Systemic Attitude In Consulting And Coaching

In this Springer essentials it is shown that the action portfolio of systemics offers a wonderful basis to support clients - or a client system - in the best possible way to initiate and shape change processes (change) and to work out suitable solutions for the client system. The systemic attitude can also be learned, is a healing companion in all life situations and represents a continuous maturing process.

Consultants are usually invited to work in an organisation when its own managers are unable to find solutions to business problems. Then expert help is brought in - on a temporary basis.Systemic consulting is uniquely different from any other consulting approach in that it is not the consultant who is the expert, but the organisation itself. The authors regard organisations as living systems. Their grasp of what makes a living system, its characteristics and to what degree one can recognise them in an organisation, is what they write about in the first chapter.In chapter two they give an insight into the various sources of the systemic approach.In the third chapter they look more deeply into organisations as living systems. They discuss the fundamental needs that must be fulfilled in order to create a perfectly-sound organisational system. They also describe some reaction patterns which organisations might show if one or more of these needs are not met.In chapter four they encounter the systemic consultant. They start with the basic attitude needed to strengthen organisational systems and continue by elaborating what is so specific about the way the systemic consultant works.There were two reasons for writing the short, fifth, chapter about systemic coaching. There is its relationship with systemic consulting and the fact that many consultants also work as coaches. As the focus of the book is on supporting and strengthening organisational systems, this chapter, about individual coaching, is quite short.Consultants usually appear in organisations when something has gone wrong or when managers can't fix the problem themselves. But the systemic approach really can support the prevention of problems. It is satisfying when every person, carrying out their everyday tasks and duties, contributes easily to the vital energy of an organisation. As this is mainly in the hands of team leaders, managers and directors, chapter six offers some preventive and everyday systemic interventions as tools for these groups.In the seventh and last chapter they will give you an idea of how to look systemically at the world around you.

Consultants are usually invited to work in an organisation when its own managers are unable to find solutions to business problems. Then expert help is brought in - on a temporary basis. Systemic consulting is uniquely different from any other consulting approach in that it is not the consultant who is the expert, but the organisation itself. The authors regard organisations as living systems. Their grasp of what makes a living system, its characteristics and to what degree one can recognise them in an organisation, is what they write about in the first chapter. In chapter two they give an insight into the various sources of the systemic approach. In the third chapter they look more deeply into organisations as living systems. They discuss the fundamental needs that must be fulfilled in order to create a perfectly-sound organisational system. They also describe some reaction patterns which organisations might show if one or more of these needs are not met. In chapter four they encounter the systemic consultant. They start with the basic attitude needed to strengthen organisational systems and continue by elaborating what is so specific about the way the systemic consultant works. There were two reasons for writing the short, fifth, chapter about systemic coaching. There is its relationship with systemic consulting and the fact that many consultants also work as coaches. As the focus of the book is on supporting and strengthening organisational systems, this chapter, about individual coaching, is quite short. Consultants usually appear in organisations when something has gone wrong or when managers can't fix the problem themselves. But the systemic approach really can support the prevention of problems. It is satisfying when every person, carrying out their everyday tasks and duties, contributes easily to the vital energy of an organisation. As this is mainly in the hands of team leaders, managers and directors, chapter six offers some preventive and everyday systemic interventions as tools for these groups. In the seventh and last chapter they will give you an idea of how to look systemically at the world around you. Bron: Flaptekst, uitgeversinformatie.

This introduction to systemic organisational consulting addresses a readership from a wide range of professions. The authors, consultants with the renowned Vienna-based Königswieser & Network GmbH, describe their integrated approach to business and systemic process consulting for the commercial and non-profit sectors. The book contains chapters that deal with the basic principles of this approach, the specific kind of systemic intervention, consulting in difficult situations, as well as the future of organisational development and consulting. It is complemented by articles focusing on topics including personnel cutbacks, corporate governance practices, and executive coaching at the individual and team levels. "We have experienced many different consulting approaches and forms of management training in the past, but the work done by Königswieser & Network was truly remarkable. It is largely thanks to them that the employees involved in the project in our organization are now highly motivated, raring to go and brimming with enthusiasm." Wilhelm Braun, Eurovia Services

Systemic-constructivist coaching incorporates the ideas and thoughts of constructivist epistemology and cybernetic systems theory and puts them into practice. This book provides an in-depth study of systemic-constructivist coaching and illustrates its practical relevance by following the Kiel Consulting Model. With its special outline of the consulting process, this book presents a detailed description of the approach to target and solution-focused coaching. It discusses the techniques, principles, and strategies in practice-related examples.

