ODA coaching Model

1. Systems perspective: A system can be defined a s a set of unites with

relationships among them. This can relate to coaching as follows: When
coaching
for performance the coach can assess the stability and
effectiveness of the current client system and can explore the influence of the
system on his client. Coach could also increase the awareness of the client in
seeing systemic patterns and underlying theams. The coach can look at how
the system adjusts to change and what can be done to facilitate change and
transformation. We look at Organisations are open systems. A system, as
opposed to a collection, is a group of interacting or interdependent elements
that form a complex whole that unfolds over time. A defining feature of all true
systems is that they form entities that are greater than the sum of their parts.
Complex adaptive systems are so named because the parts that make them
up are whole systems in their own right . These whole systems interact
according to their own rules and goals, adapting to each other, and it is this
interaction that brings about order of the larger system. The human body is a
good example. It is made up of organ systems that in turn are made up of
cells, which are made up of smaller systems. Each goes about its business,
being influenced by and influencing the systems around it. If the environment
changes or some challenge occurs, or if any of the subsystems sustain
damage, others adapt so as to continue to achieve their goals and maintain
the overall functioning of the system.
A fundamental understanding common to all systemic approaches is that the
systems are holistic. To understand the system one must attempt to step back
from the level of the particular, and examine the systems in terms of what is
created when the parts interact. One cannot view, for example, the human
person as a mere collection of functioning organ systems without losing the
essence of what it means to be a unique person. We are more than the sum
of our parts.
Open & Closed Systems
Open systems are systems, which exchange matter or information with the
environment. Close systems, on the other hand, have clear boundaries
prohibiting the exchange of energy or information and are isolated from their
environment. In closed systems, the final state is the result of the initial
situation. Any alteration in the original conditions or process will affect of
outcome. This is not so in open systems. So as opposed to strictly a direct
cause and effect or if/then relationship there are many variables, which
cannot be foreseen. This can be a challenge in a coaching relationship, where
both parties must remain flexible and adaptive, and options must not be
limited to either/or thinking.
Thus, people, corporations, organizations, groups, families, and interpersonal
relationships are all open, living systems and that is why coaching cannot be
done in isolation as a linear cause and effect activity.

Coaching from a complex adaptive systems perspective does not draw a

dichotomy between the individual and the team. Rather, working with an
individual is working with the team/wider organization. Similarly, one cannot
work with a team without having an impact at the level of the individual.
Nevertheless, it is important for the coach to be aware of, and intentional
about, which level of the system is being engaged (individual, team, or
organization) at any given time in the coaching process, and to consider, as
best one can, the foreseeable impacts on the other levels of the system.
.

2. Content, Process and Context

We start our work with individuals and organisations by looking the
challenges and opportunities they face at the moment. This content
is used as a spring board. What we do with the clients also refer to
the content. Changing a specific behaviour, being more assertive,
taking feedbacks seriously etc.
Process:
This means the method of doing something and also meaning
moving forward. We look at the orgnisational processes that are
influencing the client and the processes he follows or adapt in
dealing with current situation. Solving a content issue will need
ontological(theories of being) and epistemological(theories of
knowledge)assumptions. So we also establish processes to examine
this assumptions. Initial data collection, 360 Degree appraisals,
talking to various take holders all will come under these processes.
Context
Context is our map of the internal and external world. It generates
our individual and collective world views and includes the aggregate
of all beliefs, assumptions and capabilities for action that make up
this worldview. Context is the perspective from which we act and
contains current assumptions and future intentions. We help clients
to understand the context that shapes their behaviours and change
the contexts that could help them outgrow the problem.
Here is an interesting example to demonstrate, Content, Process and
Context. Joshua Bell, a 39 year-old master violinist dressed in jeans and a
baseball cap, placed himself against a wall at the LEnfant Plaza Metro station
in Washington D.C. and began playing his violin. During the 43 minutes that
he played his violin, researchers watched 1,097 people pass by during the
morning rush hour. It took 3 minutes before someone even gazed in his
direction, and even longer before any money was thrown into his violin case.
Most people did not notice the musician. Masterful pieces such as Bachs
Chaconne, Franz Schuberts Ave Maria, and Manuel Ponces Estrellita,
were passed off as nothing more than generic classical music. That day,

Joshua Bell made $32.17, or 75 cents a minute. When present in an upscale

concert hall dressed in black, the same 39 year-old fiddler, on the same $3.5
million Stradivari violin, commands up to $1,000 a minute playing the exact
same masterpieces. This elite musician is said to be one of the finest
classical musicians in the world, playing some of the most elegant music ever
written on one of the most valuable violins ever made.
Within the context of a subway street musician, a measly seven people were
moved to stop and listen before walking by.
Within the context of a famous
concert hall musician, thousands of listeners invest significant money to hear
and be moved by Bells music, often with standing room only. His performance
was arranged by The Washington Post as an experiment in context,
perception and priorities
3. Integral Model
Based on Sri Aravindos and later Ken Wilbers work we look at a
holistic model while dealing with individuals and organisations.

4. Three Levels of Learning

5. Transpersonal