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In this webinar Judy Ryde, author of Being White in the helping professions, looks at how coaching professionals can work more effectively within a multicultural environment. If you are an experienced coaching professional within a powerful cultural grouping, working with multicultural executive teams and coaches, this webinar looks at how you can challenge your perspective and explore your own racial and cultural identity. Discovering your own bias and assumptions will enable you to tackle the powers at play within multicultural coaching interventions. See more about our Transcultural Coaching Supervision course at www.bathconsultancygroup.com.
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A division of GP Strategies Ltd
September 2014
Transcultural Coaching Supervision Webinar
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Transcultural Coaching Supervision and hit ‘Send’
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Your Presenters...
Dr. Judy RydeProfessor
Peter Hawkins
World Leaders in Coachingand Coaching Supervision
Thought Leadership in Coaching Practice
Providers of Coaching Supervision Courses since 2003
10+ countries internationally
Over 300 experienced coaches have participated
OVERVIEW
How do we take culture
into account?
Thoughts on culture
and difference
Dialogue
Working across
differenceand power dynamics
Whiteawareness
model
Very large such as
‘western’ culture
or national cultures
Groupings within
society, such as
class and regional cultures
Smaller ‘micro-
cultures’ such as
communities,
organisations and
professional
departments within
an organisatio
n, e.g.
marketing
Social cultures such as
those that relate
to other minority groups such as LGBT,
disabled people, etc
Culture groupings may be...C
ultu
re a
nd
Diff
ere
nce
Cu
lture
an
d D
iffere
nce
CULTURE
Individuals may belong to several cultures
and we have to negotiate our
way between them.
Provides a holding milieu of accepted ways of being and
thinking that are implicitin groups.
Habitual Patterns
of Behaviour
Reactive Personal Feelings
Assumptions, Values,Stories I tell myself, Motivational Roots
Data
Four Levels of Engagement
Starting with ourselves…
What cultural groups doI belong to?
For each of the cultural groups, what are the assumptions that underlie our understanding of the world?
How do I adjust my thinkingand acting as I move between the different cultural groups I belong to?
In order to take culture into account we need to hold in mind:
That habitual ways of thinking may arise out of cultural assumptions and are not just a personal matter
That those of us who are ‘white’ are part of the globally dominant culture and as such hold ‘cultural power’
That coaches also exist in a culture which is no more or less valid than the client’s but may lead to us
holding different values and assumptions
That the dialogue between us will throw up cultural clashes and may be a fruitful way of understanding
and negotiating cultural differences
That more sensitive work will result if we: • Familiarise ourselves with the kind of differences that may exist • In order that we can recognise them when they arise• Acknowledge power differences
‘White’ = Western European diaspora
Sue and Sue’s
Dimensions of
Cultural Difference
Emotional expressiveness (the degree of
emotional expression which
is thought desirable)
Individual centredness
(whether there is a greater focus on the group or the individual)
Insight
Self disclosure
(openness and intimacy)
Cause/effect orientation
Distinctions between
mental and physical
functioning
Ambiguity
Patterns of communicati
on
Sue, Derald Wing and Sue, David (1990) Counselling the Culturally Different N.Y. Wiley
Stolorow, R.D. and Atwood, G.E. (1987) Psychoanalytic Treatment: An Intersubjective Approach. The Analytic PressStolorow, R.D. and Atwood, G.E. (1992) Contexts of Being. The Analytic Press
Inte
rsu
bje
ctiv
ity a
nd
S
up
erv
isio
n
Coach
Supervisor Client
Supervision
To work transcultura
lly in a sensitive way it is
important to
understand that:
We are ourselves embedded
within cultures of our own
We need to be alert to the
fact that these
complex and often
unconscious interactions
will be affecting us
and our coachees and supervisees
That collaborative dialogue is a
methodology that can help us within this complex field
The field is complicated by differences in
power and privilege
Dia
log
ue
A conversation between two
or more people in which the exploration of
meaning between them is more important than one
being ‘right’.
MEA
NIN
G
QU
ALIT
Y
QU
ALIT
Y
QU
ALIT
Y
There is good listening on both
sides with an attempt to really understand what
the other is saying.
We are preparedto be ‘wrong’.
We notice what our spontaneous responses are
without judging them but trying to understand their
meaning.
Buber, M. (2004). I and Thou. London and New York, ContinuumBohm, D. (1996). On Dialogue. London, New York, Routledge
Often dialogue is more difficult across difference as we may have strong reactionsto what is being said
Remembering to stay in dialogue and just note rather than react to orrepress these reactions can be very important to really understand
Listening to and understanding another perspective does not mean giving up ones’ own perspective
Our reactivity may be lessened with greater understanding
We can learn not to identify with our own reactivity
Buber, M. (2004). I and Thou. London and New York, Continuum.Bohm, D. (1996). On Dialogue. London, New York, Routledge.
Collaborative Dialogue Across Difference
Pow
er
Diff
ere
nce
Not all parties or cultures are equal in power
Difference andPower Dynamics
Role Power
Cultural Power
Individual Power
Power differences between
cultural groups
occur in:
Gender
Class
Race
Other types of cultural differenc
e
Diff
ere
nce a
nd
Pow
er
Dyn
am
ics
Unspoken
Often Denied
Some of the 46 ways in which white people benefit by their whiteness from ‘White Privilege and Male Privilege’ by Peggy McIntosh
I have no difficulty finding neighbourhoods where people approve of our household
Our children are given texts and classes which implicitly support our kind of family unit
I can talk about the social events of a weekend without fearing most listeners’ reactions
I will feel welcomed and ‘normal’ in the usual walks of public life, institutional and social
When I am told about our national heritage or ‘civilisation’ I am shown that people of my colour made it what it is
I can do well in a challenging situation without being called a credit to my race
Exam
ple
s of p
rivile
ge
What are some ways
you are privilegedover other people
you work with?How do you make that available
to talk about?
Awareness of
our Power and
Privilege
Model
Maintain awareness of the intersubjective field
which is co-
created
Work dialogic
ally
Hold the complex
ity of situation
We can work well with power dynamicif we discover how to...
YOU are the future of Coaching
We now want to addressyour questions and comments
Certificate in Coaching Supervision: Programme Overview
What our Alumni Say...
This was the first course that I have attended for many a moon where I felt I got back more than I put in. .. To be surrounded by people who for me embody the best qualities of a coach and behaving with humility and generosity with an absence of ego was a joy. Foundation, June 2014
Great trainers - present, caring, of service to us and our needs. Group Supervision for Executive Coaches course, Oct 2013
Dates for Your Diaries5-7 November:Transcultural Supervision: Working With Bias and PowerBath, UK
5 December:Webinar - Seven-Eyed Model: How it continues to developMore details to follow soon
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www.bathconsultancygroup.com
A division of
Dr. Judy Ryde and Professor Peter Hawkins
lara.dias@bathconsultancygroup.comPhone: +44 (0)1225 520866
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