Systemic Coaching

on BLOG, Career Coaching, Coaching 15 ott, 2014

Il Coaching Sistemico

It all started during a Masterclass in Transformational Coaching held by Giovanna D'Alessio, MCC and Silvia Tassarotti, MCC. After a theoretical session and a series of exercises, I asked when, in their opinion, we would have been ready to shift from coaching the managers or even the entire company management to coaching the company itself, the system itself. The two very experienced teachers confirmed me that this was the new frontier of corporate coaching.

Since then, three years have passed (it was October 2011) and in the meantime I studied and put into practice the techniques of Systemic Coaching, so well disclosed by Whittington, Stam and Horn. All coaches have experienced sooner or later moments when the coachee or the team seem to be stuck, when it seems that "reliable" coaching techniques and questions have no effect at all. Sometimes coachees argue that the problem is unsolvable - because all solutions have been already tried with no effect - and propose long, detailed and stereotyped "stories". Frequently, the coach - thanks to his experience and intuition - feels that it's necessary to propose the client a new point of view, that there are elements of censorship or secrecy, behaviours and words that seem meaningless or contradictory, that there is something "not right."

If this happens, perhaps (as so admirably explained by John Whittington) a correct and profound recognition of time, place or exchange in the system has not happened. These three natural organizing principles are the foundation of corporate health, or rather of systemic health: when one or more principles are not respected, honoured and experienced, the balance is lost and each individual begins to adopt dysfunctional behaviours, ideas and opinions. And so the company turnover increases, employees feel insecure about their jobs and cease to invest their talent and experience in the company, the levels of stress and absenteeism go up. This crisis of attachment and trust towards the company is in fact a direct effect of systemic imbalance: the system, as if it were a living organism, tries to react to this imbalance, trying to re-establish its own rules and to resurface the hidden truth.

There are several systemic coaching techniques, most of which are characterized by an extreme power: sometimes just a session is enough to unlock old situations. Clearly these are very evolved coaching techniques, theories, principles and processes, which undoubtedly fall in the transformational coaching arena (see my post " The deep change: the transformational coaching“).

In light of the information given in this post, do you believe your company is in a healthy state?

In case it is not, what is the problem?

If it were solved, how would you feel?

And how would the system improve?

Contact me for a systemic coaching programme!






Leave a Comment