Coaching in intercultural contexts Urbino University 29 th – 31 st March 2010

1. Coaching in intercultural contexts Urbino University 29th – 31st March 2010

2. Coaching – a Definition • Coaching is … • a special form of counselling for individuals, teams and organisations regarding concerns of the professional environment • based on professional concepts and methods • in general accompanying a (development) process • person-centred, aim-, resources- and solution-oriented • time-constrained Dr. Sabine Horst, Coaching  Training  Neue Medien

3. Coaching – a Definition - + ... but for strengths and aptitudes a client can activate, further develop and transfer to problematic areas. • Coaching does not search for deficits, … ... but they support others to find their own way while respecting the others´ personal decision making competences. • Coachesdon´t give advices, ... Coaching • Central to Coaching are the mental problem solving and decision finding processes and their transfer by the client. The coaches do not present solutions, ... ... but they support the clients to find their individual solutions. The clients´ autonomy will be preserved. Dr. Sabine Horst, Coaching  Training  Neue Medien

4. Coaching – a Definition Aim: A helpforselfhelp- tofurtherdeveloporreconstitutetheclients´ competencesandabilities Coaching Dr. Sabine Horst, Coaching  Training  Neue Medien

5. Coaching – a Definition resources-oriented Coaching • focussing on solutions rather then on situation analysis • requirements: client´s self-initiative, personal responsibility, ability for self-reflection • monitoring, accompanying the client´s own process for solution findings Main focus: Not on deficits and weaknesses, but on strengths and abilities for the client to activate in order to master difficult situations. solution-oriented Aims are e.g.: • performance improvement • development of personal capabilities • change of perception aim-oriented • a personal development scheme tailored to the client´s individual needs person-centred Dr. Sabine Horst, Coaching  Training  Neue Medien

6. Coaching – a Definition systemic resources-oriented solution-oriented Coaching personen-centred aim-oriented A systemic coaching approach means that aspects will be considered relating to: • cognition • emotions, feelings • relations • embodiment • ethics • etc. In dialogues and feedbacks the focal points will be detected with the client. Dr. Sabine Horst, Coaching  Training  Neue Medien

7. Coaching – a Definition If You can´t change the circumstances, change yourself. Dr. Sabine Horst, Coaching  Training  Neue Medien

8. Coaching – Philosophical Underpinnings Humanism: Coaching “is about `self-actualisation´ and the individual’s need for self-fulfilment, the realisation of full potential, self-expression, accomplishment and growth.” Coaching is client-centred and based on `unconditional acceptance´ of the coachee. The coach listens and reflects back, but he or she also challenges and confronts a coachee when necessary. Dr. Sabine Horst, Coaching  Training  Neue Medien

9. Coaching – Philosophical Underpinnings Existentialism: Based on the central idea of existentialism (Sartre), that we are essentially free and responsible for finding out who we are and what to do with our lives, the concepts of choices and responsibilities are central to coaching. The coachee’s acceptance of his or her own responsibility to commit to change is vital for a proper coaching process. The scope of change involves, e.g. the coachee’s world view, self-limiting beliefs or self-defeating actions, perception of his or her environment etc. The coach supports the coachee to understand his or her ‘structure of interpretation’ by using language, in the form of listening and questioning, and invites the coachee to make new observations and new interpretations. New actions can follow only on the basis of a broadened awareness. Dr. Sabine Horst, Coaching  Training  Neue Medien

10. Coaching – Philosophical Underpinnings Eastern influences: Influenced by various aspects of Eastern philosophy the focus of coaching lies on the living in “the now”. As a result, coaching emphasises the current situation and a solution-oriented perspective rather than analyzing the past. Another belief derives from Eastern philosophy that all individuals are in possession of what they need to know. In this respect, coaching supports the coachee to gain access to existing abilities, resources and competences, which might – for various reasons – be blocked out. The coachee learns to activate them for a solution-finding process. Dr. Sabine Horst, Coaching  Training  Neue Medien

11. Coaching – Philosophical Underpinnings Constructivism According to constructivism, reality is a result of interpretation. There is no single, true interpretation and meaning is only known through our social interactions. Coaching, as a dialogue, is a process of constructing the problem and the solution using language. Coaching deals with alternative ways of viewing the world and supports the coachee to broaden his or her perspectives and perceptions. “Coaching deals with the individual coachee’s experience and highlights the importance of co-creating (with the coach) a new and more empowering reality.” Dr. Sabine Horst, Coaching  Training  Neue Medien

