Reconnecting universities to their public purposes

By Martin Vogel

obu

This is the final post in our series looking at how our counter-consultancy approach meets the needs of higher education institutions. Here we explore how interdisciplinarity and external collaboration can revitalise the public value of universities.

Interdisciplinarity and external partnerships provide a foundation for universities to renew their public value. This is because they grow out of the genuine and distinct strengths of a particular institution and point to how it can make a unique contribution to addressing society’s challenges. But this contribution can be realised only if there is clarity about the institution’s public purposes: the generic ones it shares with other higher education establishments and the distinct one that arise out of its own particular circumstances.

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The emergent route to fostering interdisciplinary collaboration in higher education

By Martin Vogel

networking

This is the third in our series looking at how our counter-consultancy approach meets the needs of higher education institutions. Here we explore the complex nature of university cultures and how we use conversation and reflection to mobilise distributed leadership.

Interdisciplinarity can address a university’s need for funds and a distinctive marketing proposition but also the individual academic’s need for compelling research opportunities. If each university has unique research strengths, these can be synthesised into interdisciplinary ventures which pursue approaches to research excellence that can’t be replicated easily elsewhere. This creates compelling reasons for funds, students and academics to gravitate to particular institutions. It counters a view of higher education as a largely undifferentiated, instrumental business with one which construes it as comprising diverse institutions each with intrinsic value and distinctive contributions to make to the world’s knowledge.

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Coaching: a vocation for our times

By Martin Vogel

Coaches follow in the tradition of shamans.

Book review: Coaching and Mentoring: A Critical Text, by Simon Western

Simon Western seeks to challenge and expand our view about what constitutes coaching but, in so doing, he also challenges and expands received wisdom on what it means to be a leader in today’s complex and fast-moving organisations.

Coaching is a young practice, scarcely a profession. On the one hand, it has an inferiority complex in relation to other helping professions, particularly psychotherapy from which it takes much of its sense of good practice. On the other, it is rapidly being colonised by big management consultancies and business schools who recognise coaching’s threat to their turf. Talk of codifying what coaching should be through accreditation and even regulation is a sure sign of vested interests attempting to appropriate ground for themselves.

Western’s book, Coaching and Mentoring: A Critical Text, investigates coaching as it is practised rather than how it is conceptualised in the literature. The strength of this approach is that it resists the tendency to reduce and constrain how coaching is defined. Instead, Western celebrates its diversity – from new age influenced life coaching through to corporate coaching interventions with their solutions-focussed processes and returns on investment.

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Mindfulness plus narrative awareness equals critique

By Martin Vogel

mindful revolution
Time for a mindful revolution?

This is the third and final part in my series on being and doing in coaching. In Part 1, I explained how I draw on mindfulness and narrative awareness in my work. In Part 2, I discussed the symbiotic link between being and doing, and the challenge to bring more of a sense of being to our doing.

Regular readers of this blog will be familiar with the critique of organisations that we have developed here: the idea that organisations could be less toxic places to work and could play a more positive role in addressing society’s problems. I don’t want to rehearse those arguments again but instead look at how they come out of the approach to coaching that I have been describing in this series. If coaching is, as I maintain, a way of facilitating unfamiliarity, it follows that it is potentially disruptive of the received wisdom in organisations – the things that are so taken for granted that it’s otherwise almost impossible to question them. By putting a premium on connecting with our embodied wisdom, our gut instincts and nagging doubts, it creates space to acknowledge the ways in which the things organisations ask of us might make us uneasy.

Where does received wisdom come from? Narrative theory tells us that it is shaped by the dominant culture of the age. In our age, the common sense is defined by neoliberalism: the idea that the market is the natural way to do things and, if we live with the consequences of the market, this will be better for everyone in the long run. More than that – and more pertinent to this conversation – it’s a common sense characterised by hyper-rationality in which the insights that comes from emotion, values and embodied wisdom count for little.

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Being and doing are not mutually exclusive

By Martin Vogel

Day's work
A day’s work is never done

This is the second in a series of posts based on a talk I gave on being versus doing in coaching. Part one of the series looked at the influences of narrative and mindfulness on how I work as a coach. This post explores the tension between being and doing.

Being versus doing is an increasingly important question for our culture. We live in an era when time is at a premium. Time is money and we’re all under pressure to give as much as we can in the time when we contract our labour to others.

This doesn’t always equate to greater efficiency. In the years since our rubbish collections were contracted out to private management, there has been a clear shift in focus from quality of service to minimising inputs (both time and people). The bin men’s job was never pleasant but now they have to do it as if competing in a macabre version of It’s a Knockout. The rubbish gets collected, but much is strewn all over the place and the bins are left lying in random places – so neighbourhoods are left, in some respects, in a worse mess than before the bin men arrive.

Because this pressure on time can lead to a poor quality of working life, we come to put much more emphasis on our getting the most from our personal lives. So even away from work we don’t escape the pressure to get things done. Films to catch, rooms to decorate, walks to be done in inspiring places – not to mention routine essentials like laundry, shopping and cooking. We really need times of stillness and quiet: opportunities to calm the agitation and connect with ourselves and how we’re feeling about what’s going on.

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Judging non-judgment

By Martin Vogel

non-judgment day

All through my professional life, I have cultivated the quality of non-judgment. It’s a foundation of my work as a coach. Yet – as my increasingly trenchant views on this blog attest – I also appreciate space in which to exercise judgment and I facilitate others to do the same. Is it possible to value judgment and non-judgment simultaneously? I think so.

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Coaching in a messed-up world

By Martin Vogel

The Universe: its future may depend on you
The Universe: its future may depend on you

Last night, I attended a stirring call on the coaching profession to wake up and recast its responsibilities in relation to a world that is messed up and in crisis. The call was made by Aboodi Shabi, who one might reasonably describe as a leader of the coaching profession in the UK. Courtesy of a platform with the London Coaching Group, he extemporised on themes I have advocated myself, most recently in my presentation to APECS. But Aboodi made the case with a passion and bluntness that challenged me to stand up for this agenda with much greater clarity. A theme of the evening was how coaching could “come out” as a profession that engages with society’s problems. Aboodi’s message resonated with a good proportion of his audience, although it also provoked fear and dismissal among a vociferous minority.

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Your first session with a coach

How to work with a coach, part 6

By Martin Vogel

6 iStock_000003102856Small

When you begin work with a coach, the first session can have a significant influence on the how the coaching programme as a whole plays out. It is the coach’s responsibility to facilitate a constructive session. But, for a client, it can by useful to understand the potential dynamics of your first session. This can help you both to evaluate how your coach is doing and to optimise your contribution to making the coaching a success.

For many coaches, their main objective in the first session is to establish rapport with the client and the foundation of a relationship based on mutual trust and respect. You might be forgiven for bringing a little scepticism to such aspirations. Is there any kind of professional who wouldn’t claim to aspire to trust and rapport with their clients? Coaching is different, though. Professions such as lawyers, doctors, architects even many kinds of therapist, are trading on the expertise that they can apply to fixing a client’s problem. This implies a degree of inherent disrespect for their clients – that is to say, a conviction that the client lacks resources to address their issue. Coaches’ expertise is not applied to solving a client’s problem but to helping the client find their own strategy or solution to whatever challenge they face. In short, they trust the client’s resourcefulness, the client’s expertise in their own situation.

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