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Axiomatic Coaching
In linguistic usage, an axiom
is an unprovable but in itself a fundamental assertion which serves
as the starting point of a derivable theory. There now follow 20 axioms,
which we consider to be the basis the theory of Self-Organised Coaching.
The 20 axioms of the Hamburger Schule
- Coaching occurs under various conditions; decisive is the consideration
of following values:
Freedom: as the coachee, the group or the team
has defined the self-learn concept themselves.
Voluntariness: the coachee, the group or the
team decides on what is to be changed.
Provision of resources: the
coachee, the group or the team has constant access to the resources which are
required for self-organization and implementing change.
Self-control: the coachee, the group or the
team is in a position to recognise and implement change requirements themselves.
- Coaching has to do justice to the complexity of the life and experiences
of the coachee, the group or the team. With this in mind, coaching is always “systemic”.
- Coaching leads the coachee, the group or the team from linear to
cross-topic thinking and acting. It is about identifying degrees of freedom
for one’s own behaviour within a context and transferring this to similar
situations.
- Coaching is based upon models of scientific knowledge.
- Coaching is characterised by a value-led and operationable approach (sticking
to the process structure).
- The solution is in the coachee, in the group or in the team.
- Experiences form the basis for each individual and collective construction
of reality.
- Systemic thinking and constructivist thinking and acting are not
identical but do complement each other.
- Motive-led interest and knowledge form a context.
- People orientate towards values within individually defined contexts.
- A context (construct or system of acting) is only then conscious
to the individual the group or the team if it can be made accessible in a cognitive
way.
- Body, mind, soul and emotions form an inseparable unit.
- Decisions for an action or behaviour are influenced by motives and
needs within value-interpreted contexts.
- People act as they expect an advantage in terms of fulfilling motives,
needs and values. This is also true of groups and teams.
- Values are created by repeated successful actions or behaviour in
a specific context.
- Principle patterns of behaviour result from values which are overall
acceptable to the individual, the group or the team.
- Values which lead one to act but are not reflected as with regards
to their meaning lead to doctrine. Belief is a value context which is not questioned.
- Guiding principles are values which are valid in all constructed contexts
for the individual, the group or the team. They form the intersection of all
values of these contexts.
- Values form the basis for decisions. A decision begins with the intuitive
perception of a value. With the end of a decision a value is rationally justified
(subjectively).
- Perception is based on the perception of differences.
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