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Coaching Skills Training: How do we treat abnormal psychology?

"Respect the power of coaching questions" is one of the first learning points that I cover with the managers I train as coaches. I go on to explain that they must recognize the possibility that what starts as coaching around a simple, work related issue, may lead to the unveiling of a more significant problem. In my view, coaching managers should develop at least a little psychological awareness.

In previous articles I have examined how coaching may uncover signs of, amongst other things, alcoholism, schizophrenia, drug addiction, eating disorders and sexual deviation.

This can seem an alarming list but I'm not suggesting that we all need to become psychotherapists, but even if you have to deal with such issues only once an awareness of what to look for and how to respond could be crucially helpful.

This article now considers the range of therapies available for the treatment of psychological disorders. We've moved some way away from the days of exorcisms and burnings to a range of therapies often based on the work of such pioneers as Ivan Pavlov and Sigmund Freud.

The Biological Perspective

This approach suggests that cause and treatment is physical. Treatments include:

* Chemotherapy (Antimanics,Neuroleptics, Antidepressants, etc).)

* Electro-convulsive Therapy (Cerletti and Bini, 1938)

* Psychosurgery

The Psychodynamic Approach

This approach suggests disorders stem from unconscious conflicts. Treatments include:

* Psychoanalysis (Hypnosis, Dream Interpretation, etc.)

* Group Therapies (Psychodrama, Transactional Analysis, etc.)

The Behavioural Model

Looking at the resultant behaviour, rather than the cause, such as:

* Implosion Therapy

* Flooding

* Systematic Desensitization

* Aversion Therapy Behaviour

* Shaping

* Token Economics

* Modelling

We might also consider the cognitive perspective which bases treatment on altering a patient's thinking about a problem and the humanistic perspective which seeks to put sufferers in touch with their true selves, e.g. Carl Rogers's work in the 1940s.

What then of the coaching manager who uncovers signs of abnormal psychology when coaching and wants to provide appropriate help. Best advice would seem to be to keep to good coaching principles. Ask questions designed to raise awareness, generate responsibility and build trust then listen carefully and attentively to the responses. This won't worsen the situation and may, in fact, do quite a lot of good.

Thereafter, it's a question of referring the coachee to the relevant professional, because as we've seen here expert treatment may be required. I therefore recommend that managers with an interest in using coaching as a way of working with their people familiarize themselves with their organization's welfare procedure.

Article Source: http://www.contentspool.com

Matt Somers is the author of Coaching at Work (John Wiley & Sons, 2006) and Instant Manager: Coaching (Hodder & Stoughton, 2008). His consultancy practice is obsessed with helping managers become coaches and achieve the results that coaching promises. His popular mini-guide "Coaching for an Easier Life" is available FREE at www.mattsomers.com