12. Coaching – Fields of competences Method and media mix technical competence methodicalcompetence methodical competence technicalcompetence inter-culturalcompetence technical competence methodical competence socialcompetence individualcompetence Inter-culturalcompetence individual competence social competence for acquisition and development of capabilities social competence individualcompetence ... such as: • knowledge of cost, income + risk factors • knowledge management • organisational skills • problem solving and decision making skills ... such as: • knowledge of markets, legislations + enterprises • specific knowledge for a technical area • international experience • knowledge of the development status of the technical area within the target culture ... such as • understandingfor the imprint of the own culture on the own behaviour • understanding and acceptance of different ways of thinking and view- points • tolerance of ambiguity • foreign language knowledge • polycentrism • knowledge of strategies for the use of conscious and unconscious cultural rules ... such as: • seminars, workshops, papers... • chats, forums ... • electronic media, virtual seminars ... • experience reports, blogs, print media • coaching => in guided and self- guided learning processes ... such as: • self-motivation • ability to work under pressure • self-organisation, ability for self- control • optimistic attitude • ability for self-criticism • ... such as: • ability to work in teams • ability to assimilate • ability to take initiative • communication abilities • empathy, tolerance 29-31, March 2010 Dr. Sabine Horst, Coaching  Training  Neue Medien 12

13. Examples – Business Experts Steffen Drawert, 33, IMG AG St. Gallen describes his international business as a “cross-functional job” with challenges regarding technical, social and cultural aspects: „Workflows and methods can not be transferred on a one to one basis into other cultural contexts.” „ Colleagues have a different mentality, that one has to “swing into”. Greeks and Asians can´t do anything with the factual style of the Germans. I have to address them in a personal manner to bring them on board.” Dr. Sabine Horst, Coaching  Training  Neue Medien

14. Examples – Business Experts • Kai-Oliver Schäfer, 37, Capgemini Consulting, Consultant in European and extra-European projects • Alexander Schweinberger, 30, Capgemini Consulting, Consultant situated in Germany, working in international consulting teams “Working internationally requires more discussions about “Change-Management“-processes, to get to know each other personally and to “juggle” with cultural differences.” Dr. Sabine Horst, Coaching  Training  Neue Medien

15. Examples – Business Experts Sabine Huxhold, 37, IDS Scheer AG noticed displeasedly, that the Indian software engineers looked up in the air, when she greeted them, as if the blond-haired female project manager would not exist. A female colleague explained to her, that it is an indication of respect in the Indian culture, to ignore a woman. In another project, Sabine Huxhold was positively surprised: The Italian colleagues didn´t appear in the way she expected with „Mediterranean sociability“. They worked „structured, efficient, exemplary“. “ Misunderstandings are part of the professional daily routine in international consulting.” “ In large-scale projects with 180 consultants from 50 countries you can´t avoid critical incidents. But you can handle and manage them.” Dr. Sabine Horst, Coaching  Training  Neue Medien

16. Examples – Business Experts Schäfer und Schweinberger: „Without knowing the English language and technical terminology on a high level, you don´t have a chance.“ And, apart from work, there is also a private life… „Most problems begin after work. The talks after work are important, especially with a job, which does not leave a lot of spare-time. (…) Because of our travels, it is difficult to keep in contact with people at home. But it is extremely exciting to get into contact to clients and colleagues from all over the world and to exchange ideas and thoughts.“ Dr. Sabine Horst, Coaching  Training  Neue Medien

17. Examples – Business Experts Steffen Drawert is married and has a young daughter: „It is a great and exciting job, but you pay for it. In the long run you have to either come to an arrangement or draw the consequences.” Dr. Sabine Horst, Coaching  Training  Neue Medien

18. Coaching – basic hypotheses Every human being is unique. And everyone should receive the opportunity to live this uniqueness. Adequate parameters are required to be able to develop these abilities. Human beings are, in principle, “complete” and not “in deficit” and have an illimitable potential for growth and expansion. To be aware of one´s personal qualities, strengths as well as weaknesses is a relevant premise. This requires self-reflection and feedback. Every human being perceives the world differently. We perceive the world in a selective and individually interpreted manner . Every human being is in command of a range of scopes of action at any time. Everyone is responsible for his or her choices. Human beings can only change themselves. A change of behaviour requires, as a prerequisite, the change of the own attitude. Dr. Sabine Horst, Coaching  Training  Neue Medien

