By Martin Vogel
One doesn’t need to work long as a coach to encounter clients who bridle against the profession’s non-directivity ethos and demand answers. “I want tips, not coaching,” one said to me recently. “What’s making you say that?” I replied – impolitely deflecting the request.
In fairness, this encounter arose at a time when I was particularly unlikely to comply. Through the pandemic, I’ve been musing on what I call my unknowing project. I’ve become convinced that we cherish knowing too much – or rather, the feeling of knowing. We live in an era of intersecting complex challenges – globalisation, environmental crisis, social and racial inequities, nationalism. Covid, sometimes referred to as a syndemic, cuts across all of these. Complex challenges are defined by the difficulty of designing a solution. Yet they characteristically call forth simplistic answers from people who are uncomfortable with this fact. Which is to say, most of us. Homo sapiens, the man who knows, prizes having answers. But we are, as Steven Sloman and Philip Fernbach have found, more ignorant than we allow.
Any client who comes into coaching feels, at some level, the pressure of the need to know. Coaching risks colluding with the fantasy of knowing in the face of complexity. Perhaps, instead, we can contextualise it. Both coach and client can try to approach the world with some humility about the limits of our knowledge.
Continue reading “Unknowing: an orientation for coaching and leading”