Articles de recherches sur la supervision


Stretching Ethical Dilemmas – A creative tool for supervisors

By Florence Lamy and Dr. Michel Moral

Study presented at:

7th International Conference on Coaching Supervision – Oxford-Brookes University – May 13th, 2017
7th International Coaching and Mentoring Research Conference – Greenwich University – June 15th, 2017

Abstract

The objective of the paper is to explain a new methodology for the exploration and resolution of ethical dilemmas in supervision.
What is proposed is a stretching between ethics of responsibility and ethics of conviction (Weber, 1995) to find the freedom by which the intimate comfort zone of the inner ethics of the person is obtained.
The proposed approach is quite different from the existing ones because its primary purpose is not to make a choice but to find another path to escape the dilemma.

How to best organise supervision in a “strong Coaching Culture” environment?

Dr Michel Moral (EMCC France), Dr Anne Guérand (EMCC France), Dr Jean Desroches (EMCC France), Cécile Reveneau (Talentis), Monique Levy (EMCC France), Olivier Raynal Benoit (EMCC France), Emmanuel Müh (EMCC France)

A study carried out within EMCC France and presented at the 23rd International Mentoring and Coaching Conference on March 2nd, 2017, in Edinburg, Scoland.

Abstract

The concept of « Coaching Culture » has developed since its first appearance in the literature in 2003. The number of internal coaches has exploded during the same period. In addition, a large number of managers and executives were trained in coaching, even though they do not practice coaching necessarily.
“Coaching Culture” means that all coaches, as an organised system, contribute to the strategic objectives of the company in question. Ways of achieving this have been explored by many authors.
The next question is then: how do we supervise this complex system formed by external coaches, internal coaches, manager coaches, internal clients and possibly internal supervisors?
Especially, are there more effective ways to achieve it, and are new concepts and techniques needed?

Selecting a Supervision Process in Collective Supervision

Florence Lamy et Michel Moral

Papers from the 6rd EMCC Research Conference 6 & 7 July 2016, EÖTVÖS LÓRÁND University, Hungary.

Abstract : The research question that we address in this paper is to decipher what drives the selection of a process during a collective supervision, which would best serve the system formed by the group, the supervisor, the supervisees and the context of the client.
A key idea is that this process should amplify the collective intelligence within the group to help the supervisee who presents a situation to find the best response to his query.

Supervision in “Strong Coaching Culture” Environments

Florence Lamy et Michel Moral

Presented at the 6th International Supervisor’s conference on May 9th and 10th 2016 at the University Oxford-Brookes, UK.

The concept of “Coaching Culture” introduced 10 years ago is becoming more and more popular as some evidence of its positive effect on employee’s engagement and financial results exists.
But, if we know a lot about the coaching side of it we have to admit that the supervision aspects have not been thought through. Two key questions are raised: What organisations of the coaching-supervision are the most effective and do we need new techniques?
Starting from several real life situations in the French Industry the session will explore these two questions.

Who is the Supervisor ?

Florence Lamy et Michel Moral

Papers from the 5th EMCC Research Conference 23 & 24 June 2015, Lazarski University, Warsaw, Poland

We observed that the population of supervisors and coaches training for becoming supervisors reacts to specific situations in a specific manner. We have thus been wondering if their level of maturity is superior to that of coaches, as well as of the general population. In order to clarify this question, we conducted a quantitative study on a population of supervisor to understand if they have a specific defensive style. We use the Bond’s Defence Style Questionnaire in its 72 items version. We compared with those for a population of coaches, and with the general population.
Results show that both coaches and supervisors have less immature defences than the general population, but that supervisors and coaches are not that different.

Trust and Safety in Coaching Supervision

Erik de Hann

Cette enquête menée par Erik de Hann (Ashridge) est tout à fait bienvenue puisque  nous manquons de recherches sur la supervision des coachs. Elle a été menée avec le support de l’EMCC International. Brique après brique, la recherche sur la supervision va pouvoir répondre à la question essentielle suivante : « Quel est l’impact de la supervision sur la qualité du coaching ? ». Au-delà de cette question pour les coachings individuels se pose celle-ci : « Quelle organisation de la supervision serait la plus bénéfique pour une entreprise employant des coachs internes et externes ».

Supervision in the world

Michel Moral et Lise Lewis

Panorama de la supervision en Europe et dans le monde présentée par Michel Moral et Lise Lewis (Présidente EMCC International) lors du colloque EMCC France du 8 avril 2016 à Paris. De telles synthèses sont malheureusement trop rares et nous considérons comme important de les partager et de les enrichir au fil de nos participations dans les colloques internationaux sur la supervision.

