Showing posts with label coaching. Show all posts
Showing posts with label coaching. Show all posts

Tuesday, October 6, 2015


Learner Therapist (64) … Test myself, test my patients

Torrey Orton

Oct. 06, 2015

Feedback Informed Therapy (FIT)

It is claimed, with reason, that the most effective therapists are those who seek constant and consistent feedback on patient experience of their therapy provision. The International Centre for Clinical Excellence offers research backing for this claim and tools for feedback informed practice. I find them sensible but unremarkable, being an obsessive self-doubter about my therapeutic effectiveness, which springs a little from my tendency to self-denigration and a lot from my constitutional scepticism.

My skill at feedback seeking and giving has been fashioned and refined during years spent in various educational roles ranging from teacher to instructor, coach and, drawing up last, therapist. I became accustomed to checking if things were working well enough from both my and the other’s viewpoint. During my first two years’ high school teaching in 1966 to ‘68 I kept a teaching diary daily for five classes a day assessing the appropriateness of my teaching plan and implementation over year levels 9 through 12 in English and year 12 in philosophy. For the latter course, I invented a student reflection process which has flowed on into later life teaching/learning settings. Both have a life today when patients take up diary keeping as a path to self-clarification.

As a result of these sources, I am inclined to see my therapy skills as applicable in a wide range of learning settings and roles, though most obviously in therapy, coaching and teaching. The process of testing patient / participant purposes or needs morphs naturally into testing learning processes and outcomes, and shifts emphasis from testing me to testing them – testing their confidence in their grip on themselves in whatever ways they are seeking in our work. One could say competent confidence in one’s ability to self-correct is the signal attribute of a professional or high performing amateur of any kind.

8 critical feedback opportunities


 
There are at least eight critical junctures for testing what patients / participants are working on, whether in therapy or training group:

1.      Preferably first, some kind of pre-session needs assessment before the moment of first entry, which may be a proforma tick-a-box, open-ended questions or a quick inquiry by phone at the initial contact for an appointment like “what’s your concern?” or similar.

2.      On arrival for the first session, the opening test is reconfirmed in this hello: ‘What are you here for?’ or its slightly more pointed sib ‘What can I do for you?’ In a group this is usually formalised in a group needs chart cobbled out of individual contributions.

3.      A little way into the first session (and many sessions thereafter), I propose this: ‘So, what concerns you is…? Am I right?’ This is a test of me, not the patient / participant, though they often hear it as a test of them.

4.      One step beyond mirroring is framing a chunk of patient / participant input into slightly different language and at a slightly higher (or lower!) level of generalisation, which does double duty of checking my grasp of their material and testing their capacity to generalise or concretise it.

5.      I pretty consistently check progress in session by inviting patient / participant assessment of the clarity and relevance of almost anything I offer beyond mirroring their contributions: “Is that clear?” “Does that make sense?”

6.      Towards the end of a session I seek a general assessment from the patient / participant like: ‘Are we on the right track for you here?’

7.      Over multiple sessions I check how the work is fitting their original and emerging objectives’ prediction of its direction and process, sometimes pointing out a new candidate for objective of the day, or week, for which I have evidence in their behaviour. Such “pointings” are raised as queries with explicit room for patient disagreement. Almost no patient / participant arrives at the end of therapy without discovering some learning objectives they did not start with.

8.      And, at the end of the learning process (in therapy there seldom is a complete closure, just as there is no closure to learning in life except the closure of life itself) we may look back by looking forward to see what new pathways have been unveiled by the work and what vulnerabilities have now been raised to the level of self-correcting consciousness.

5 in-session reflection ‘tests’



1.      Phrase completion test – there are a number of ways to signal I am paying attention to a patient / participant: This is a normal conversational move not just a therapeutic one and has the same effect – the person feels attended to, recognised, understood and shows this by continuing their conversational flow. For example,

a)      Add the word which comes next in a run of expression when the person pauses

b)      Punctuate chunks of expression with ‘Uh huh’, etc.

c)      Ask the patient to repeat what they’ve just said in other words, or give an example

d)     Encourage them to stay on a track they’re on with a rolling hand signal, not words.

e)      Stay silent when they reach a natural pause in their talk to make space for them to continue

2.      Feeling awareness tests, often repeated especially early in the work to authorise using feelings and help discover them.

a)      Mirror back a non-verbal, usually embodied, or say back a particularly striking expression

b)      Invite reflection on where in body they are feeling something: ‘’what body feeling is happening with this experience you are describing?’

c)      Invite an example / trigger of a particular feeling.

