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작성자  simonshin 작성일  2016.11.09 21:47 조회수 1198 추천 0
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 15장 발제문 (박선자 연구원) - MIND-SET IS CAUSATIVE  
첨부파일 : f1_20161109214727.pdf
 

과목:  Formation of a Professional Life Coach

주제:  MIND-SET IS CAUSATIVE

지도 교수: 신현근 박사

발제자: 박선자 연구원 (sjapark@gmail.com)

교재:  Williams, P. & Menendez, D. S. (2015). Becoming a Professional Life Coach: Lessons from the Institute for Life Coach Training (2nd Ed.). New York and London: W. W. Norton & Company.

 MIND-SET IS CAUSATIVE

 

1.The experience you have is a result of how you see. . . and how you see is a result of the experience you have. Your mind-set, beliefs, and body all work together.

2. When an event takes place, our responses---our behaviors---are shaped by (a) our interpretation of the event, which is a consequence of our beliefs, attitudes, and assumptions, and (b) the feelings generated by those beliefs, attitudes, and assumptions.

3. The chapter focuses on mind-set----habitual patterns of thinking, feeling and responding.

4. One of the coachs key roles is to assist clients in learning how they habitually see the world. Our own thinking---our mind-set--- tends to be invisible to us, as water is to the fish. Coaching is a possibilities conversation, not a guarantee conversation.

5. An illustration of the power of mind-set---experiment in shooting baskets---shooting free throws ---to practice shooting free throws versus to visualize shooting free throws. Visualization---which is the mind-set at work---coupled with skill yields a better result.

6. The opposite is also true. when he visualizes a negative result. It is because of this fact that we say mind-set is causative.

7. To change a mind-set requires two things: recognizing the need for change and being able to observe yourself and notice when you focus on things negatively.

8. As coaches, our task is to:

·         Surface clients mind-sets and name them: "Im operating from fear," or "Youre operating from fear." In other words, the coaches support the clients to notice how they notice---the lens through which they view life.

·         Build in conscious choice. ask clients: "Does that mind-set support you in creating the future you want?"

·         Have clients take action on a new choice of mind-set and practice acting as if they live from that mind-set all the time.

9. An example; a man who flourished in the military and then became a counselor: "I need to take control, well flounder!" most long held beliefs like this are deeply ingrained because clients have thought them so many times that strong, myelinated neural pathways in their brain make it easy for the thought to run in that way: these are like brain ruts.

·         He decided that his first step was to learn to notice the pervasiveness of the mind-set of control and the places where his attention went in everyday life: "okay, Joe, now youre being a control freak."

·         Since awareness on its own is not enough, how did he change this pattern?

 His coach asked him to begin to notice people who held mind-sets different from his. He noticed that one thing he might say to himself is, "I could trust that the best will always happen. I dont always need to make it happen." he experimented with this mind-set for a few weeks, religiously, and then noticed what was happening. He discovered that when he held this mind-set, Other people stepped up to the plate and made things happen, too, because he let them."

10. Observing self: the ability to observe what you do as you do it. The observer self increases clients awareness---as if from an outside observer frame---which thereby increase choices of action----------Phenomenology which was part of existential psychology during 1960s (Rollo May, R. D. Laing, Victor Frankl, and others).

11. The third-party perspective helped them be neutral and detach from habitual emotional patterns. A third-person perspective watches both (or all) of the people, as well as situation. Since you can see yourself as well as observe; it is a further layer of detachment.

12. Our everyday way of observing allows us to see some things and causes us to disregard others. Consequently, our experience is shaped by the ways in which we characteristically and habitually observe, dwell in, and explain our world. Our habits of thinking, our habitual moods, our habits of using our energy, the ways we hold our bodies, and the stories we use to explain---all of these habits and actions shape how we see and experience the world. They circumscribe our world and limit our possibilities.

13. When coaches work with clients mind-sets, they work with the greatest potential for the clients development. Once clients have identified what they want to create, the major question becomes whether they have mind-set---the beliefs, lenses, flow of energy, determination, and persistence---that it takes to bring their vision into reality.

14. If they do not, your challenge as a coach is to support them in shifting their mind-set and clearing the path to their self-expression and fulfillment.

 

HOW MIND-SET IS SOURCED

 

1. Core beliefs dominate thinking and lead to predictable behaviors. They also limit our lives because we can only experience that our mind -set allows us to perceive and predict.

2. According to Kegans levels of consciousness development, clients struggle when what they want to achieve in coaching is blocked by a mind-set that is a hold-over from our earlier level of consciousness, or by specific experiences that were so intense they created brain ruts; that is, habitual response is so wired into the clients neural pathways that when the stimulus occurs, the neurons immediately fire in the habitual sequence. It will take many repetitions to create a new " brain trail" to replace the old one.

