Coaching in Depth: The Organizational Role Analysis Approach
Format: PDF / Kindle (mobi) / ePub
This book introduces the reader to the management consultancy technique of Organizational Role Analysis--a technique with the immensely practical purpose of helping managers to stay "in role and on task." As such, it provides a coherent, superbly illustrated framework for in-depth coaching. The ORA method is grounded in a process of consultation that derives from the conjunction of open systems theory, and psychodynamic understandings of human behavior. It enables the collaborative resolution of the mental and emotional tensions represented in the client's work role as he/she strives to manage the dynamics between the organization-in-the-mind and the organization-in-reality.
While the method of Organizational Role Analysis presented in this book has been evolving for three decades, published accounts of the work have been sparse, spasmodic, and relatively obscure. This book brings together the work of experienced practitioners from around the globe who illuminate the guiding concepts with lively, practical examples that illustrate the variety of ways in which managers can receive coaching in-depth. These accounts are complemented by an extensive bibliography for further reading.
Contributors: John Bazalgette, Ullrich Beumer, Hanna Biran, Irving Borwick, Jane Chapman, Laurence J. Gould, W. Gordon Lawrence, Susan Long, Rose Redding Mersky, John Newton, Bruce Reed, and Burkard Sievers
process lies with the individual presenter, not with the consultant. The ORA is a voluntary process. The Presenter volunteers to present and the members who join the ORA process volunteer to join that specific group. The volunteer Presenter knows beforehand that the ORA will be conducted in a small group, but she or he does not know who will be in the group. When the members of the Group are also members of the organization, the learning for both the volunteer and the group is significantly
always in a state of becoming and never in a state of arrival. We are open for new ideas and never closed to another hypothesis. This is why hypotheses are so important and cannot be ignored. The hypothesis diminishes the question and levels the playing field. It permits the Presenter and the consultant-questioner to be on the same side, looking for understanding; not adversaries in a win-lose battle. The need to give advice We all seem to need to give advice. “Don’t you think that if you
that if he could take and make a role that had real meaning for him, he would be able privately to think of the reasons for his binge eating. At the same time my private association was that the utensils were ‘containers’ and that he was beginning to make the move as seeing himself as a psychic container for the business, the family’s feelings, and his own future. He was beginning to come into his own. We continued to work over the next few sessions by my testing his propositions, talking about
they have to find ways of working in their business or institution so that they can make a difference. So ORA sessions are not discussions around theories, but always open up potential for grasping the reality—the truth of the situation—and enabling the client to be in good shape to go and take any necessary action, session by session. We can now describe the process of an ORA step by step (individually), outlining the key phases and situations that the client experiences over the time of the
in the process of the role consultation itself (which only took an hour), the flow of thoughts came in an entirely creative and spontaneous fashion. The participant reported that she was not satisfied with her role in the consultancy company. She confirmed that the driving forces of the company were making money and continually expanding their operations. Their view of consultancy was expressed in the association to the Statue of Liberty as the doorway to America, in its constant need to act and