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Informationen zum Autor Liz Hall is an award-winning journalist and coach. Awards include the Periodical Training Association's Journalist of the Year award and the Association for Coaching's Award for Impacting (Leadership/External Focus) Service to the Wider Community for 2010-11. Liz Hall is the editor and co-owner of Coaching at Work magazine , has written and worked for publications including The Guardian; The Financial Times; The Observer; The Daily Mail, People Management; Personnel Today; Training magazine; Employers' Law; Spirituality & Health and Mandala Magazine. She has written publications including The Employers' Guide to Screening Employees and The Employer's Guide to Monitoring Employees. Klappentext Taking an in-depth look at crisis and change in the world and discussing their impact on both individuals and organizations! widely respected coach and author Liz Hall explains how to coach during crises and at any time of change (both positive and negative). She provides a practical guide and resource for managers and coaches on how to tackle challenges effectively and how to turn a crisis into an opportunity for transformation. Explores how models such as Bridges' Transition Curve, Prochaska and Diclimente's Transtheoretical Stages of Change and Dilts' Levels of Change can be used effectively to coach in times of transition Zusammenfassung Help individuals and organisations flourish following times of change with this guide featuring the latest thinking and insightful case studies. Inhaltsverzeichnis Dedication Acknowledgements Foreword by Tatiana Bachkirova About the contributors Introduction 01 Definitions Liz HallCrisis TransitionTransformation References02 Shared territory Liz HallNatural life transitions Mid-life crisis Typical transitions and crises at work References03 Models and frameworks for exploring change and transition Liz HallBridges' Transition Curve Prochaska and DiClemente's Transtheoretical Stages of Change The Kübler-Ross Change Curve, or the Five Stages of Grief Dilts' (Neuro)logical Levels of Change References04 No mud, no lotus? Crisis as a catalyst for transformation Liz HallCrisis sparks transformation Coaches' perspectivesCrisis and transition in organizations Conclusion References05 Coaching for compassionate resilience through creativity: the case for a 'turn to autoethnography'Margaret Chapman-ClarkeWhat is autoethnography and why is it important in coaching? The inspiration behind the 'call for an AE turn' in coaching Beyond mastery: creative methods in coaching for resilience Healing the split: art and science Value of creativity in coaching for compassionate resilience: lessons from neuroscience Resilient individuals or resilient organizations? Compassionate resilience: the 21st-century 'take' on bounce-back-ability Conclusion References and further reading Useful resources06 Insights from neuroscience Paul Brown and Helen Leeder BarkerIndividual and professional transitional opportunities So what do we know about the brain? The coach's brain is where the client's change starts. So start, perhaps, with the coach's brain States of mind And not forgetting the organization too can be in crisis Conclusion References07 Executive coaching in times of organizational change: a vital support and developmental mechanismAnthony M Grant and Sean A O'ConnorOverview of the literature on executive coaching and organizational change The cognitive and behavioural mechanisms of executive coaching So what? Reflections on the outcomes of the case study exampleHow to work with leaders during times of organizational change and turbulenceSummary References08 Leaders in crisis: attending to the shadow side Erik De Haan and Anthony KasoziSupporting leaders in crisis or transiti...
