Joe Lafferty to speak at European Conference

“I'm really looking forward to the opportunity to present some of my learning in Prague,” said Joe. “The subject of creating capacity for change is of real practical, as well as theoretical, interest to me. Much of my work is around this concept - whether executive coaching, developing teams, or wider Organisation Development (OD) interventions.”

“There are a couple of reasons I'm stimulated by this.  Firstly, it gives me the opportunity to synthesise some of my ideas in this area - from my experience and practice as well as my reading and research.  Secondly, I'm really interested in how people will engage in dialogue round these ideas – and to see what learning emerges for all participants.”


Creating Capacity for Change - beyond the GROW model.

Conference Abstract for ECLO conference,Prague

How does change happen? Why do some individuals adapt faster than others? How can some groups make a transition, while others seem to get 'stuck'? Why do some organisational systems stubbornly resist change? What do specific clients need and to what degree does this call for flexibility? These are complex and difficult questions - and while this paper does not propose a single solution or answer to these problems, we will explore some basic concepts in organisational and individual dynamics that may help us understand and apply to the people and organisations we serve.

This paper suggests that a key element to which enables a capacity for change is the role of the leader[1] in helping the individual or group through the process of change by being a container, Bion (1970); or by providing a better holding environment, Winnicott (1971).

The main thrust of coaching theory and practice seems to take either a behaviouralist or a 'person- centred' approach, assuming a 'healthy' client and a 'healthy' client system. In the second of these approaches, the client sets the agenda, significantly managing their own containment and change process. The coach is 'non-directive', responding to client need. This may also have roots in the approach of C Jung who was more flexible and responsive to a clients needs and believed that the client knew what he/she needed.

There is another stream of thinking which takes a different approach - that the client needs structure and order, a place for containment of emotion and experiences, where change can take place over time and this has been referred to as providing a (or the) frame.

The presentation will explore these two contrasting areas, going beyond a popular model used in coaching - the GROW model, Whitmore (2002); by using a frame from Heifetz (1994). The approach will be to explore the role of the leader in enabling the client/client group build capacity for change over time, particularly in relation to 'containment' or 'holding', through a mix of 'case study' and story.

[1] Where you see the word leader, you can also apply coach or consultant or facilitator. This process applies to people inside and outside the organisational system.