Human Systems Coaching
Using the Self-Empowerment Sequence
With Saul Eisen, Ph.D.
• Are you caught in a vicious cycle, or not sure what to do next?
• Do your clients keep getting in their own way but can't see it?
• Is your group paralyzed and unable to move forward?
• Are people stuck in scapegoating and feeling powerless?
Discover the transformational power of the Self-Empowerment Sequence (SES) for catalyzing significant shifts in your own understanding and effectiveness. Explore the application of this perspective to the human systems in your life, including key interpersonal relationships, teams, families, the work setting and organizations, communities, and the global society.
The Self-Empowerment Sequence is a seven-stage road map for working through any concern, problem, goal, or aspiration. Action steps for implementation emerge naturally, along with the clarity and commitment for following through with one's own decisions.
Who will benefit:
• External and Internal Organization Development practitioners
• Executive coaches
• Group facilitators
• HR Training and Development professionals
• Managers and team leaders
Upon completion, you will:
• Have direct experience with the effectiveness of the Self-Empowerment Sequence
• Have used the SES to work through personally-relevant topics in three or more human systems
• Have developed skill in working through the task presented by each stage of the SES
• Have developed skill in facilitating and coaching others through the Self-Empowerment Sequence
Location:
Sebastopol, CA
Dates and Times: Four consecutive Wednesdays:
April 22 & 29, May 6 & 13, 2009.
We meet from 5:30 to 9:00 pm.
Program Fee: $250
Light dinner food will be catered, and is included in the fee.
Registration: Space at this facility is limited.
Contact Saul Eisen for registration form.
Saturday, March 28, 2009
Monday, March 16, 2009
Reality 10: "There will be surprises!"
So there you have it: I promised to tell you about nine assumptions and ten realities. We have considered nine sets of assumptions that make a difference in how we live our lives; nine choices in how we think, which have consequences for what we experience:
1. Stable Growth, or Discontinuous Change
2. Rationality, or Unconscious Reactiveness
3. Competition, or Collaboration
4. Scarcity, or Abundance
5. Abundance, or Ecological Limits
6. Coercion, or Community
7. Information, or Interaction
8. Vertical, or Horizontal Coordination
9. "Someone's in charge," or "Yes—We are!"
There are other sets of assumptions and other topics I plan to explore here, but for now let's pause and consider what this is about: We are attracted to the comfort of certainty, especially in difficult times, and about that which is dear to us. But certainty is elusive, especially about the important questions.
So we make some educated guesses about how things are, and what is likely to happen, and then we choose our behavior accordingly. Years ago, George Kelly wrote brilliantly about this in The Psychology of Personal Constructs. We are all scientists, he told us, continually developing hypotheses and then acting on them. But competent scientists remember that these are hypotheses—best guesses—and that emergent data and experience can be used to confirm, disprove, or modify them. That is the scientific process, and more generally it is the learning process, which helps us to function effectively and happily as human beings.
We get in trouble when we forget that these are assumptions, tentatively held, pending further information. Blind certainty is at the core of much injustice, cruelty, and human folly. But when we follow the discipline of constant inquiry, we have the opportunity to do what we do best as human beings and as a society—we learn, we improve, we develop, and we grow.
What assumptions have you modified lately?
1. Stable Growth, or Discontinuous Change
2. Rationality, or Unconscious Reactiveness
3. Competition, or Collaboration
4. Scarcity, or Abundance
5. Abundance, or Ecological Limits
6. Coercion, or Community
7. Information, or Interaction
8. Vertical, or Horizontal Coordination
9. "Someone's in charge," or "Yes—We are!"
There are other sets of assumptions and other topics I plan to explore here, but for now let's pause and consider what this is about: We are attracted to the comfort of certainty, especially in difficult times, and about that which is dear to us. But certainty is elusive, especially about the important questions.
So we make some educated guesses about how things are, and what is likely to happen, and then we choose our behavior accordingly. Years ago, George Kelly wrote brilliantly about this in The Psychology of Personal Constructs. We are all scientists, he told us, continually developing hypotheses and then acting on them. But competent scientists remember that these are hypotheses—best guesses—and that emergent data and experience can be used to confirm, disprove, or modify them. That is the scientific process, and more generally it is the learning process, which helps us to function effectively and happily as human beings.
We get in trouble when we forget that these are assumptions, tentatively held, pending further information. Blind certainty is at the core of much injustice, cruelty, and human folly. But when we follow the discipline of constant inquiry, we have the opportunity to do what we do best as human beings and as a society—we learn, we improve, we develop, and we grow.
What assumptions have you modified lately?
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