By Ty Francis, Malcolm Parlett
This assortment brings jointly a few prime figures in Gestalt training to take inventory of the sphere and view the way it could movement ahead. It covers the foundations of Gestalt training and encourages practitioners to reconsider the appliance of Gestalt in new methods and new settings – e.g. management, administration and group improvement. person chapters additionally discover radical and private views on Gestalt training, from contemplating where of embodiment to ‘being’ in training perform and searching on the transformational micro-moments of the buyer encounter.
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Additional info for Contact and Context: New Directions in Gestalt Coaching
We agree, of course, that there can be very real dangers of coaches deliberately evoking emotions or of coaches not being able to deal with sudden emotional reactions from coachees. However, our experience in organisations is also that huge support, soothing and re-assurance can be provided by simply ‘being’ in relationship: listening and acknowledging what is going on for the other person. Indeed, we observe that this is often one of the most powerful things a coach can do and, sometimes just out of awareness, is what coachees would most value.
G. Bluckert, 2006; Allan and Whybrow, 2007; Rousseau, 2009). Recently however, Denham-Vaughan (2010) revisited this particular theoretical map to emphasise that this ongoing process of figure formation and action imperative always emerges from a context; a field that is both comprised of and activated by 17 CONTACT AND CONTEXT the relational constituents of a situation. As such, any Gestaltbased coaching model lends itself to being both field-relational and process-orientated, always embedded in the context and employing awareness of the total situation to plan action.
Indeed, we observe that this is often one of the most powerful things a coach can do and, sometimes just out of awareness, is what coachees would most value. Sadly, however, more instrumental, task- and goal-focused coaching approaches seem to deny, mask, and actively discourage 27 CONTACT AND CONTEXT this via an emphasis on independence, agency, and individual achievement. In our training therefore, we aim to help coaches become more aware of their own attitudes to emotion being displayed (by self and others) and gently to challenge and change those patterns when helpful.