What do you believe sets the original 7 habits apart from all of the other content out there now, during a time so full of advice telling us how to hack our thinking and actions? It damages you, and the team learns that disrespect is acceptable.Kathy Caprino: The 7 Habits of Highly Effective People obviously inspired a new wave of thinking about personal and professional growth. And don’t let a team walk all over you, intimidate you or offend you. Remember that people smell rejection instantly. You are the role model to help bridge differences and promote group cohesion. Be honest … you surely have your preferences, which is human but not very professional. That troublemaker, that problem case, that moody sorehead he is only the valve of the system. Lastly: do not depend on the team in your desire to be loved and acknowledged. It is their own construction of reality, one in which their problems arose. Be interested in the truth of the team but don’t blindly accept it. They’ll try convincing you of their viewpoints, or become overly personal. Many teams will try to pull you into their reality, originating from a desire to feel equality and togetherness. Once you go into solving mode you deprive the team of a learning opportunity. Never lose your independenceīe involved and attentive, but avoid owning the team problem. My motto is: bring to the surface what is essential, let everything else rest. The group dynamics are not a goal in itself, so don’t get engulfed by it. But keep an eye on the content, as it remains relevant. Read between the lines, hear the message behind the facts, see the interrelational patterns. Work with group dynamicsĪlways work at the group process level. Each group is unique, and you will learn the patterns. behavior on an oil rig) and there are too many variables. Science about group behavior has limited value, often based on isolated situations (e.g. Just pick one approach, then dare to vary and add some intuition. Don’t rely on a single paradigm, but of course you don’t need to know everything. Bring a toolbox with modelsĪ good coach has a number of concepts ready to be put on a flip-chart. Avoid thinking in terms of simple cause and effect but in circles of causality: this will help you to stay away from the idea of pinpointing someone as “the cause” of a problem. What people say they want to change is sometimes, unwittingly, contradicted by the system. ![]() Resistance to change is not a sign of obstinacy, but a normal habit, a natural reflex. If you want to develop, consider the group as an organism aimed at conservation (homeostasis, conservative). The system has its own dynamics, its own patterns and needs. If you keep pushing: fine, but then you’re no coach anyway.Ĭonsider all individuals separately, but see them as parts of a whole. Try not to be offended if the group is not keen, but do ask yourself what you can still offer. Only start when there is support, a “psychological” contract for your coaching. ![]() But you can’t – and shouldn’t – do anything if the group rejects your help. If the team is closed or aloof, and reluctant to talk about problems (even if they clearly exist), you may want to confront a little more and be patient. If the group ain’t keen, then you are neitherĪnd there is no compromise for this. You have nothing, absolutely nothing to lose except your ego and your dignity. There is always an elegant way to get out unscathed. Would you counter-attack? Panic? Or would you prefer to escape? Prepare for your reaction should you be overcome by fear. Understand your responses when the group turns against you. Better be aware of your weaknesses and pitfalls. Preventing this is what controls your behaviour, consciously or – likely – subconsciously. And even if you have learned to control your fears, then you can still imagine something bad to happen. Everyone feels tension standing in front of a group.
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