYSTEMIC NARRATIVE APPRECIATIVE PRACTICE FOR WORKING IN ORGANISATIONS
UNIQUE SKILLS for COACHING, CONSULTING, MANAGING AND LEADING
STARTING MARCH 2008
A Learning Programme
This is a programme that participants and training coaches shape together. It involves creating a focus together with patterns of practice that fit for you and your position in your organisation. The frameworks for the Practicum will include forming and developing personal, professional, engaging styles using systems thinking, together with social constructionist and appreciative practice. This will create affirmation and build on resources and strengths of people enabling them to carry out a variety of tasks successfully. Time will be available both for personal development and also support in positioning yourself to engage successfully in those activities that you wish to carry out in your daily work.
Learning Methods
We will connect with methods that are fitting for each member of the programme and for the group as a whole. These methods may includecoaching and consultation to each other,
skills development activities,
case situational discussions,
experiential exercises,
observation of video tapes,
lectures and theoretical presentations.
Participants in the practicum--programme may undertake the reading of relevant, inspirational literature in between the sessions so as to incorporate insights from their literature study in the tasks in their organisations.
Skills to be Developed may include
Ethics and morality for working in organisations.
Understanding and working with peoples emotions in the organisation.
Relating to problems as social constructions.
External and internal consultancy roles.
Organisational contexts and their complexities.
Methods for developing and using metaphors for understanding the organisation in context.
Managing contacts and negotiating contracts.
Managing varieties of meetings.
Systemic and appreciative interviewing skills to facilitate solutions.
Commissioning models.
Large group activities including design and implementation.
Open space methods for working with small and large groups.
Other dimensions may be added as appropriate to the needs and interests of participants.
Coaching and Peer Facilitation
Participants will have the opportunity for consultation, coaching and supervision in relation to their work through sessions in the course led either by peers or coaching staff. Opportunities for real-time coaching will be included in the discussion of Practicum frameworks at the beginning of the programme. Participants will have the opportunity to undertake coaching with each other during the year.Positive action
It is the desire of the KCC Foundation that everyone working in the Centre gives detailed attention to issues of diversity connected with race, gender, class, sexual orientation, religion and similar dimensions of ethical significance. We hope that you will enjoy and welcome the opportunity to contribute to our wish for KCCF to be genuinely positive in embracing diversity.
Structure and Duration
The Practicum is for 8 days spanning the year. The first session is on Saturday March 3rd and the final session is on Saturday, October 20th 2007. The full dates are set out on the attached sheet. The Practicum will be from 10.00am to 4.00pm. This will include tea and coffee breaks and a 45 minute lunch break.
Facilitators and Coaches
Your KCCF facilitators for the Programme will be Peter Lang, Martin Little and Glenda Fredman. The facilitators are all Consultants and Trainers. Their approach to working with and in organisations is based in systemic relational, constructionist and appreciative methods. They draw on experiences working in England as well as Scandinavia, Greece, Holland, Belgium, South Africa and Colombia. They are fascinated by working with a range of organisations, communities, groups and activities including large groups. It is hoped that we may be joined by other KCCF staff members at some points.
Dates of the Sessions 2007 (Year One)
(Saturdays)
Session One April 5th
Session Two May 3rd
Session Three June 6th
Session Four July 5th
Session Five September 6th
Session Six October 4th
Session Seven November 1st
Session Eight To be confirmed
Coaching and Mentoring for Success in the Organisation
A programme of 8 sessions of one day each to develop skills of coaching and mentoring to create success and engagement for managers and leaders in organisations.
Managerial coaching has become very popular with leaders in organisations. It is a process of working with each other to enhance and develop the skills that people use in the changing and evolving opportunities created in organisations.
Coaching is used to carry through changes in structure and working methods. It is also used to create possibilities for managers and leaders in organisations and communities to acquire new skills and develop well established abilities. It is also used for managers to gain personal professional development to make a more fulfilling work experience which leads to greater organisational success.
Mentoring and Coaching What are they?
This programme is designed for leaders in communities, schools, managers, internal and external consultants to develop and refine skills appropriate to coaching and mentoring.Central to the programme for successful coaching and mentoring is:
the development of capacities of judgement about working in different domains and the clarity with which the manager does this.
Coaching is seen as a form of consultation involving the use of appreciative skills of connecting, questioning, clarifying co-missions and goals. This includes working with people to develop and enhance their abilities, judgements and actions. So we give attention to the unique situations in each organisation, designing our interventions to fit different contexts.
Mentoring is seen as another form of consultation and leadership. It uses, as a focus, reflection and reflexive questioning about actions, meanings and their consequences. The focus includes identifying figures and practices which evoke admiration, achievement and excellence from whom the manager/consultant would like to learn in the mentoring process.
Aims and Objectives for Coaching Training
To develop a range of questioning skills, including systemic circular questioning, appreciative and affirmative questioning, externalizing questioning, brief solution focused questioning, reflexive questioning, narrative questioning for use in coaching and mentoring.
