Page 14 - NL November 2018

[Descriptor] Document title Date/year [Labelling] Section title
So, TA provides a tried and tested conceptual framework to understand and interrupt patterns, which is the essence of coaching. It also provides break-through interventions to interrupt hindering patterns and create new healthy ones. Understanding patterns is the key to unleashing potential.
The TA coaching process
There are many ways of describing healing processes in TA, more often than not derived from psychotherapy (Clarkson, 1992; Erskine, 2011; Berne, 1961).
I have found the following iterative sequence best describes the steps taken during TA coaching (van Poelje, hand-out, 2013):
[insert Figure 1: The coaching process
Step 1. Contact
A client usually comes to the coach through their own initiative, perhaps because they’ve met or read about the coach through social media, or through word of mouth. They call or email to set up a first meeting, to check out “the chemistry”.
Often this first contact is very telling for the subsequent coaching process. On the content level, the client describes what I call their presenting problem, sometimes in the form of an ambition (“I want to become a better manager”) and sometimes in the form of pain (“I’ve just been fired. Can you help me?”). Both pull and push factors are necessary to create sustainable change.
How the client and the coach transact in these in these first few minutes often sets the tone for the working alliance. A working alliance can be defined as collaborative processes where client and coach agree on goals, collaborate on tasks designed to bring successful outcomes, establish relationship based on trust, acceptance and competence (Gaston, 1991).
13 12
EATA Newletter No 1211037
NOoctvoebmebr e2r021078618