Monologic vs. Dialogic 'Conversations'
Date: July 04, 2018 12:59PM
It occurred to me that while the executive coaching enterprise places much focus on improving the coachee's ability to effectively communicate -- to talk, and to listen, the field, itself, is completely 'monologic'.
Technologies come down from on-high, are rarely explained, discussed, questioned -- really never. Coaches tasked with delivering these interventions are virtually never surveyed. Failed assignments, failed large-scale projects are laid at the feet of the coach, and never at the haloe'd feet of the technology or project designers. There are no debriefs, there is no learning.
Given the influence est, Landmark, and Erhard's 'transformational technologies' have had on the coaching field, we seem to now have a professional culture that resembles a Landmark structure. The guru/facilitators dispense wisdom, sacred science from the front of the room, or places like N.Y.C., and the people in the room, now a global community, passively take these on-board.
Virtually everything is opposite of the 'values' disseminated by leaders.
Diversity (of thought) -- there isn't any
Inclusion (of many voices) -- they aren't included
Authenticity -- what can I say
Integrity -- situational
Trust -- very low
If you say anything about the above, it is your PROBLEM.
I would call it a totalitarian culture, masked by a lot of jargon.
Are the leaders of this trance coaching cult witting, or unwitting?
I can report having seen quite a few 'duper's smirks' at coaching conferences, so, I am going to say 'witting', for the most part.
Erhardian 'trance technologies' are being utilized in work with very senior corporate leaders, and the leaders of NGO's, NPO's.
'Coaching culture' is being driven into the DNA of organizations, globally -- and absent much/any research as to benefits vs. risks.
'Feedback culture' is being driven into the DNA of organizations -- sounds good, right? Imagine you are a senior leader grappling with myriad challenges you cannot disclose in depth to your org (I saw this during Lehman Shock). You make a decision, which you will have to live by, its on your head, and, instantly receive a flood of feedback from your managers, and, possibly the entire organization -- you were 'rated' via cell phone. Would a leader tend to become more honest in his/her communication, or less? I think he/she would become Joseph Stalin, or possibly, Werner Erhard.