To develop skills of judgement to enable the coach or mentor to chose which ways of working would be useful for the person being coached.
The practice and refinement of systemic appreciative questioning, advice giving and guidance in coaching and mentoring contexts and how to give instructions to create appropriate ways of learning for people that are being worked with.
To develop abilities to compare and contrast different approaches to coaching, mentoring and identity construction.
Develop skills for coaching and mentoring in relation to overall lifelong career management.
Assessment
A process description of a piece of coaching, career counselling, or mentoring to demonstrate the skills used, how judgements were made during the process of the work about different ways of engaging with the client and indicate further reflexive considerations in relation to what the course participant has learned about what works well and what made this possible in the work.
(2000 words).
Year TwoCOACHING AND MENTORING
Module One Saturdays 23rd February & 29th March 2008
Resources and Headlines as Frameworks for Understanding Coaching and Mentoring
What is managerial coaching in practice?
Why is it useful?
How would you like to use it in your leadership/consultancy/management practice; what are your hopes that you might achieve?
What difference would you like it to make?
How will you know it has been helpful?
What are the resources created by its theoretical roots?
How does it fit with other models?
Where is it going?
How wide is its application?
Coaching as questioning to create openings for people
Acquiring skills in listening and questioning.
Understanding the way the person you are coaching thinks, works and learns.
Developing possibilities through living in the worlds of the person being coached.
Values and methods of appreciative and affirmative ways of working
Understanding the ways that language and stories create the realities and possibilities for the organisation
Developing understanding of the four principles of appreciative methods : simultaneity, heliotropic processes, relational responsibility, future orientation.
Creating questioning profiles for appreciative work in the organisation.
Negotiating the contract for coaching.
Setting up the context: Using the line manager as coach or using someone else in the organisation as coach. Different possibilities created by different ways of doing it.
Clarifying the definition of relationship between the coach and the client.
Creating targets for the client and identifying learning outcomes for client and coach.
Understanding the appreciative framework for coaching.
Preparation for use in the organisation or business.
Module Two, Saturdays 19th April & 24th May 2008
Punctuating our learning from the use of coaching in the organisation to date.
Coaching each other through using the experiences in the organisation between two workshops.
Different dimensions of Coaching.
Establishing different relationships with the problem :
Working appreciatively from problem to dream ...developing dream and hope talk
Connecting with the life dimensions of organisations
Working back from the future to the present
Brief solution focussed methods of working.
Externalising the problem and internalising solutions and positive outcomes.
Investigating best practice, affirming and developing abilities.
Engaging in reflexive questions to enhance the learning of the client.
Gaining insights through reflexive skills.
Maintaining developments through coaching over time.
Reviewing and moving on in time.
Coaching and the client supporting developments and developing self reliance.
Bringing knowledge and learning back enriching the organisations learning.
Reflexions to create different perspectives and develop ideas for action through new insights.
Module Three, Saturdays 21st June & 19th July 2008
The participants in the programme use co-coaching methods to work with each other in the process of outdoor activities to engage in personal development.
Re-viewing your uses of coaching in the business situation. Identifying what has worked well. Telling stories of learning and success. Identifying areas of learning to develop and go further for future skilful coaching.
The participants engage in a variety of outdoor tasks. They work in teams questioning each other in a coaching process to help people to be directed and purposeful in relation to the outdoor tasks. They respect each others autonomy in the task and engage in review interviews after each task and build on each others learning for the next task. They identify abilities and changes in the coaching process interviews and help each others identity grow through new capabilities being formed.
Creation of enhanced performance through harnessing the power of stress.
Analysing, planning action and thinking through the consequences of various possibilities.
Enhancing the client's authority to achieve more effective performance.
Module Four, Saturdays 20th September & 8th November 2008
Assessing your coaching abilities and style.
More advanced methods of coaching processes.
Developing methods of reflecting in situations of problems when using coaching.
Using reflexive questions.
Using Linguagrams to enhance peoples understanding of what they wish to do and going about achieving it.
Speaking with the voices of the other to develop understanding and action.
Using mediation coaching methods for working with conflict and resolutions.
Fees and Liability for Payment
The fee for the programme is £925.00 for the Second Year of the Organisational Programme.
PLEASE NOTE that the annual fee is for the whole years programme. You become liable for this fee IN FULL upon the return of your Programme Acceptance Form. The KCC Foundation will treat your programme fee payment as being your agreement to be bound by the terms of this document. Acceptance forms should be returned before the commencement of the course on 15th February 2008.
Liability for the total fee exists once you have returned the acceptance form even if you cannot attend any sessions or all of the programme for the year and for whatever reason.
The KCC Foundation reserves the right to make changes to the advertised programme. Participants will be informed as soon as possible about any changes.
To apply
If you would like to apply for this course, please fill in the application form