Organizations are most effective when the teams responsible for their success function to the best of their ability. When the relationships within the team work well and all members have a clear focus, the team is able to achieve goals more easily. Leadership Team Coaching is a roadmap for those who have the responsibility of developing a leadership team. It provides a thorough explanation of the key elements of team coaching and is filled with practical tools and techniques to facilitate optimum performance across virtual teams, international teams, executive boards and other teams. The fully updated 3rd edition of Leadership Team Coaching brings together the latest research in leadership teams and team coaching along with numerous examples to illustrate how to develop people from disparate groups into a high-performing team. With new international case studies throughout as well as a new chapter on systemic coaching, the book covers the five disciplines of team performance, how to select team members, how the relationship of the coach and the team develops through stages, how CEOs can foster effective teams with shared leadership, how to choose the best team coach and more to facilitate effective leadership teams.

This book provides an accessible and clear description of key theories of systemic coaching and how they can be applied to coaching practice. Structured around five different ways of thinking about systems, the book provides coaches with a high-level overview of different systems theories and how those theories may be applied in practice. Readers are invited to consider each of the five different ways of thinking through the lens of philosophy, purpose and practice: Which theories most resonate for you? How do these systemic perspectives shape your purpose for coaching, and how do they show up in the way that you coach? With examples and case material throughout, Coaching Systemically aligns coaching with the realities and challenges of organisations operating in an ever more complex world. Readers will walk away from the book with a clearer understanding of what it means to coach ‘systemically’ and new ideas as to how they can translate insights into practice. Coaching Systemically will be key reading for coaches in practice and in training, consultants and anyone interesting in systemic approaches.

Hawkins and Turner argue that coaching needs to step up to deliver value to all the stakeholders of the coachee, including those they lead, colleagues, investors, customers, partners, their local community and also the wider ecology. Systemic Coaching contains key chapters on how to contract in various settings, how to work relationally and dialogically, how to expand our own and others’ ecological awareness, how to get greater value from supervision, work with systemic ethics and expand our impact. While illustrating why a new model of coaching is necessary, Hawkins and Turner also provide the tools and approaches that coaches and clients need to deliver this greater impact, accompanied by real-life case examples and interviews from the authors and other leading coaches and leaders globally. Systemic Coaching will be an invaluable resource for coaches in practice and in training, mentors, coach supervisors, consultants in leadership development and HR and L&D professionals and leaders.

A practical volume, that outlines the practice and art of Systemic Team Coaching(R). Clear guidelines, challenging interventions and dynamic models for working with teams in their systemic context are provided. This gives coaches the opportunity to deliver tangible, sustainable results for teams, their stakeholders and the wider organisation.

Hawkins and Turner argue that coaching needs to step up to deliver value to all the stakeholders of the coachee, including those they lead, colleagues, investors, customers, partners, their local community and also the wider ecology. Systemic Coaching contains key chapters on how to contract in various settings, how to work relationally and dialogically, how to expand our own and others’ ecological awareness, how to get greater value from supervision, work with systemic ethics and expand our impact. While illustrating why a new model of coaching is necessary, Hawkins and Turner also provide the tools and approaches that coaches and clients need to deliver this greater impact, accompanied by real-life case examples and interviews from the authors and other leading coaches and leaders globally. Systemic Coaching will be an invaluable resource for coaches in practice and in training, mentors, coach supervisors, consultants in leadership development and HR and L&D professionals and leaders.