A Comprehensive Approach to Personal and Organizational Development
Process-Orientated coaching is a systemic and multimodal coaching model. It is an application of the Process-Orientated Psychology developed by Arnold Mindell.
Process-Oriented Coaching combines approaches from psychology, physics, systems and communication theory and philosophical traditions such as Taoism in order to gain deeper insights into the conscious and unconscious change processes of individuals, teams and organisations.
Origin and development
Arnold Mindell, originally a physicist and later also a Jungian analyst, expanded C. G. Jung’s depth psychology to include the concept of the “Dreambody“, for which he received the USABP Award (USA Body Psychotherapy) in 2012. In it, he describes the connection between body processes and night dreams and other consciousness processes. In this sense, body symptoms are not only seen as purely pathological bodily processes, but also as a possible expression of developmental processes that are forcing their way into consciousness.
Against this background, non-verbal and para-verbal communication signals, for example, as an expression of processes striving towards consciousness, become more important in otherwise predominantly verbal communication.
In the systemic understanding of Process-Orientated Psychology, also known as “Process Work”, relationship, family or team dynamics as well as social and political dimensions and their interactions with the individual are included. With this expanded systemic perspective, Process-Orientated Psychology also developed a group and large group facilitation model known as “Worldwork“. This interdisciplinary basis enabled the development of a dynamic coaching approach that is used in areas such as organisational development, diversity management and leadership training and supports sustainable developments.
Principles of Process-Orientated Coaching
1. Process Orientation
At the centre of Process-Oriented Coaching is the assumption that all systems and individuals are subject to constant change. Process-orientated coaches follow the natural flow (“What is trying to happen?”) instead of imposing ready-made solutions. The aim is to transform “stuckness” or blockages into flow and development in order to enable sustainable change.
The next step is based on the perception and exploration of the overall situation: Process-rientated coaches perceive how a person sees themselves or what their intentions are, and at the same time explore what challenges and disturbs the client. Both the “positive” or desired processes and those that may be perceived as “disruptions” are understood as part of the life process and explored with curiosity in order to bring their potential or complementarity to light.
2. Phenomenological Approach and Mindfulness
Process-orientated coaches are trained in the sensory-based perception of signals and processes. They study the process in all channels of perception (auditory, visual, proprioceptive – relating to body perception – or kinaesthetic – relating to movement), are interested in process structures in linguistic expression and attentively follow relationship, group and field dynamics. Through conscious perception, potentials and developmental tendencies become clear and their development is encouraged. A distinction is made here between conscious and unconscious or unconscious processes. The latter in particular harbour untapped potential and new developments.
3. Systemic Approach: from Body-Mind to Worldwork
The combination of the “Dreambody” concept, an understanding of the interaction between individual and collective processes and openness to different levels of reality results in a systemic coaching approach that incorporates all levels of perception. New developments can be recognised and answers to challenges can be found from such an expanded perception.
4. Levels of Reality
Process-orientated coaches incorporate a broad spectrum of perceptions and experiences into their work. This ranges from hard facts, measurable structures and processes to subjective perceptions of feelings, atmospheres or perceptions within groups or fields that are sometimes almost impossible to put into words. They are equally respected and understood as access to a new consciousness.
5. Awareness and Working with the Edges of Awareness
In the awareness-orientated coaching approach of Process-Oriented Coaching, the concept of the “edge“, the “demarcation line” between the ego and the non-ego, the “we” and the “others”, i.e. what we identify with or separate ourselves from, plays a special role. The edge has a Janus-faced nature. It forms and protects identity and at the same time, with all the belief systems associated with it, it stops or inhibits new developments in consciousness and options for action. Process-orientated coaches do not simply help to find solutions, but shed light on one-sided and limiting identifications, help to identify perceptual blockages in order to develop consciousness-expanding perspectives and thus support new developments and more choices.
6. Deep Democracy
Process-Orientated Coaching is based on the attitude of “Deep Democracy”, a concept of diversity that goes beyond the usual understanding of neutrality or impartiality. Every voice, position, state of consciousness or understanding of reality in a given system, be it within an individual, a team or an organisation, is considered significant. There is an understanding that all positions are interrelated and want to be included. This principle emphasises that every voice or position, whether dominant or currently marginalised, is important. Awareness of rank dynamics, privileges, majority and exclusion dynamics plays an important role here.
Methods and Techniques
Process-Orientated Coaching encompasses a variety of approaches that focus on conscious and unconscious or non-conscious processes:
- Signal Tracking
Process-orientated coaches observe subtle signals such as tone of voice, body language or shifts in energy in order to identify issues that are not conscious and to incorporate their potential. - Feedback-Schleifen
In addition to the spoken word, process-orientated coaches pay attention to precise non-verbal and para-verbal signals in order to identify congruent or incongruent feedback and to assess positive or negative feedback on the progress of the process. - Field Awareness
The perception of “field dynamics” – such as power relations, social trends or cultural tensions – is used to establish a deeper connection to the system and its direction of development.
Areas of Application in Business Coaching
Process-Orientated Coaching has proven to be particularly effective when working with managers and teams:
1. Conflict Transformation
Instead of resolving conflicts directly, process-orientated coaches examine the underlying dynamics. This could mean, for example, identifying and addressing unspoken needs, fears or diversity issues within a team. It is believed that conflicts are harbingers of a new development and harbour previously unused perspectives and potential.
2. Leadership Development
Leadership development is the systematic process of developing competences for the effective and responsible use of power. It includes strengthening self-awareness, promoting personal power (such as resilience, reflection and self-efficacy) and understanding the dynamic nature of power. The aim is to enable leaders to use their power responsibly, contextually aware and in line with the organisation’s goals to promote engagement, fairness and sustainable success, see Diamond Power Index® .
3. Diversity Management
Represented diversity alone is not enough. Diversity awareness is needed or, as recent studies on the positive effects of diversity show, diversity needs to be managed. It requires awareness on the part of the majority position and its unconscious privileges as well as awareness within and for the marginalized position. Diversity, which can quickly lead to conflict and marginalization in a society and its value system, can promote potential and therefore inclusion with a growing awareness of diversity.
4. Awareness of Power and Rank
Awareness of power and rank is of central importance in executive coaching, as it makes the dynamics between managers and employees as well as within the entire system and at the moment of coaching visible. An awareness of formal (e.g. position) and informal (e.g. personality, knowledge) sources of power enables the process-oriented coach to recognise and resolve power imbalances in order to create a safe and inclusive space. By understanding how rank and context influence behaviour, the process-oriented coach can support clients in strengthening their personal power and shaping their roles responsibly. This promotes authentic development and sustainable change in the professional and personal environment.
5. Organizational Development
In times of volatility, uncertainty, complexity and ambiguity (VUCA), process-oriented coaches support organizations in using disruptions to find innovative solutions.
Conclusion
Process-Orientated Coaching is more than a method – it is an attitude that enables change on a deep, sustainable level. It combines conscious and unconscious processes to help individuals and organisations grow in complex and dynamic environments. For coaches and leaders, it offers a unique tool to achieve deeper insights and transformative results.
Discover the potential of Process-Orientated Coaching – a way of integrating the conscious and unconscious worlds to open up new possibilities.
