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Tünde Erdös & Shirley Smith

Coaching is dead – long live coaching!

Theme: Organisations
Area: Supervision
Type: Workshop
Style: Mainly Experiential

Session on Thursday, Apr 12, 16:45
» Where on timetable


To be sustainable and a ‘cut above the rest’ means different things to different employees in different organisations active in different industries. What does sustainability mean for our practice, in particular where these developmental measures are embedded in organisational endeavours? As practitioners we often observe the pressures organisations encounter in their quest to attain goals. Yet, as we practitioners also co-create organisational realities, just as much as we co-produce effects of sustainability.

What if our practice were dead? In our workshop we embark on an experiential journey applying a tried and tested approach to exploring the perspectives of sustainability that are likely to go lost in OD measures if they remain unexplored in a rigorous, real and relevant manner. Long live our practice!

We also engage in the process of tapping into the perspectives of our practice from the future as it emerges in the ‘here and now’ of OD. In doing so, we explore the perspectives of sustainability that are likely to be attained in organisational measures if we pay attention to them as an evolving process and over time.

Our journey starts now! To enable a rich and reflective dialogue, ideally, you will have explored this theme with others in advance. It is easy. Download this paper to find out how https://tinyurl.com/y8te43l8


Tünde Erdös holds a Master’s Degree in Executive Coaching earned at the Ashridge Centre for Coaching at Hult International Business School, which is backed up by ten years of experience as an executive coach, trainer and philologist. She is also an Ashridge Accredited Executive Coach and has recently embarked on a PhD trajectory at ABRI – Amsterdam Business Research Institute of VU University, Amsterdam.

She offers a psycho-dynamic approach focussing on the ’players on the stage’ in what seems to be a mature model in addressing tasks and goals in a cyclical, recursive, reflective and reflexive process. The approach grew out of the requirement in her coaching work that ‘You can take a horse to water but you can’t make it drink’. Additionally, she offers a relational stance: ‘It’s always both’. Creating and working in effective systems takes assuming responsibility for what we create and co-create. How do differences between client, coach and organisational contexts impact clients’ learning? AND: What can clients contribute to the coach’s own learning in the coaching relationship? In being genuinely curious about how we can become grounded in this inter-connectedness she is confident to enable clients cognitively and emotionally to develop effective and fully-engaged realities in their organisation.

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