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These 8 pages form a connected narrative:

- 3 Worlds 4 Territories Model - Introduction
- Function of the Model
- 3 Worlds
- 4 Territories
- 8 Perspectives
- Practicing Supervision
- Case Study
- Ways of using the 3W4T model

The Felt Shift
 
The 8 Perspectives

Combining the 4 territories model with the 3 worlds models allows the perspectives the supervisor can attend to in the supervision session to be mapped. There are eight different perspectives. These are illustrated below with examples of the kinds of questions that might bring that aspect of the supervisory system into the supervision session. The supervisor can:

  1. Ask the coach questions about the coachee:

    • Insight: 360 data, challenges they face, their life balance, the results they are creating
    • Readiness: psychometrics, ego strength, development stage, personal story and themes
    • Vision: coachee's purpose, the difference/change they want to make, the legacy they seek to leave, their work ambitions
    • Action: habitual behaviours, what have they tried already, what they focus on.
    Depending on the particular issue the coachee is exploring in the coaching, it may also be relevant to ask about:
    • the coachee's key relationships (using variants of the questions in perspective 4 below) and about the experiences of other players in the coachee's world.
    • the wider organisational context: structure, vision, mission and values;
    • the larger context - Political, Economic, Social, Technological, Legal, and Environmental factors (which can be recalled using the PESTLE mnemonic).
    Perspective 1

  2. Ask the coach questions about the coachee in the coaching session:

    • Insight: How does the coachee perceive the coach?
    • Readiness: What was the coachee thinking & feeling?
    • Vision: What does the coachee want to get from the coaching?
    • Action: How did the coachee behave, what did they say, how did they say it?
    Perspective 2

  3. Ask the coach questions to help them reflect on what they experienced and did in the session, and what they might do differently in future sessions:

    • Insight: What did you notice about the coachee, what themes and patterns did you notice in their story?
    • Readiness: What were you thinking and feeling, what were you not able to say to or ask the coachee?
    • Vision: What was your intent in the session, what was the difference you were trying to make?
    • Action: What was your approach in the session, what did you do, what interventions did you make?
    Perspective 3

  4. Help the coach reflect on the coaching relationship and world::

    • What kind of relationship do you and coachee have?
    • What is happening in the space between you and coachee?
    • If you were observing yourself with your coachee what would you notice?
    • If you and your coachee were cast away on a desert island, what would happen?
    Perspective 4

  5. Focus on the coach as they are in the supervision session:

    • Insight: What are you noticing about what is happening in the session, how do you see me and my role, what is the context you are sitting in at this moment?
    • Readiness: What are you thinking and feeling; what are you keeping out of awareness, what is trapping you, what is the shift you need to make?
    • Vision: What is your desired outcome from the supervision session, what are you feeling is your way towards?
    • Action: What do you notice about how you are acting in the session?
    Perspective 5

  6. Use my own experience in the moment to be aware of what is going on for me:

    • Insight: What is really happening here? How do I see the coach behaving? Am I addressing Resourcing, Developmental, and Qualitative areas? What do I see playing out? Do I see a shift in the Coach?
    • Readiness: How free am I to be the best supervisor I can be (free from my own history, from what the coach evokes in me, from what the issues they bring evoke in me)? What do I need to let go of? What am I thinking and feeling? What impulses and needs am I experiencing? What is being evoked in me? How can I use the resources I have to deal with what is being presented?
    • Vision: What do I aspire to? What meaning and purpose do I need to embrace or allow in helping me create a shift in the coach?
    • Action: How can I act to create a shift in the room?
    Perspective 6

  7. Notice what is happening in my relationship with the coach, and in the Supervision World as a whole:

    • What kind of relationship do we have?
    • When I connect to my own experience, that of the Coach, and the space between us, what do I notice?
    • Is there a parallel process operating?
    • What's worked well in our session today, and what might we have done differently?
    Perspective 7

  8. Notice and work with the relationship between the different systems, helping the coach make the shift in the supervision session that will lead them to being able to shift the coachee and so cause a shift back at work:

    • Can I bring into my awareness all three systems simultaneously?
    • How does what is happening in each relationship shed light on what is happening in the other ones (e.g. how does what is playing out in the supervision session sheds light on what happens in the coaching session - the parallel process)?
    • What is the shift I need to make to enable the coach to shift to enable the coachee to shift and so create a shift back in the workplace?
    Perspective 8

    --> Practicing Supervision

 
 
 
Copyright © 2013. Dr M H Munro Turner. All rights reserved