Hi,
『問』也可以是一種『學問』？有何不可？
問，才會學到！問乃學之源，學之前置；問才有解答，具學問者，能給予自己，又或他人解答是也。
不問，那會學到？！
發問，學問之母也；做學問，豈有不問之理；要問，必先懂問；問學，學習發問之道。
學問一詞，源出《易·乾》：『君子學以聚之，問以辨之。』，學只能聚集資訊，問才能分辨道理。
清 顧炎武 《日知錄·求其放心》：『夫仁與禮未有不學問而能明者也。』，明顯地，句中『學問』乃動詞，而非名詞，故想求明、求學問者，必先學問也。
如何學問、如何發問？來日方長，大家慢慢逐點研究。
Keith
Explore, Exceed & Excel
Showing posts with label Coaching. Show all posts
Showing posts with label Coaching. Show all posts
2010/08/06
2010/07/19
Systemic Thinking: 減排？根本不可能！
Hi,
前幾天的認證專業教練課程中，小弟提到全球不論是民間還是政府組織，就算繼續不斷努力敦促各國減排溫室氣體，最後根本沒有可能成功！
要對付的問題是全球的不斷增排，而想解決的方法，卻是直接的想減排，等於與難題直接對立，能成功嗎？
直接不是好嗎？不浪費精力迂迴曲折，那不是上策嗎？
直接解決是好，但不是指直接針對難題本身，而是打擊難題的根本起因，這等於硬要你不肯溫習的兒子勤力讀書，又或是強迫你不願歸家的女兒早點回家，這種直接，能有效嗎？
這就是所謂的First Order Change第一級別改變，亦即是強行改變難題，只改其果，不改其因；因在果還在，那能因在果不存！？
要改變，先究其因，就是那樣簡單，但大部份人卻還是浪費時間，不斷的希望能只改變果，無需理因！
難道世上這麼多人，沒有一個會想到這麼簡單的道理，而不去處理增排的起因嗎？
當然不是，只是那個原因，實在複雜難解，結果還是唯有只管結果，明知不可為而為也！
有方法嗎？有，當然那也不容易，不過還是你先想想吧！
Keith
Explore, Exceed & Excel
P.S. 原文刊登於Excel Your Life Newsletter 2010年2月號
前幾天的認證專業教練課程中，小弟提到全球不論是民間還是政府組織，就算繼續不斷努力敦促各國減排溫室氣體，最後根本沒有可能成功！
要對付的問題是全球的不斷增排，而想解決的方法，卻是直接的想減排，等於與難題直接對立，能成功嗎？
直接不是好嗎？不浪費精力迂迴曲折，那不是上策嗎？
直接解決是好，但不是指直接針對難題本身，而是打擊難題的根本起因，這等於硬要你不肯溫習的兒子勤力讀書，又或是強迫你不願歸家的女兒早點回家，這種直接，能有效嗎？
這就是所謂的First Order Change第一級別改變，亦即是強行改變難題，只改其果，不改其因；因在果還在，那能因在果不存！？
要改變，先究其因，就是那樣簡單，但大部份人卻還是浪費時間，不斷的希望能只改變果，無需理因！
難道世上這麼多人，沒有一個會想到這麼簡單的道理，而不去處理增排的起因嗎？
當然不是，只是那個原因，實在複雜難解，結果還是唯有只管結果，明知不可為而為也！
有方法嗎？有，當然那也不容易，不過還是你先想想吧！
Keith
Explore, Exceed & Excel
P.S. 原文刊登於Excel Your Life Newsletter 2010年2月號
2010/06/29
Coaching: Coaching is about Discovery Part 8 - Assumptions
Hi,
This is Part 8 of our Coaching is about Discovery Series.
In Part 6, we had discussed that one of the key causes of blindspots formation is false assumption, which are the unrealistic beliefs about ourselves and about the world.
Our assumptions affect how we form meaning when we come across anything outside or inside our mind. Our assumptions narrow our perception by selecting those data which match our beliefs. For example, if we believe X is important, X stands out in our perception no matter Y and Z are also out there.