19. Coaching – basic hypotheses Even small changes can have a high impact.If one part of a system changes, this has an effect on all the other parts of the system, which will react in some way. Every change has it´s price. The willingness to change depends on the cost-benefit ratio. Human beings tend to adapt their behaviour according to the expectations of others. Our own expectations have a high impact on our personal development and success. Acknowledgement is basic need, every human has. Everyoneseeks for being appreciated/estimated individually. Everything happens with a positive intent and a certain benefit. Thoughts, emotions and actions form an entity. If one part changes, the other two change automatically. Dr. Sabine Horst, Coaching  Training  Neue Medien

20. Coach requirements A systemic and solution-oriented coach works on the basis of a humanistic approach: Only the one who feels accepted and estimated has access to his or her abilities and will be open up for new ways and view-points. => Relevant attitudes for a professional coach are: • estimation • empathy • acceptance • authenticity Dr. Sabine Horst, Coaching  Training  Neue Medien

21. Coaching – is not ... • Consulting=> based on an situation analysis including concrete suggestions for activities • Supervision=> support and further development of people working in social services and professions • Training=> knowledge transfer, development of competences – e.g. including tests – conducted with a trainer as expert • Psychotherapy=> treatment of mental disorders with psychological straints and pathological significance due to changes of the persons characteristics, ways of experiencing and behaviour Dr. Sabine Horst, Coaching  Training  Neue Medien

22. Coaching – Fields of competences Method and media mix technical competence methodicalcompetence methodical competence technicalcompetence inter-culturalcompetence technical competence methodical competence socialcompetence individualcompetence Inter-culturalcompetence individual competence social competence for acquisition and development of capabilities social competence individualcompetence ... such as: • knowledge of cost, income + risk factors • knowledge management • organisational skills • problem solving and decision making skills ... such as: • knowledge of markets, legislations + enterprises • specific knowledge for a technical area • international experience • knowledge of the development status of the technical area within the target culture ... such as • understandingfor the imprint of the own culture on the own behaviour • understanding and acceptance of different ways of thinking and view- points • tolerance of ambiguity • foreign language knowledge • polycentrism • knowledge of strategies for the use of conscious and unconscious cultural rules ... such as: • seminars, workshops, papers... • chats, Forums ... • electronic media, virtual seminars ... • experience reports, blogs, print media • coaching => in guided and self- guided learning processes ... such as: • self-motivation • ability to work under pressure • self-organisation, ability for self- control • optimistic attitude • ability for self-criticism • ... such as: • ability to work in teams • ability to assimilate • ability to take initiative • communication abilities • empathy, tolerance 29-31, March 2010 Dr. Sabine Horst, Coaching  Training  Neue Medien 22

23. Intercultural Coaching • ... is an „on-the-job“ scheme relating to concrete situations or cases • ... selects the problems, differentiates aspects of the problem due to a special international context • ... supports the solution-finding for problems and conflicts in international co-operations and intercultural management • ... considers the client´s special needs and requests and his or her indidual environment Dr. Sabine Horst, Coaching  Training  Neue Medien

24. Coach requirements Competences: • personal competence • social-communicative competence • methodical-technical competence • knowledge competence • field competence characteristics: • empathic • respectful • trustworthy • ascetic • integer, independent • with a positive attitude • tolerant Dr. Sabine Horst, Coaching  Training  Neue Medien

25. Coaching Session Coaching cycle: Dr. Sabine Horst, Coaching  Training  Neue Medien

26. Coaching Session Methods for interviewing: • Active listening (paraphrasing, verbalising) • Resources-oriented • Questions (open, circular, solution-/future-oriented) • Solution-orientatin (focusing on aims, positive formulations, invitations to change perspective) • Feedback (I-messages/statements, no judgments/valuations, perceptions) • Metaphors (densify information, support change of perspectives) Dr. Sabine Horst, Coaching  Training  Neue Medien

27. Coaching Settings • Forms/Settings • Individual coaching • Group coaching • Self-coaching • „shadow“-sessions • Combinations: Coaching – Training • Virtual (self-)coaching • Methods • Dialogues, interviews • Visualisations • Role games, simulations • Change of perspectives • Check lists, self-reflection forms Dr. Sabine Horst, Coaching  Training  Neue Medien