Supervision of Coaches in Europe: Situation and Trends

Michel Moral

All helping professions share a basic principle that is illustrated with the following analogy: « It is difficult to make your bed if you stay in it ».

In other words, a coachee needs a dialogue with someone else, a coach, to find fixes to his or her concerns, challenges and issues. Similarly, a coach needs a dialogue with someone else to find responses to his or her professional difficulties and development ambitions.

More specifically, what is unknown by the coach about him/herself, but which the coachee can see, might impact the coaching process. Blind areas, blind self, blindspot, deaf spots, limiting beliefs and values, implicit theories, etc…. need to be made conscious. More generally, the coach might need support if something in his or her activity make him or her feel bad, need some kind of help for his or her development and need some kind of help to understand why some of his or her professional acts do not work as anticipated.

What is coaching supervision and is it important ?

Paul Lawrence

The ‘Standards Australia Guidelines for Coaching in Organizations’ states categorically: “All coaches should be engaged in professional supervision.” However, the industry doesn’t yet agree what coaching supervision is, its primary purpose, nor who is qualified to act as a supervisor.

ICF et EMCC Competence Frameworks A Comparative Approach

This document puts forward the outcome (framework of project, findings, observations, suggestions) of the work undertaken by the 5 members of the project team.

This team was established following the joint decision of the Executive Boards of EMCC and ICF to undergo project work that would focus on the comparison of the Competence Frameworks (CFW) of the two organisations

The future of coaching and mentoring: evolution, revolution or extinction ?

Journal of the Association for Management Education and Development

Vikki Brock

Professional coaching burst onto the world stage in the early 1990s, though a form of coaching had been practiced since the 1930s. Much has been written about coaching in research, articles, books and papers since, and coaching supervision has been touted as the next extremely lucrative revenue stream for coaches.

There is a paradox between coaching and mentoring which has roots in person centred humanism and the control by professional coaching bodies as highlighted by Bob Garvey in Part 1 of this special issue of e-O&P focusing on the future of coaching and mentoring.

Symbolism and inclusion in supervision : developing professional identity and reinforcing the group dynamic

Papers from the 3rd EMCC Research Conference 27 & 28 June 2013, Trinity College, Dublin, Ireland

Florence Lamy

Michel Moral

Abstract: In group supervision of coaches, a process of inclusion might be used to help participants to express their emotions. This article is aimed at exploring how the inclusion could be set to develop the personal and professional identities of the participants, with possibly synergy between them, and to build a stronger group dynamic. To achieve this a projective test was used repeatedly according to a clearly defined process. This protocol has been applied to different groups of coaches and a transcript analysis was made. The results show that the approach is promising but needs further investigations to be developed into a research.

A French model of supervision: supervising a “several to several” coaching journey

Coaching and mentoring supervision

Michel Moral

The rise of coaching supervision

5th International Coaching Supervision conference, Oxford Brookes University

Eve Turner, Peter Hawkins

In 2006, Peter Hawkins and Gil Schwenk carried out the first ever research on Coaching Supervision for the CIPD. In 2014, Eve Turner and Peter Hawkins researched the current state of Coaching Supervision as part of a larger research project on Multi-stakeholder contracting in coaching, the first research to be supported jointly by the AC, EMCC and ICF and involved coaches, clients and organizations from many countries. This new research shows how coaching supervision has rapidly progressed in eight years and charts its international spread and development. It also highlights some of the challenges for coaching supervision and its pivotal role in attending to the complex contracting process in executive coaching.

Who is the superviseur ?

5th Mentoring and coaching research conference, Lazarski University, Warsaw, Poland

Michel Moral

We observed that the population of supervisors and coaches training for becoming supervisors reacts to specific situations in a specific manner. We have thus been wondering if their level of maturity is superior to that of coaches, as well as of the general population. In order to clarify this question, we conducted a quantitative study on a population of supervisors to understand if they have a specific defensive style. We used the Bond’s Defence Style Questionnaire in its 72 items version. We compared with those for a population of coaches, and with the general population.

Results show that both coaches and supervisors have less immature defences than the general population, but that supervisors and coaches are not that different.

A European glossary of supervision and coaching

ECVision

A European Framework of supervision and coaching

ECVision

Annexe : The ECV competence Matrix of supervision and coaching

ECVision

ECVision project

ANSE ECVision

Valading competences : The ECVision Referance Table ECTS – ECVET

 ECVision