Our assumptions also affect how we make meaning of the narrowed perceptions. If we believe X is same as Y, then what we percieved is Y even though it should be X in front of us.
A coach's major task is to uncover as many assumptions about the situation we are facing as possible. When we are not clear about our assumptions, it is our assumptions choosing meanings for us, instead of we choose to assign meanings to what we perceive. Then we are forced to accept the only choice presented to us. We have no choice!
Keith
Explore, Exceed & Excel
This is Part 8 of our Coaching is about Discovery Series.
In Part 6, we had discussed that one of the key causes of blindspots formation is false assumption, which are the unrealistic beliefs about ourselves and about the world.
Our assumptions affect how we form meaning when we come across anything outside or inside our mind. Our assumptions narrow our perception by selecting those data which match our beliefs. For example, if we believe X is important, X stands out in our perception no matter Y and Z are also out there.
Our assumptions also affect how we make meaning of the narrowed perceptions. If we believe X is same as Y, then what we percieved is Y even though it should be X in front of us.
A coach's major task is to uncover as many assumptions about the situation we are facing as possible. When we are not clear about our assumptions, it is our assumptions choosing meanings for us, instead of we choose to assign meanings to what we perceive. Then we are forced to accept the only choice presented to us. We have no choice!
Keith
Explore, Exceed & Excel
2009/12/03
Announcement: 2009年度註冊企業教練考試成績
Hi,
剛把本年度註冊企業教練 Registered Corporate Coach 的試卷評改完畢，成績非常不錯，本年度共57位朋友參加考試，合格人數達56位，而全中的朋友竟然多達34名，即接近60%。
再次感謝各位參與課程的朋友，祝你的教練技術，更能助你發展你的事業，謝謝。
Keith
Explore, Exceed & Excel
剛把本年度註冊企業教練 Registered Corporate Coach 的試卷評改完畢，成績非常不錯，本年度共57位朋友參加考試，合格人數達56位，而全中的朋友竟然多達34名，即接近60%。
再次感謝各位參與課程的朋友，祝你的教練技術，更能助你發展你的事業，謝謝。
Keith
Explore, Exceed & Excel
2009/09/06
Coaching: Coaching is about Discovery Part 7 - Possibilities & Truth
Hi,
This is Part 7 of this Coaching is about Discovery Series.
We only consider what we think is a truth in our mind. If something we think which is not true, we simply ignore it. This is another important source of blindspots - something which are out of our current awareness.
But how about if the "truth" is not really true, or if there are some other "truths" out there?
Coaching is about expanding clients' scope of awareness by inviting them to consider more possibilities, something which might possibly, but not absolutely being a truth. All until when they classify something being possible, they will not include it into their thinking, and in turn into the discussion with the coach.
It is our job to explain to our clients the difference between possibilities and truths. Everything is possible doesn't imply everything is true. There are various degree of truthness and it is not an either/or situation.
We challenge clients not by pushing them into higher goals or expectation. We challenge their toleration of possibilities by asking "why not?" and the possibilities of other possibilities.
Keith
Explore, Exceed & Excel
This is Part 7 of this Coaching is about Discovery Series.
We only consider what we think is a truth in our mind. If something we think which is not true, we simply ignore it. This is another important source of blindspots - something which are out of our current awareness.
But how about if the "truth" is not really true, or if there are some other "truths" out there?
Coaching is about expanding clients' scope of awareness by inviting them to consider more possibilities, something which might possibly, but not absolutely being a truth. All until when they classify something being possible, they will not include it into their thinking, and in turn into the discussion with the coach.
It is our job to explain to our clients the difference between possibilities and truths. Everything is possible doesn't imply everything is true. There are various degree of truthness and it is not an either/or situation.
We challenge clients not by pushing them into higher goals or expectation. We challenge their toleration of possibilities by asking "why not?" and the possibilities of other possibilities.
