Archive for February 2011

Coaching and the Three Degrees of Organisational Change

First-degree Change: An Illustration from Healthcare

Medical healthcare has traditionally focused largely on providing remedial or “curative” treatments for acute conditions. A patient with bacterial pneumonia is typically diagnosed based on presenting symptoms, and then treated with a course of antibiotics to “fix” or eradicate the health problem. We could call this approach a “first-degree” intervention and it is of course necessary and essential in the management of acute conditions.

But how well does this approach work in the treatment of ‘lifestyle-based’ health problems such as obesity, diabetes, and heart disease?

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Emotionally Intelligent Communication – Your Email Style

Emotionally Intelligent Emails

The 21st century is replete with new technologies that have changed the way we communicate.

On the train this morning I was typing an email to an American colleague on my mobile phone. We were corresponding to negotiate an appropriate time for a Skype call tomorrow. Most of us take this kind of technology for granted now, but just over a decade ago this kind of convenience was inconceivable. I’m still amazed that within minutes of switching on my laptop, I can communicate with a person in another continent at very little cost.

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The Three Q’s of Business Success… IQ, EQ and KQ

Intelligent Business

When you hear the word ‘intelligence’ what do you think of?

Most of us associate the word intelligence with the mind’s ability, and with things like academic performance or the grasp of complex knowledge. The dictionary defines intelligence as the power of learning, understanding and reasoning, and describes intelligence primarily as a mental ability.

But recent developments in the field of business psychology have expanded the notion of intelligence from a purely thinking-based capacity to include our feelings and emotional understanding of the organizational functioning. Emotional intelligence is now widely recognized as central to better managing professional relationships, and increasing productivity.

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Is someone really getting on your nerves at work?

Strategies for Managing Conflict In the Workplace

This article briefly explores Conscious Perception and Empathic State Development (adapted from David Taylor’s Naked Coach: Business Coaching Made Simple, 2007) as two related strategies for better managing conflict in the workplace. An emphasis is placed on how our points of view shape our patterns of interpretation and response.

Ultimately it is proposed that taking personal responsibility for the impact of our limited perspectives and behaviour, while developing alternative and empathic interpretations of others’ behaviour, is the key to better workplace relationships and becoming good at managing conflict in the workplace.

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