3.      Conflict engagement test

a)      Suggest an alternative perspective for a situation they are exploring – ‘I imagine you could look at this matter in other ways. For instance…’

b)      Propose an alternative interpretation for a situation – e.g. ‘Another way you could interpret at this is…’

c)      Assert they are wrong about a perspective or interpretation of theirs, with an appropriate degree of certainty in the truth claim involved. Use ‘perhaps’, ‘probably’, ‘possibly’, ‘certainly’ (as appropriate) to show your level of confidence in your assertion.

4.      Emerging theme identification test

a)      Repeat back a word in their conversation which suggests the patient / participant is evaluating something, especially them self – words like ‘value’, ‘care’, ‘like’, ‘avoid’, ‘worth’, etc.

b)      Invite an example of a particular evaluation, especially those where ‘could’ can easily replace ’should’ or ‘must’ in their speech.

5.      Objective description test – have they covered the what, who, when, where, how and why of their concern concretely?

NB – all of these ‘tests’ are feedback opportunities for both patient/participant and therapist/coach.


Learning to learn is the primary objective of therapy (and training and coaching!!)

A useful model for thinking and acting about adult learning is experiential action learning which comes out of workplace development needs arising from unexpected circumstances which out-date existing business operating constructs and competences.


I roughly work with this kind of framework in all learning settings where local design is necessary to fit specific conditions - a typical therapeutic requirement. The above ‘tests’ of both patient / participant and facilitator / therapist can be applied (should be applied) in any such setting for optimum effectiveness.

Monday, July 20, 2015



Learner Therapist (63) … How real can Skype therapy be?

Torrey Orton*

July 20, 2015


Last year I was called by a colleague in Europe chasing up a therapist for the CEO of a digital start-up. I had come to mind because, aside from my family violence case-load, I have a broad spectrum of business experience internationally and, by chance, occasionally in IT. I have used Skype for various private and public relationships for years, including executive coaching, therapy and peer supervision.

More recently, I was encouraging a reluctant friend to do some connecting with me on Skype which he resisted on the grounds it just couldn’t be real. It can but that, like many matters of fact, cannot be disputed into existence by arguments from conflicting faiths. Here’s my experience in fact.

I took on the offer and met the CEO face-to-face for the first time three weeks ago, having done four months of twice a week Skype therapy sessions from September to December ’14. What follows are observations about the medium from this experience and subsequent work in the company.

 Some Skype virtues -

1)      It really is just like being there with the patient. All the non-verbals are accessible and to some extent more so than in ‘live’ therapy because the cameras bring us closer than my normal seating distance live (which is about 75 centimetres knee to knee). So we were there together for those hours. The proof of this sense was that when we finally met face-to-face it was almost unreal; it was no surprise; it was as if we had always known each other ‘live’!

2)      The real time, ‘live’ nature of Skype also allows real time SMS communication within the Skype system. This is particularly useful for short chats between normal longer sessions prosecuted by keyboard in real time but only in type. A decision to go to video can be made without starting at full exposure, and commentary and sharing of data can accompany the fully live event. One can see if the other is on deck from the contacts list down the left side of the Skype screen.

3)      Skype allows an out of time SMS service, too, through which I can leave a comment about some matter relevant to that relationship, propose a formal meeting (live, video, etc.). This can serve to ‘ping’ the contact without forcing them to reject a live call if it is inconvenient. Often it’s a matter of negotiating a few minutes leeway to prepare this or leave that.

4)      Then there’s the video message option which arises about ten rings into a connection attempt, which is the same presentation as a live event, but for viewing at the receiver’s preferred time/place. The message’s 3 minute time limit is short enough to prevent any ranting tendencies in the messager.

