The Client
Whitworth) or the columns of the identity” (after H. G. More info: olympics. Petzold), a description of the current situation of the client can be done comprehensively. A coach must adapt to the respective working situation of the client in the change, only the headings of the two mentioned methods (E.g. for the identity columns “: work/performance, material safety, relationships, body/health / values/sense”).
The following questions may be discussed together caused this transfer process: what content is working as change (work)? What will change for me material (material safety)? How to change my working relationships (social)? What must we do so that the operating climate in my Department stays healthy (body)? What new (or other) values and behaviors will be (sense) after the change desirable? Control of the emotional involvement of the client can be done in particular through the introduction of rituals. To do this, Schmidt-Tanger is on further reading of Martina. Various forms of separation and welcome rituals also reconciliation work as the client allow the adoption of old habits and the introduction of new behaviors. Third phase: design has compromised the client with the need to change and they accepted, he enters a stage of exploring its possibilities to shape the change and to adapt its current work situation. This is the right time to broaden the views of clients and to stimulate his creativity.
The coach can in this phase of the change support with helpful methods to the exploration. It can, for example, a panorama of work “(by H. G. Petzold) developed are, where the client for permanent change outlined his workplace and then discussed with the coach. The miracle question “(according to Steve de Shazer) can be used to install the client in a perspective of successful change. At this question the client that he wakes up one morning and the change is ideally completed by implying the coach.
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