Keith
Explore, Exceed & Excel
2009/09/05
Concepts 101 Part 42: 假設
Hi,
當假設已經不再當成假設，她就成為了我們的盲點。
我們所有的想法，必有假設，只是有多少、有多假之別而矣。
要把所有要想、要說的東西都先行印證，恐怕我們連半句說話也講不出、半點想法也想不來；假設達成了我們思維的效率，但同時為我們的思維種下效益不彰的惡果。
要減少盲點，當然不是任何想法都先行印證，那只會令我們寸步難行；但對重要的決定，習慣地質疑自己的假設，先找出有多少、有多假！
越少假雖不能變真，但知假才有動力去尋真，否則就是我常說的：不知道自己不知道了！
Keith
Explore, Exceed & Excel
當假設已經不再當成假設，她就成為了我們的盲點。
我們所有的想法，必有假設，只是有多少、有多假之別而矣。
要把所有要想、要說的東西都先行印證，恐怕我們連半句說話也講不出、半點想法也想不來；假設達成了我們思維的效率，但同時為我們的思維種下效益不彰的惡果。
要減少盲點，當然不是任何想法都先行印證，那只會令我們寸步難行；但對重要的決定，習慣地質疑自己的假設，先找出有多少、有多假！
越少假雖不能變真，但知假才有動力去尋真，否則就是我常說的：不知道自己不知道了！
Keith
Explore, Exceed & Excel
2009/07/21
Developmental Dynamics: 所有想法也是極端的！
Hi,
早兩天的NLP課程中，小弟又再次提出了另一個非常極端的理念－所有想法也是極端的！
沒有任何一個想法及信念是真正的中度的，所有也是極端的！
由於它們是極端的，那就提供了改進的空間；凡是極端的，就有空間修正，世事何曾是絕對。
舉例來說，『我不能夠做到』這個想法是極端的，它全抺剎了『我能夠做到』的可能性；反過來說，『我能夠做到』這個想法也是極端的，它全抺剎了『我不能夠做到』的可能性。
什麼是極端？最盡處，盡頭也，後面再沒有什麼了，當相對的可能性全都被抺剎了，那後面就再沒有什麼了！
可能你會說，剛才舉的兩個例，根本本身就是極端，能來一個好像不太極端的例子，我就相信；既然如此，就再來一個吧：『我有可能做到』看起來應該不太極端，但這個想法也是極端的，它全抺剎了『我無可能做到』的可能性，那會不極端？！
那很簡單，『我有可能做到，亦有可能做不到』應該不會是極端吧！對不起，它也是極端的，它全抺剎了『我肯定能做到』及『我肯定不能做到』的可能性，又焉能不極端？！
可能有朋友會說：『我有可能做到』不是已包括了『我肯定能做到』了嗎？『我有可能做不到』不是已包括了『我肯定不能做到』了嗎？當然不包括，試想想，當你的醫生對你說：『你有可能會死』包括了『你肯定會死』嗎？
不論甚麼想法也是極端，並不代表它們不好，又或是不正確，只是它們抺剎了其他的可能性，而被抺剎的，也並不一定比它們好或正確，只是它們所忽略的，正是我們能改進想法的空間！
一個平面看來不是極端，另一平面來看就是極端，畢竟世界是立體的！
Keith
Explore, Exceed & Excel
後記：可能還會有朋友說：『我有可能做到，或者我肯定能做到，又或者有可能做不到，又又或者我肯定不能做到』應該不會再是極端吧？不用我多說，這個精神分裂的想法，本身就是一個極端吧！
早兩天的NLP課程中，小弟又再次提出了另一個非常極端的理念－所有想法也是極端的！
沒有任何一個想法及信念是真正的中度的，所有也是極端的！
由於它們是極端的，那就提供了改進的空間；凡是極端的，就有空間修正，世事何曾是絕對。
舉例來說，『我不能夠做到』這個想法是極端的，它全抺剎了『我能夠做到』的可能性；反過來說，『我能夠做到』這個想法也是極端的，它全抺剎了『我不能夠做到』的可能性。
什麼是極端？最盡處，盡頭也，後面再沒有什麼了，當相對的可能性全都被抺剎了，那後面就再沒有什麼了！
可能你會說，剛才舉的兩個例，根本本身就是極端，能來一個好像不太極端的例子，我就相信；既然如此，就再來一個吧：『我有可能做到』看起來應該不太極端，但這個想法也是極端的，它全抺剎了『我無可能做到』的可能性，那會不極端？！
那很簡單，『我有可能做到，亦有可能做不到』應該不會是極端吧！對不起，它也是極端的，它全抺剎了『我肯定能做到』及『我肯定不能做到』的可能性，又焉能不極端？！
可能有朋友會說：『我有可能做到』不是已包括了『我肯定能做到』了嗎？『我有可能做不到』不是已包括了『我肯定不能做到』了嗎？當然不包括，試想想，當你的醫生對你說：『你有可能會死』包括了『你肯定會死』嗎？
不論甚麼想法也是極端，並不代表它們不好，又或是不正確，只是它們抺剎了其他的可能性，而被抺剎的，也並不一定比它們好或正確，只是它們所忽略的，正是我們能改進想法的空間！
一個平面看來不是極端，另一平面來看就是極端，畢竟世界是立體的！
Keith
Explore, Exceed & Excel
後記：可能還會有朋友說：『我有可能做到，或者我肯定能做到，又或者有可能做不到，又又或者我肯定不能做到』應該不會再是極端吧？不用我多說，這個精神分裂的想法，本身就是一個極端吧！
2009/06/28
Coaching: Coaching is about Discovery Part 6 - Blindspots Formation Mechanisms
Hi,
This is Part 6 of this Coaching is about Discovery Series.
In this article, we are going to discuss various mechanisms of our mental blindspots formation.
Blindspots are the ideas/thoughts/perceptions which situated out of our current awareness. They are not just anything that we do not know. They are what we do not know we do not know. This double-unawareness paralyzes our urge to search for extra information.
What causes these Double-Unawareness? There are 5 major causes.
