There are certain standards on which you can rely in the case of evolutionen. These include, for example, a specific image of people, a systemic view of people, their relations, and, obviously, of companies. We utilize modern science, such as the findings in the field of neurobiology, for the purposes of securing new opportunities, acquiring a different focus or, by means of irritating assumptions, regarding an impenetrable situation in a completely new light. We appreciate paradoxes. And, at the same time, clear words.
In this regard, we are guided by a language which is less technocratic than elsewhere in the business sector. For this reason, one of our projects for 2006 is to render Marshall Rosenberg's topic of "Non violent communication" more accessible to managers. We are still seeking concrete approaches and would be pleased if you would share your ideas with us.
All the coaches in the team possess constellation qualifications, which they also deploy during the course of their performance of their individual tasks. If you wish to learn more, we would refer to Rupert Sheldrake's "Morphogenetische Felder" or books from the field of organizational or structural constellation by, for example, Gunthard Weber, Insa Sparrer and Varga von Kibed.
We permit our activity to be supervised, furnish each other with collegial intervision and regularly exchange notes with colleagues. This enables topics which are difficult or exercise a special effect on us to be resolved satisfactorily or tackled differently.
Coaching is neither therapy nor consulting, even if it has borrowed numerous therapeutic methods and some of the knowledge which it applies stems from the field of consulting.
The difference between therapy, consulting and coaching
If it appears necessary, we advise you to seek therapeutic assistance. It is frequently the case that a few sessions pertaining to traumas and old wounds can achieve a great deal; the search for systemic short-term solutions, too, does not take for ever and a day, and in many cases provides very good assistance. Although we do possess some therapeutic training ourselves, we do not incorporate this into our coaching activities and take every precaution to ensure a clear separation.
The difference between coaching and consulting can be described by the following principle: in a consulting session you hear what the consultant knows (and you perhaps do not). In a coaching session you learn what you know (and was previously inaccessible). The key to numerous questions will lie within yourself - it is this on which coaching banks.
Perhaps you would like a form of coaching in which you also receive feedback from your coach or can ask them for impulses. While this is certainly possible, it should be clearly agreed. Otherwise, the order of the day is: the coach reveals possible ways for you to achieve your very personal (and therefore best) solutions yourself - but they do not provide this solution.
Last, but not least: coaching entails the clarification of changes in behaviour and attitude and the implementation of these changes. However, what coaching most definitely is not is a commissioned personality improvement business.