The ontology approach in coaching posits that the three distinct yet interconnected components are

the Body, Moods, and Language. The cohesiveness of our existence is manifested through our
physical body, our linguistic abilities, and our emotional feelings. Language possesses generative and
creative qualities, enabling individuals to engage in novel behaviors by virtue of their listening and
speaking abilities. Language is a system of communication utilized by people to establish connections
and facilitate interpersonal interactions, rather than solely for its structural or grammatical
significance. This concept pertains to the manner in which individuals articulate their emotions,
convey their thoughts, and communicate their intentions, encompassing various forms such as
requests, assessments, assertions, offers, promises, and declarations. The mood is an inherent aspect
of our psychological state that influences and shapes our behaviors. When individuals are unable to
acknowledge certain realities in their lives, they often experience a state of disagreement or
animosity. A conflict arising from the perception of others' acts as a breach of our established norms
or principles can be construed as an indication of dishonor, lack of regard, or potential harm towards
us. When experiencing a feeling of animosity, the probability of achieving desired outcomes through
our actions is quite improbable.

In the realm of corporate environments, it is common for managers to engage in performance review
meetings with the intention of providing constructive comments aimed at enhancing the
performance of their subordinates. One common oversight among managers is the failure to
recognize that the prevailing atmosphere surrounding a dialogue frequently deviates from the
intended objectives of the discussion. In instances where a prevailing sentiment of aversion is
present inside dialogues, even the subtle utilization of humor fails to ameliorate the circumstances.
Furthermore, it is unlikely to elicit a productive reaction from the subordinate. The ontology
approach demonstrates its efficacy in this context by emphasizing the development of keen
observational skills in evaluating individuals or occurrences. A manager who consistently engages in
the practice of centering and grounding oneself will enhance their ability to align their mood with
the ongoing conversation, so fostering a greater sense of curiosity and openness. Consequently, they
will be more prepared to actively participate in a constructive dialogue. Establishing a conducive
atmosphere can enhance the manager's ability to cultivate a positive relationship with their
subordinates, since the manager's linguistic expression during the interaction conveys concern rather
than unease. By adopting a more open-minded approach, the manager will exhibit a greater level of
receptiveness. The individual's nonverbal cues will also undergo modifications in order to cultivate an
atmosphere of hospitality towards their subordinate, hence fostering a heightened level of trust from
the team member.

It is important to acknowledge that alterations cannot be made to aspects that elude our attention.
The Observer-Actions-Results (OAR) paradigm is an effective instrument that facilitates ontological
coaching to generate significant transformations at the individual level of existence. The proposition
that repeating the same action would invariably yield same outcomes is not universally valid. When
there is a discrepancy between our actions and the underlying assumption, or the cognitive
framework through which we see and understand events, it is improbable that we will achieve
improved outcomes. How frequently have individuals endeavored to address or circumvent
challenges encountered inside their professional pursuits, everyday existence, or perhaps their
physical well-being?

What is the range of distinct methods and approaches that have resulted in the identical outcome, or
potentially exacerbated the situation by generating additional complications? I had the opportunity
to provide coaching services to an executive who had a notable pattern of frequent employee
turnover within his organization. Despite attempting various strategies to enhance team member
retention, he was unable in achieving his desired outcome. Contrary to the expectations of the
human resource department, the feedback received from his subordinates revealed that he had
effective managerial qualities. This was evident through his consistent communication with his team
members, as well as his notable willingness to provide assistance and invest additional time beyond
regular office hours. It was not until several coaching sessions had transpired that the realization
emerged regarding the manager's enduring state of uneasiness and apprehension, which exerted
influence on each of his decisions and actions. The individual's previous experience of residing in
impoverished conditions and enduring significant challenges during their ascent has exerted a
slightly adverse impact on their perspective towards the future. The primary factor influencing his
response to every circumstance was his persistent concern that things would go awry.
Upon engaging in several sessions of self-observation pertaining to his breathing, bodily stance, and
non-verbal cues, the individual in question achieved the ability to discern that he had inadvertently
projected an aura of skepticism towards his colleague. Despite the extensive duration of team
meetings and his proactive attitude towards assisting others, his team members possessed an innate
perception that his underlying emotional state of apprehension and unease permeated every
interaction.

