This pre-recorded course of 2h 19 minutes plus exercises originally took a 6h day to work through.
The course ‘Coaching Skills for System Intervention’ focuses on relationship systems. This is part 2. The systems that we want to change are typically created and maintained by people. Even if we have a strong ‘technical’ methodology, we are still asking people to work with it.
People in regular interaction with each other develop a certain pattern of interactions: a ‘relationship system’. We are all part of multiple relationship systems: Not just with our colleagues at work, but also within our families, with our classmates at school, a circle of friends, in voluntary associations (e.g. a choir, a theatre group), a faith group or sports clubs we are part of.
Every relationship system develops its own relational dynamic, because of the particular chemistry between the people that are part of it. Every relationship dynamics has its positive but at times also its problematic patterns. The course helps you develop insights to try and address negative dynamics, and confirm or enhance positive ones.
The course is primarily framed from the perspective of a coach who is external to the relationship system that can benefit from positive change (external, at least for a while, as regular interactions between a a coach and her or his ‘clients’ can become itself a relationship system).
Objectives
The overall objectives of the course are to
- Give you insights into various aspects of relationship dynamics
- Give you a series of practical tips and approaches to use when trying to change a relationship dynamics that is not as healthy as it could or should be.
Part 2
The course is made up of two parts. It is not recommended to take only the second part without the foundations of part 1. Part 2 will help you to deepen your understanding of relational dynamics in organisations. Its first substantive session offers you some insights into organisational dynamics, such as power and approaches to decision-making, that again go beyond what is portrayed through an organigram and job descriptions. The next two sessions focus on organisational change processes. They look at different possible approaches that you can consciously choose between, each with their advantages and weaknesses, and they also unpack the multiple reasons for the very normal occurrence of ‘resistance to change’. The last session offers some tips and insights from people who have acted as internal change agents rather than external coaches.
Trainer
The training is facilitated by Koenraad Van Brabant, a coach and knowledge manager.
Koenraad Van Brabant leads knowledge management and supports conflict reduction and peace building initiatives for international organisations, including the UN, governments, and NGOs. He provides thematic and methodological advice alongside innovative training development. Notable achievements include pioneering a participatory Peace, Development, and Security analysis in Bougainville, Papua New Guinea, which reshaped governance approaches; designing a course on ‘Effective Advising in International Cooperation Contexts’ for the Swiss Federal Ministry of Foreign Affairs; and researching sustainable business models for advisory teams in peace building contexts.