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Most clients feel emotions , if not in their body , then at least in their head . Emotions can often signal when something is awry and that a change is needed . We may think of this as a sort of base layer in the framework , what we call level 0 . At the next level up reside the logic and facts from which we operate . For example , suppose a team leader holds the belief that all workers will inherently expend as little energy as possible . He observes his team working at what he perceives to be less than 100-percent effort despite his continued exhortations and incentives . Clearly a new model , or schema , must be developed to embrace the idea that some other force or factor may be at play . In essence , he must move up to the next level , or loop , of learning . Theorists dubbed this concept double loop learning .
Business theorist Chris Argyris collaborated with philosopher Donald Schön to take the concept of double loop learning into executive leadership development . As the executives were struggling to understand why a specific situation wasn ’ t working out as planned ,
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Argyris and Schön encouraged them to move up to the next level and explore new values , beliefs or schemas that may fit . Subsequent theorists probed an additional level and landed upon the idea of changing self-concept and learning style . These highest-level changes manifest themselves in profound shifts in the individual ’ s outlook and subsequent behavior . These conceptual levels create the framework we all use as a backdrop for our daily behaviors .
We call this model the Generalized Model of Adult Change ( GMAC ) since it appears to have broad applicability to adult humans .
We are all constantly bombarded with information . Our framework continuously filters this barrage of information and consciously or unconsciously allows a small amount through to our conscious awareness . Once we receive the information , we then consciously or unconsciously evaluate the information against the existing framework and feel either in consonance with that information or in dissonance with it . If we ’ re in consonance with it , then we feel
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happy and continue on with life . In the event that we find ourselves in dissonance with it , we make a conscious or unconscious decision as to whether or not we will do something about the situation .
As humans , we generally change because we are either running away from something painful or toward something we are seeking . If the pain we are experiencing due to this dissonance is not very high or the desire toward a new state is insufficient to bring us to action , then we may choose to just live with it and remain uncomfortable . However , if the pain or desire becomes too great , we may reflect upon the situation and attempt to develop a new attitude or behavior — a change to our existing framework . And then the cycle continues anew .
Incorporating this model into your coaching may provide insight into areas where your client is encountering obstacles and identify a path forward . As you become proficient at looking at your client ’ s goals and progress through this lens , the process should flow with ease and fluidity .
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Coaching World 21 |