1. Reacting instead of Responding. When we are reacting to the situation, we are not using the most sophisticated part of our brain, the neo-cortex, which is responsible for our rational thinking. We react from the more primitive reptilian brain and the limbus brain. We are reacting to our fear, anger and other emotions. We are not rational at all!
2. Missing Information. There are so much information out there. We cannot process all the information. If the world is as slow as in the far past, we can absorb and handle them bit by bit. However, we do not have such luxury in today's super-fast paced, ever-changing world. The missed information becomes our blindspots.
3. False Assumptions. What helps us deciding taking in what information and discarding the others? Our assumptions (or our Filters in NLP)! Assumption and knowledge refers to the same thing. The only difference is the former is not matching the Reality while the latter one is. Both are assisting us to make faster decisions while the former causes us problems and the latter leads us to solutions.
4. The Bigger World. Everything is inter-related. There is no such thing as "individual case". People, scenarios and things are affecting each others. It is difficult to see the Bigger Picture and it is even impossible to see the Whole Picture. Everything outside our current perceived picture is our blindspots!
5. The World is Changing. No matter the speed is slow in the past or fast in today, the world is changing! We are always just in one single point in time. It is too easy to forget or to miss in all other points in the past. It is even more impossible to consider accurately the future. These are the blindspots in the 4th dimension.
A coach's job is to encourage awareness of clients' blindspots. The more they can perceive and consider, the better will be their decisions.
Keith
Explore, Exceed & Excel
P.S. You can find more of my ideas on blindspots from my new book, 盲點心理學 (co-authored with John Lau, in Chinese)
This is Part 6 of this Coaching is about Discovery Series.
In this article, we are going to discuss various mechanisms of our mental blindspots formation.
Blindspots are the ideas/thoughts/perceptions which situated out of our current awareness. They are not just anything that we do not know. They are what we do not know we do not know. This double-unawareness paralyzes our urge to search for extra information.
What causes these Double-Unawareness? There are 5 major causes.
1. Reacting instead of Responding. When we are reacting to the situation, we are not using the most sophisticated part of our brain, the neo-cortex, which is responsible for our rational thinking. We react from the more primitive reptilian brain and the limbus brain. We are reacting to our fear, anger and other emotions. We are not rational at all!