3. For an example, George wishes to make a career change, which would move him away from a familiar 20-year career and which strays from others expectation of him. He has not fully transitioned into stage 4 (Independent self) as evidenced by his intense fears around being judged and separated from others.

4. Georges fear is a signal to address the current way how he observes and interprets the situations and his choices.  Without this process, he cannot proceed to the next level. This is a perfect opportunity for a coach to support his development by providing him with tools for transforming his mind-set.

5. As life coaches, (a) clients are encouraged to first become astute observers of themselves----their gathering data, what they notice and ignore, the way how they make judgments about situations and what data are being utilized to make judgments, how they hold their body, breathing under fearful situations and internal dialogue. (b) as a coach, to assist George in becoming aware of his tendencies, and how to make distinctions about other possible perspectives and options. (c) When he can comfortably live with the fact that, "Yes, this is how Im seeing the situation---and I recognize that there are other ways of observing it.", he is ready to make transformational shift that can be maintained

6. Clients mind-sets often show up visibly around their perceptions of their body, their health, and the ways they consider self-care.

7. Assessments versus assertions: an assessment is a statement a person makes for which he or she is willing to provide measurable evidence. A good assessment is grounded in assertions. In coaching clients around body, health, self-care and almost any other area, what will emerge first in their assessments - windows into their mind-set which may no longer be based in facts - assertions - but instead on some memory of being the recipient of someones judgment or of learning how something should be; e.g., young girls body concept.

8. Ask clients to their beliefs about body, health, self-care and so on, then help them discover the sources of their beliefs

What assertions and assessments are holding your beliefs together?

 

USING WILBERS FOUR QUADRANT MODEL TO MAKE DISTINCTIONS FOR OBSERVING

 

1. The inter-individual quadrant is for identifying factors that shape the way an individual views a situation. The two left-hand quadrants, the inter-individual and inter-collective, are generally fertile places from which to ask clients to observe their way of being and observing in the world.  When the coach asks George to observe his on-going interior dialogue means asking him to identify the running commentary his mind makes on his experience. He might discover how pessimistic his internal dialogue is .

2. George may be ignoring how much his way of being and observing has been shaped by the cumulative impact of events on an individual at a particular time in history or from a particular culture. In exploring this issue, the resources are the internet or the Beloit College web site---a "Mind-set List" created by Beloit.

3. A coach might ask George to consider what a mind-set list for his generations, his family and his cultural background might include---since all of these factors influence him and the fear he is experiencing.

4. When including spiritual dimensions in coaching, Enneagram may be utilized: Enneagram is an ancient system of examining the preconditioned points of view of nine spiritual psychological frameworks.

5. In developing the abilities to self-observe, coaches may invite clients to consider where they may be holding their beliefs too rigidly by introducing them to the ideas of learned optimism and pessimism.

 

Learned Optimism, Learned Pessimism

 

1. Martin Seligman has devoted much of his career to researching how the observer becomes rigidified. He linked the incidence of depression in teenagers to mind-set patterns that we can trace back to a disturbance in Wilbers Four Quadrants.

2. Seligmans research on learning indicates that individuals have a pessimistic or optimistic observer based on a pessimistic or optimistic way of thinking.

3. Optimistic individuals tend to see the benefits of events, have half the tendency of depression, achieve more, enjoy better physical health, sustain better interpersonal relationships, and also are less realistic.

4. Optimists thinking, when a setback or negative experiences occurs,

·         the event is temporary

·         Local (to the event) rather than pervasive

·         attributable to external cause

A coach aims for assisting a client in developing flexible optimism. Seligman suggests, "When the cost of failure is high, use the pessimists realism. When the cost of failure is low, use the optimists realism."

5. Optimism as a competency of emotional intelligence (Reuven Bar-On 1997 and Daniel Goleman 2005). Bar-Ons self assessment, the Emotional Quotient Inventory, identifies two factors that are highly correlated with success: optimism and happiness.  EQ-I - self-observing tool.

 

WORKING WITH MIND-SET

Disputing the Belief

 

1. REBT-a commonly used process to work with beliefs (Rational Emotive Behavioral Therapy). its framework is ABC: Activating event, our Beliefs about it, the cognitive-emotional or behavioral Consequences of our beliefs

An Example, Joes case

A:  in charge of a major fund-raising drive for a new building.

B: The belief - "I have to do it - I have to be in charge of it. if I dont, well flounder."

C: Consequences - he will be overwhelmed and overloaded, and feel irritable and somewhat victimized by the fact that nobody seems to step up.

2. Once the clients had surfaced the belief, the coachs task is to help Joe discover the alternative to contradict his belief as a way of disputing the fact that this is the only way things can happen - To find some examples - while he was hospitalized, other people stepped up at his church, at home and at work.

