Sul coaching si scrive molto e da diversi anni, esiste ormai una solida bibliografia scientifica che sostiene l’utilità e l’efficacia dei percorsi di coaching, soprattutto in determinate situazioni e contesti (Baron & Morin 2010).

Il coaching viene considerato uno degli sviluppi più significativi nel campo della consulenza degli ultimi dieci anni e si inserisce in questo contesto come un intervento mirato e su misura per il manager, contestualizzato all’interno della sua realtà organizzativa, entro una relazione individuale con il coach (Sperry, 2013).

Il lavoro di coaching è finalizzato al potenziamento delle competenze utili a migliorare il benessere ed i risultati che il coachee intende perseguire nell’ambito professionale e personale.

Consiste in un processo di partnership finalizzato al raggiungimento degli obiettivi definiti con il coachee e con l’eventuale committente, e si basa su una relazione strutturata di reciproca fiducia. Con il suo agire professionale il coach facilita il coachee a migliorare le sue competenze mediante la valorizzazione ed il potenziamento delle sue risorse (Norma

UNI 2015).
Dal punto di vista delle basi teorico concettuali esistono diversi approcci metodologici al coaching, quasi tutti però si rifanno a tre teorie psicologiche di riferimento: quella psicodinamica, quello cognitivo comportamentale, ed infine i modelli integrati, che utilizzano congiuntamente tecniche derivate da più scuole di pensiero differenti (Irfanullah, K., & Nawaz, A. 2016).

Allargando lo sguardo al team coaching un contributo importante in questo ambito arriva dalle ricerche di Hackman e Wageman (2005), secondo cui la scelta del momento giusto per un percorso di team è di cruciale importanza per il suo successo.
Gli autori identificano tre momenti specifici nel ciclo di vita di una squadra nei quali è massima l’efficacia di un intervento, ossia in fase di start-up, a metà cammino e dopo la consegna dell’output.
In ciascuno di questi momenti il team sarebbe predisposto e ricettivo ed il massimo beneficio arriverebbe da tipologie di intervento diverse nei contenuti e negli obiettivi.

Hogan Assessment System

Nella nostra esperienza in HumanAge valorizziamo l’utilizzo di due strumenti specifici che caratterizzano i nostri percorsi di coaching individuali e di team.
Il primo è Hogan Assessment System, di cui come HumanAge siamo Authorized Distributor per l’Italia.
L’insight generato attraverso i questionari Hogan sulla bright e sulla dark side della personalità (Hogan 2009) definirebbe un solido punto di partenza per sviluppare l’autoconsapevolezza del coachee e definire gli aspetti più profondi e trasformativi sui quali
lavorare.

Il Behavior Change Model (Figura 2) aiuta ad individuare i collegamenti tra il Delivered Self (la performance manageriale), l’Expressed Self (i comportamenti agiti) e l’Inner Self (le caratteristiche della personalità) (Allan H. Church, and others – 2015).

L’Hogan Compentency Model aiuta a identificare con maggiore chiarezza le competenze sulle quali costruire il piano di sviluppo, identificando quattro domini di riferimento: la Leadership, il Business, Interpersonal ed Intrapersonal.

La Realtà Virtuale

Il secondo strumento che utilizziamo sono le Esperienze Immersive di Realtà Virtuale, un ingrediente innovativo e tecnologico che completa e supporta il percorso di coaching.
Gli studi condotti nel campo della psicologia e delle neuroscienze hanno messo in luce alcuni effetti che la realtà virtuale ha su di noi, come la sensazione di sentirsi fisicamente presenti all’interno dell’ambiente virtuale (sensazione di presenza) e di indossare e sentire come proprio un corpo virtuale (sensazione di incorporamento).

Il coinvolgimento contemporaneo di più sensi e la costruzione customizzata degli ambienti immersivi permettono alla persona di vivere esperienze trasformative che favoriscono un’espansione dei modi di conoscere sé stessi e il mondo.
Questo permette all’interno dei percorsi di coaching, di accelerare l’apprendimento e lo sviluppo delle strategie comportamentali efficaci

La sintesi di questi due strumenti permette di essere accurati e proporre stimoli diversi sia nella fase iniziale di insight che nelle successive fasi di exploring ed action.

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