Notes towards practising unknowing in coaching

By Martin Vogel

Questioning

This is the second of a two-part series on the orientation of unknowing. Part 1 explored what is meant by unknowing. This second part discusses how it might be applied to coaching.

Unknowing can be viewed as a discipline. It is the practice of letting go of what we think we know, opening to freshness and holding ideas lightly. It is hard, because our identities, even our sense of moral worth, are wrapped up in our knowing. As with all disciplines, the more we practice, the more fluent we become.

Most of us have deep knowledge about a few small areas of life. You might call this erudition. Erudition is to be valued – though, even here, it is prudent to hold one’s knowledge open to challenge and revision. But beyond our areas of erudition, our knowledge about everything else tends to be very shallow. So shallow, it is hard to distinguish from ignorance. If we make decisions informed by ignorance, masquerading as knowledge, they can have unfortunate consequences. We might vote in a referendum on an issue we scarcely understand or espouse ways of responding to a novel virus about which (by definition) even scientific experts know very little.

Unknowing is about loosening our attachments to ignorant certainties – bringing, instead, humility and curiosity to the world as we find it. Applied to coaching, it entails relaxing the idea of coaching as solution-focussed and goal-oriented – leaning more towards a view of coaching as a reflective practice, in which coach and coachee explore and make sense together. It can help clients to encounter the world in fresh ways. Paradoxically, by entering a space where the pressure to have an answer is alleviated, the client is more likely to gain clarity about what to do next. What to do next might be to do nothing: to wait to see what emerges, and to be ready to respond.

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How to heal polarisation

By Martin Vogel

As part of my recent research into how coaches are engaging with the political sphere, I interviewed a US-based coach, John Schuster, who teaches on coach training programmes at Columbia University and the Hudson Institute. The interview didn’t make the final cut of the published article because the editors wanted to focus on the discussion of coaching and climate change. But John’s work highlights a very different way that coaches can contribute to addressing some of society’s big challenges. John is tackling polarisation: using his coaching skills to bring together people across the Republican-Democrat divide.

A Democrat-supporter, he teamed up in 2016 with a coach who had voted for Donald Trump. They organised a conversation to which each invited three friends from their own side.

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Barack Obama: new model leader

By Martin Vogel

Barack Obama at Jefferson Jackson Dinner, Des Moines, Iowa
Barack Obama, Iowa, November 2007

When Barack Obama is inaugurated as US President on Tuesday he will usher in not just a break with the eight years of the Bush Administration, but a distincitively modern humanistic style of leadership which has never been tested at this level. If his presidency is a success, it will have a profound impact on how leaders everywhere perceive themselves and how to be effective in the 21st Century.

One of Obama’s most striking chracteristics is the way he draws on ways of being as a leader which have been advocated as best practice for thirty years or more, but which he synthesises into a style which seems strikingly authentic and demonstrably impactful. He comes across as a man who is grounded, at ease with himself, totally focussed, and able to connect with people with integrity.

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