28. Intercultural Coaching www.radius-team.com Intercultural Coaching is a special form of "Situational Coaching", providing support to those working abroad or in roles involving international contact. One important role of a coach is to show how behaviour is culturally dependent and to improve intercultural competence.  www.marywinograd.com Intercultural coaching is an approach that helps individuals relate and successfully communicate with people from other cultures. A culture is a realm that comprises nationality, ethnicity, religion, age group and others. Intercultural coaching can kelp the client adapt to an expatriation or a repatriation, outsource to other countries, develop business relationships with foreign countries or other cultural groups, lead multicultural teams (teams of people from different countries, ethnicities or cultural groups), smooth relationships with in-laws from other cultures or prepare for an interfaith marriage. Dr. Sabine Horst, Coaching  Training  Neue Medien

29. Intercultural Coaching Sietar – Society for intercultural Education, Training and Research www.sietar.org.uk, Written by Kate Griffin and Richard Cook What is Intercultural Coaching? Intercultural coaching has the same basic tenets as standard professional coaching but also takes into consideration the coachee’s cultural perspective, and those of the people around him/her. Intercultural coaching focuses on creating an ‘intercultural climate’ that allows the coach and coachee to become more culturally aware and adapt their behaviour and expectations as appropriate. Intercultural coaching is defined as “utilising culture as a force of change to unleash the coachee’s potential”. Both the coach and the coachee will take a look at the cultures that might be involved (national culture, organisational culture, social class, professional affiliation, etc.) and consider how to take them into account for the realisation of the coachee’s objectives. (...) Dr. Sabine Horst, Coaching  Training  Neue Medien

30. Intercultural Coaching (...) One of the challenges intercultural coaches face is trying to balance the different worldviews in a way that is respectful. Intercultural coaches need to be aware of whose worldview is in play at any one time. They should also be clear that they can hold their own worldview without letting it have a negative impact on the coaching session. As Zarine Jacob says, “an intercultural coach embodies great coaching skills within the context of intercultural understanding”. As organisations have increasingly become more global, business coaches will need to take into consideration different cultural perspectives and worldviews in order to become more effective and for business to remain profitable. Dr. Sabine Horst, Coaching  Training  Neue Medien

31. Intercultural Coaching Dr. Sabine Horst, Coaching  Training  Neue Medien

32. Intercultural Conflict • Conflict: when two apparently incompatible perspectives or different scopes of action meet; both conflict parties argue on the basis of their own reality and perception: A B perspectives • Intercultural conflicts: include a cultural dimension of reality; the conflict is extended by an additional reality dimension Synergy und Win-win-solutionthrough additional realitydimension A B Dr. Sabine Horst, Coaching  Training  Neue Medien

33. Causes of Conflicts Source Moore, C.W. (1996): The Mediation Process Relations Facts Values Conflicts Structure Interests Dr. Sabine Horst, Coaching  Training  Neue Medien

34. Critical Incidents • Critical Incidents: • Scopes of action in specific situations, which are different in other cultures • representatives of these cultures get into contact and misunderstandings, confusions and conflicts occur Dr. Sabine Horst, Coaching  Training  Neue Medien

35. Values Square  positive field of tension; Dialectic counter value Value: Dialectic counter value:  Antagonism between value and degradation  Devaluating exaggeration Devaluating exaggeration: Counter Value:  Relation between value and degradation trust caution Blind, naïv confidence Continuous mistrust Dr. Sabine Horst, Coaching  Training  Neue Medien

36. Inner Team • Step: Identification of inner voices Identification of opponents • Step: Hearing of individual voices self-revelation of opponents (monologues) • Step: To allow and animate free discussion Dialogue/dispute • Step: Moderation and structuring by head/leader conciliation and acceptance of parts • Step: Brainstorming for solution-finding: selection of valuable aspects of voices  identificiation of individual positions´ interests  extension of cognitive structure • Step: Draft of an integrative statement Teambuilding and decision by head/leader Dr. Sabine Horst, Coaching  Training  Neue Medien

37. When I don´t know, that I don´t know, I believe I know. Laing, R.D. 1972 To thine own self be true. Shakespeare Dr. Sabine Horst, Coaching  Training  Neue Medien

38. Thank you for your attention! Coaching — Training — Neue Medien Dr. Sabine Horst Medienhaus Stuttgart Mörikestr. 67 D-70199 StuttgartM: +49 179 5122091 F: +49 711 96666-489 sabine.horst@online.de