5)      Skype allows multiparty meetings of which I’ve done quite a few too, with remarkable clarity, etc. A good headset and higher class camera mounting is important to get best mileage out of the service.

Skype shortcomings

It is highly sensitive to bandwidth problems, which advanced practitioners can mitigate by selective deletion of functionality, notably turning off video while audio stays live, as does the SMS feature. These mitigations can be negotiated between participants live, with one turning video off and the other keeping it on, etc. This also makes the administration of the event a joint responsibility not just that of the therapist, coach, boss…

Skype also seems to have a therapeutic hour self-concept…it begins to threaten the process with performance warnings around the 50 minute mark. Longer on Skype, especially in group sessions, is strenuous for some reasons I suspect having to do with too much unbroken screen time.


*I am a 72 year old, AHPRA registered male psychotherapist with a large caseload out of family violences. There the question of what is ‘live’ in real life is the central existential challenge and how to live better the central developmental one.

Friday, April 16, 2010

Learning to act right (6)…. Learning to be accountable.


Learning to act right (6)…. Learning to be accountable.
Torrey Orton
April 16, 2010
"It was my fault …"
… said James, an executive coach, as he worked over a recent incident in his practice. He has in hand a rising CEO, Tom, with a commitment to developing interpersonal and group sensitivities and competences, especially under pressure and/or in conflict. Half way into a six month coaching process James began thinking some structured group work would be useful as a complement to and extension of their one-to-one work.
James's thinking had been prompted by a professional colleague's (Anne) mention of a new relationship skills program she had designed. She was building on her extensive experience with a variety of group-work formats and focuses. She was ready to run a trial group and was networking for potential participants. Fees would be nominal.

James agreed to nominate a client after a few further chats with A. This was Tom, who J. encouraged to attend on the grounds he was ready for and could use the enlarged growth opportunities of group work. T. signed up, paid up (6 sessions in advance) for a two hour evening session a week with 8 other exec's in training.

"I want my $ back…"
J stayed in touch with T's experience, but it was not the main focus of their work. Not, that is, until T. reported having walked out of the final session with A. in a stir of disappointment at the process. He felt it had not really been what it was claimed to be in the pre-work documents, or J.'s description of it, or the facilitator's (A.) work style. "I want my $ back" T. said at the next meeting with J. he had also made the same request of A. and her organisation.

It became clear to J. that T. had not been an appropriate candidate for A's program – an impression confirmed when he suggested T. go back to A. to see if he could clarify his perception of what the program was supposed to be. This perception was the basis of T's sense of betrayal by the program, and by A. and, implicitly, by J. T. agreed but was not able to follow it through.

J. realised that the responsibility for T's experience and its resolution was his. He had over-rated T's development at the time and under-rated the shortcomings of A's design. He had for a number of understandable, but, it turned out, inappropriate reasons misjudged this opportunity for everyone. He entered it under some time pressure to nominate someone, had wanted to help A. get her new program up and, indirectly, to support A.'s organisation in its business development efforts. This combination, along with J.'s tendency to over-estimate client development on the basis of development achieved in coaching, produced the mismatch, and he sat at the centre of it.

So, rectification was his to achieve, including financial aspects. The highest possible refund was <$500, so dollars were not the issue, though differently for T. and A. They were the currency of their relationship.
For J., the basic framework for taking up his responsibility was the concurrent and continuing coaching process with Tom. One of its core themes at the time of this disappointment was how to negotiate perceived performance failures, and that's where J started – with his own misjudgement of both T and A. He explicitly took charge of the follow-up individually with T., Anne, and the head of her organisation (who offered to cover any refund if it was eventually agreed; J. refused).


Finales
J. met with T. in an unpaid consultation to explore the experience, with a focus on how T. had been disappointed to the point of not being able to raise it with A. until too late, both emotionally and temporally. J. also participated in a debrief with A. and her organisation, seeking to understand what actually happened and how it might be approached differently. This included review of how the program was promoted and conducted to reduce future prospects of such misunderstandings and or mis-fits. In both events major growth occurred for all participants, including J.