3. The next step is to help Joe to identify some new options. "Joe, what other things you could say to yourself in situations like this?" Joe might say, "I can trust that the right thing will happen and wait for someone else to step up. things always do work out."

4. The next step is help Joe identify other actions he can take that grow out of this new way of thinking: (1) wait at least 3 minutes to leave room for others to step up. (2) Joe could also nominate somebody else or mentor someone in the church.

5. The clients task is to notice, surface, experiment and then choose to act differently when appropriate

6. Success versus fulfillment: help clients visualize how they can be successful and fulfill by thinking differently.

 

Affirmations

 

1. Affirmations are generally thought of as single sentences repeated frequently that people intend to adopt as a new way of thinking and being. Affirmations are designed as statements of intention to  increase the likelihood that the intention will come to pass.

2. But they are also habits of mind. In order to change their habits of mind which is 20 years old, it will take many repetitions of an alternative affirmation. They are creating new neurological links, and the brain will tend to run in the old tracks instead of the new.

2. When the coach and a client discover that new mind -sets are not taking roots, five types of affirmations for experiment are suggested.

 

Five Types of Affirmations for Empowerment

 

Popular Affirmations

 

many of these are beautiful but if you do not believe them, they are useless and counterproductive. An empowering process emerges by using these 5 categories of affirmation in a systemic way to assist you in embracing an affirmation that you desire to believe but currently do not.

1. Releasing/cleansing affirmation: I rescind outdated commitments

2.Receiving/Accepting Affirmations: I open to the gifts of the universe.

3.Being/Intending Affirmations: I love my mission.

4. Acting/ Claiming Affirmations: I am worthy. I am loveable. I am free.

5. Integrating/ Embodying Affirmations: I breathe love into my job, my body, and my relationships.

 

Affirmation as Lifestyle

 

As you work with intentional affirmations---written, spoken, read, chanted, meditated upon---you will make them part of your lifestyle.

 

Moods, Emotions, and the Body

 

Affirmations work primarily on a cognitive level. An affirmation is a new thought. Until it is repeated enough that it can develop a neurological connection in the brain, it will not become a habitual way of thinking. Body and emotions are critical to observing and shifting mind-set, too. Using Wilbers Quadrant 1 (interior-individual), ask clients to observe their personal pervasive moods and to compare them with the pervasive moods of Wilbers Quadrant 3(interior-collective). An Example, George, the chiropractors dealings with his patients chronic complaints of pain and his office culture; feeling down, disempowered and resigned to the current way of life - just resigned that nothing will change. Focus on Quadrant 2: Georges posture - making it smaller - one possibility for working with George  might be to ask him to deliberately hold his body in a different  way and notice whether that changes his feelings and emotions.

 

Working with the Judging Mind

 

Once a client begins to self-observe, many paths for working with mind-set opens up. Chronic attachment to a judging mind has a high cost when clients spend too much time judging, dwelling on the past, or imagining the future, they miss the beauty and power of the moment. Fulfillment comes when they focus on the here and now. To appreciate, "Whats here is just right for now.", four exercises are as follows:

Exercise 15.1, Examine the judging mind

Exercise 15.2, Practice beginners Mind

Exercise 15.3, breathe consciously and Focus on the Present

Exercise 15.4, 8-4-8 Breathing---Many clients find the counting focuses their attention on the present and allows them to return to whatever they are doing in a more conscious, open way.

 

Fear versus. Trust

 

By using Belief matrix (Fig.15-2 page 363), client can use this matrix

1. To observe how they judge themselves, others and possibilities, and track any core belief to discover whether it is rooted in fear or trust.  

2. To help client vocalized fears.  Listen to why clients say and then place each statement in the appropriate cell(s) of the matrix.

The key questions to ask are: "is this belief helpful? "  "Does it support you in creating what you want?"  If not, explore together what beliefs would be more supportive, then discover what it would take for clients to begin to step into those new beliefs.

 

Replacing Fear with Love and Trust

 

A judging mind creates fear by focusing on "what if " and imagining a terrible future. Fear causes muscles to contract and creates chronic tension. Energy invested in contracting is energy client could be investing in growth. When clients acknowledge the limiting power of fear and can let go, they release themselves from tension that clamps down on their life like a vise. They open up to trusting themselves, others, and experience in general. Some exercises for the clients to trust themselves and others are as follows:

 

·         Examine the energy of your relationship

·         Experience others - connecting with others

·         Find the root - identify a root fear

·         Opportunities for love - love drives out fear

·         My teachers - "what can I learn here?"

·         Cultivating gratitude - end your day by listing 10 things for which you are grateful.

One of the most powerful places for coaches to work; what you think determines what you believe,  and what you believe influences your experiences..... and may even create your reality.


 
 
 
 
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