How can we explore non- and paraverbal signals in coaching?
Although most of our communication takes place non- and paraverbally, these signals often receive too little attention during reflection and awareness-raising processes—even in coaching. Yet consciously perceiving and mirroring sensory-grounded signals—such as slightly moist eyes or a clenched fist when feeling powerless—can deepen emotional experience or open a doorway to one’s inner strength.
If we assume that unconsciously sent and especially incongruent signals can be harbingers of new awareness or untapped potential, it is worthwhile to actively incorporate them into the coaching process. Rather than rushing to interpret what these signals might “mean,” an open, curious approach is recommended.
Amplification According to C. G. Jung and Arnold Mindell
An alternative approach is provided by the technique of amplification, developed by C. G. Jung. Initially, Jung used this method to expand dream content by comparing it to symbolic images from mythology, religion, and other cultural contexts. Arnold Mindell, the founder of Process-Oriented Psychology, applied this idea to non- and paraverbal signals. He viewed them as signposts in the creative process of our consciousness, which strives for wholeness (C. G. Jung: Individuation).
An Open Stance and Sensory-grounded Perception
An open, curious attitude and a willingness to explore without judgment are central to the amplification of signals in process-oriented coaching. Coaches rely on both direct and indirect feedback from their clients and deliberately employ sensory-grounded perception. Signals are intensified (amplified) by mirroring them precisely and naming them verbally. Particular attention is paid to different channels of perception:
- Auditory (hearing)
- Visual (seeing)
- Kinesthetic (movement and bodily sensations)
- Proprioceptive (body awareness and feelings)
Example of Amplification in Coaching
If a client’s back suddenly straightens a little while discussing a challenge they feel they might not be able to overcome, the coach might say:
“I hear your concerns … (the conscious part). At the same time, I notice your back is straightening and stretching a bit. Would you like to tune in to that movement for a moment?”
This intervention directs the focus to a signal that is still somewhat unconscious—potentially an expression of strength or confidence that is only now emerging into awareness. Through supported self-perception, the client gains a personal insight into what is beginning to unfold in their consciousness. Here, we can see clear parallels to Eugene Gendlin’s concept of the Felt Sense, which views the body as the key to implicit knowledge and internal processes.
Signals and Their Levels of Impact
Signals can appear in different channels. Some are consciously sent by the individual, for example, when they deliberately point to something. Others underscore a statement non- or paraverbally, without the person noticing. Then there are signals that do not align with what is consciously being said. Such incongruent signals (double signals) can express unconscious or repressed aspects and may lead to interpersonal conflicts. At the same time, they can also herald new awareness or reveal untapped potential—provided that the inner conflict and limiting beliefs are addressed constructively.
Another category includes so-called edge signals or edge phenomena such as sighing, yawning, or giggling. They often occur when we reach the limits of our current identity.
Feedback as a Compass
The most important compass for coaches venturing into the unknown territory of emerging awareness—with all its undiscovered potential—is the continuous, attentive perception of feedback at every moment.
In process-oriented coaching, positive feedback means the intensification of a signal in response to an intervention. Negative feedback, by contrast, merely indicates that the signal has not noticeably increased in intensity. Importantly, negative feedback does not mean that an intervention was “wrong,” nor does positive feedback mean that an intervention was “right.” Rather, both forms of feedback offer clues about how the process can continue to unfold.
They help identify which aspects are currently in the foreground and indicate where deeper exploration might be fruitful. By observing feedback without judgment, it becomes a reliable guide for the ongoing unfolding and emergence of personal processes—thus becoming a critical factor for change and growth in coaching.
This approach not only supports the individual self-reflection of coachees, but can also be beneficial in leadership coaching and personnel development. When managers and HR professionals learn to observe and become curious about their employees’ non- and paraverbal signals without judgment, surprising insights often emerge. In a team context, this method can also reveal unspoken tensions, potential, and ideas, making it possible to understand and develop them more effectively.