He became aware that the emphasis on the "why" in his inquiries often conveyed a sense of
skepticism. Through the incorporation of somatic practices in his breathing patterns and a revised
acknowledgment of his limited ability to exert complete control over future outcomes, he has begun
to emanate a rejuvenating aura and instill a sense of confidence within his team members.
There exist a limited number of problems that I encountered in the practice of ontology coaching.
During a recent encounter, I had the opportunity to engage with a corporate client who expressed a
specific preference for a coaching method characterized by linearity and orientation towards clear
progression. Coaching requests of this nature are commonly initiated by ‘result oriented’
organizations seeking to enhance their comprehension of coaching methodologies, which were
currently in a nascent phase of development in the organizations themselves. The decision to engage
a coach was typically driven by upper management or human resources, guided by the prevailing
notion that coaching could effectively address individuals' shortcomings, hence leading to enhanced
organizational performance.

On a certain occasion, I was approached by a government organization with a solicitation for

executive coaching services. Following an initial consultation with some stakeholders, it was seen
that the executives held a firm conviction regarding the influence associated with occupying the
highest positions within the organization. The level of a person's hierarchical position positively
correlates with their perceived invulnerability. The majority of the individuals on the company's
board of directors were primarily politicians who were temporarily appointed to occupy the top
positions. The coaching request was specifically aimed at a certain middle management level. I
refrained from attending the work assignment due to my assessment over the potential efficacy of
the endeavor in generating tangible benefits for the organization. The implementation of a coaching
program targeting the middle management level with the objective of instigating a culture shift
within the organization is unrealistic without the endorsement and active involvement of high-level
leaders.

An additional instance occurred when I saw a human resource representative from a nearby
organization who expressed a need for a coaching program. In this program, I was responsible for
generating regular reports on the coachee's advancement, which were then submitted to the human
resource department. One point of disagreement pertained to the non-disclosure of the report's
contents to the coachee. The application was utilized by the human resource department to monitor
and manage the progress and activities of the coachee and the associated program. After three
rounds of discussions among the involved parties, it became apparent that there was a somatic
discomfort indicating a refusal towards this particular request. The discussions centered upon
establishing a framework for the coaching relationship, specifically in terms of maintaining
confidentiality and adhering to ethical standards. However, no consensus was reached on this matter.
During a separate occurrence, I encountered prospective clients who expressed a preference for
restricting my interventions to exclude somatic or bodily motions due to traditional beliefs that
discourage such practices.

The implementation of the ontology coaching model has provided me with an opportunity to
embark on my coaching adventure as a novice. Upon reflecting upon the preceding two years, I am
filled with a sense of gratitude and fortune for the invaluable opportunity I have been granted to
acquire knowledge from a multitude of esteemed coaches. This privilege has been facilitated by tele
courses, collaborative assignments, and coaching engagements. I underwent significant professional
development during a two-year period in which I actively implemented the integration of my bodily
sensations, emotions, and verbal expression as a novel behavioural pattern within myself. In the
context of my own family, I possess a more profound emotional bond with both my spouse and my
kids. The individuals provided feedback indicating that I exhibit a greater sense of presence and
attentiveness towards them. I have acquired the ability to effectively captivate a more involved
audience throughout my training sessions. I address participants' inquiries by prompting them to
reconsider the process by which they formulate their queries. I refrain from positioning myself as an
authoritative subject expert or relying on my own knowledge to provide them with answers. The
potential constraints of the ontology model may not reside just inside the model itself, but also in the
extent to which its practical application can be effectively executed. Certain clients may require
interventions that beyond my role as an ontological coach. In alternative scenarios, the utilization of
the ontology approach may prove ineffective for those whose beliefs strongly oppose the notion of
connecting with our inner selves through physical practices. The efficacy of ontology coaching may
be compromised when individuals possess unecological intents towards others. The efficacy of the
ontological approach is contingent upon the coach's utilization of the approach in relation to others,
through the cultivation of a connection with their inner knowledge, a state of being grounded and
rooted, and a willingness to embrace uncertainty.

By Leksana TH