Alignment

[diegohangartner]

In my practice I discovered the crucial importance of Alignment. Without Alignment, Coaching cannot function, particularly not with Groups/Teams. I found this ORSC model very helpful in working with teams – both when the team is in agreement as well as when there is conflict:

After setting the Context of Coaching, Designing the Alliance (for individuals and for the team), and articulating the Team Norms, I find “Designing Team Alliance” (DTA) crucial. In DTA, it is suggested to include “Openness”, “Listening” and “Respect” as vital elements, and in itself is already some alignment.

Depending on the setting, this can then lead to the actual steps of “Alignment Coaching”.
Alignment Coaching has 3 Phases:

Phase 1: (Setup and Ventilate)
– Identify the Issue
– Provide Context for the Tool
– Set up and do bi-lateral ventilation (at least two rounds when conflict is present)

Phase 2: (Discover common interests)
1. Useful questions
– Why is it important to resolve this?
– Are you willing to resolve this without blame?
– What do you agree on?
– Reflect common interest and Experiences; reflect commonalities
At this point one of the key skills is to Name the “EMOTIONAL FIELD” and acknowledge the partnership throughout

Phase 3: (Problem Solving)
– Put problem out in front
– Clients become a team to resolve it
– Create action step to solve problem

This then needs to be followed up by Accountability.

Skills needed for Alignment Coaching are:
– Read and Work EMOTIONAL FIELD
– Bi-lateral Ventilation
– How do you feel?
– Quick back and forth
– CONTEXT: move forward together while honouring common interests
– When appropriate and warranted, as the coach fade away
– Acknowledge the Relationship

Source:
ORSC Fundamentals Flipchart, p.19 (Organization & Relationship System Coaching)

[AVDeaton]

Thanks so much for sharing this process. I can see how it would help a team to get aligned, and move forward.

Below is an Alignment exercises I like to use with teams. It can help teams when they are trying to articulate how they see themselves, and who they want to be. Using visual images takes advantage of the fact that more than half of the sensory neurons in our brain are visual in nature. When team members do this, they tend to feel safe and grounded in having images that convey something important. Seeing and hearing everyone’s chosen pictures enables the team to recognize where they are already aligned, and to see a shared picture for the future.
1. Coach brings a pack of visual image cards (e.g., InSights, Visual Explorer, your home grown deck) and spreads out on a table or other surface so each picture is visible. (Be sure to have enough images so there are at least 4 pictures per team member to allow for ample choice).
2. Invite all team members to circulate around the table in silence and to choose two cards:one image that captures where the team is now, and another for what they envision for the team in the future.
3. Once everyone has chosen two cards, invite them to take turns sharing (a) their current image and why they chose it-what it captures about the team as it’s currently functioning-both positive and problematic; and (b) their image for the desired future for the team-what their hopes are as shown in the image.
4. After everyone has been heard, have team identify some of the themes for who they are right now and who they long to be in the future. Be sure to invite positive reflections on the team as it currently exists, since they’ll want to continue these in the future as well as expanding their strengths into new areas.
5. In addition to capturing some of the team’s words on flip charts visible to all, it can be helpful to take a photo of all the team’s images. Some teams will want to create a vision board or similar reminder.
Please feel free to reach out if you have questions, or want to share an experience with a team you are coaching.
Ann V. Deaton, PhD, PCC Ann@wecanbounce.com

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