2. Missing Information. There are so much information out there. We cannot process all the information. If the world is as slow as in the far past, we can absorb and handle them bit by bit. However, we do not have such luxury in today's super-fast paced, ever-changing world. The missed information becomes our blindspots.
3. False Assumptions. What helps us deciding taking in what information and discarding the others? Our assumptions (or our Filters in NLP)! Assumption and knowledge refers to the same thing. The only difference is the former is not matching the Reality while the latter one is. Both are assisting us to make faster decisions while the former causes us problems and the latter leads us to solutions.
4. The Bigger World. Everything is inter-related. There is no such thing as "individual case". People, scenarios and things are affecting each others. It is difficult to see the Bigger Picture and it is even impossible to see the Whole Picture. Everything outside our current perceived picture is our blindspots!
5. The World is Changing. No matter the speed is slow in the past or fast in today, the world is changing! We are always just in one single point in time. It is too easy to forget or to miss in all other points in the past. It is even more impossible to consider accurately the future. These are the blindspots in the 4th dimension.
A coach's job is to encourage awareness of clients' blindspots. The more they can perceive and consider, the better will be their decisions.
Keith
Explore, Exceed & Excel
P.S. You can find more of my ideas on blindspots from my new book, 盲點心理學 (co-authored with John Lau, in Chinese)
2008/11/08
Wisdom of a Coach: Part 1 - What do you want?
Hi,
I am starting a new article series again! This is about the wisdom of a coach. These are wisdoms from a group of great coaches and of course I am not part of them.
These wisdoms can be applied on nearly any coaching occasions and in your daily life, too!
Here is your part 1.
Ask your client: What do you want out of this coaching session/discussion?
This question can be sometimes even more effective than our usual question of "What do you want to discuss with me today?". When people was confused by their issues, they might not be able to tell you what they want to discuss.
This new question puts your client in a mindset of the results they want and moves them away from their current problem situations.
This cannot solve their problems but can be a very good start.
Keith
Explore, Exceed & Excel
I am starting a new article series again! This is about the wisdom of a coach. These are wisdoms from a group of great coaches and of course I am not part of them.
These wisdoms can be applied on nearly any coaching occasions and in your daily life, too!
Here is your part 1.
Ask your client: What do you want out of this coaching session/discussion?
This question can be sometimes even more effective than our usual question of "What do you want to discuss with me today?". When people was confused by their issues, they might not be able to tell you what they want to discuss.
This new question puts your client in a mindset of the results they want and moves them away from their current problem situations.
This cannot solve their problems but can be a very good start.
Keith
Explore, Exceed & Excel
2008/10/22
Coaching: 有效的意見
Hi,
小弟從來反對給人意見，一則自己並非其難題的專家，亂給意見害人多於助人；二來問意見的人多，依從的人卻少得可憐，何苦浪費大家時間；三則好的意見實在難求。
好的意見有什麼條件呢？
其一它必須是有效的，所謂有效(Valid)，就是它需切合(Relevant)對方情況，而且更需合理(Logical)的；合理還可稍以邏輯先行分析，但是否真的切合，外人實在難於判斷。
其二它必須可行(Actionable)的，不可行的，說了也沒用；更難的是，不是你可行，而是對方是否可行，這就與他的意願(Willingness)、能力(Ability)及準備(Readiness)息息相關，外人又怎能清楚瞭解他人的意願、能力及準備呢？
既然好的意見這麼難求，還是不給好了！
(注意：這個也是意見，好不好、聽不聽自己決定)
Keith
Explore, Exceed & Excel
小弟從來反對給人意見，一則自己並非其難題的專家，亂給意見害人多於助人；二來問意見的人多，依從的人卻少得可憐，何苦浪費大家時間；三則好的意見實在難求。
好的意見有什麼條件呢？
其一它必須是有效的，所謂有效(Valid)，就是它需切合(Relevant)對方情況，而且更需合理(Logical)的；合理還可稍以邏輯先行分析，但是否真的切合，外人實在難於判斷。
其二它必須可行(Actionable)的，不可行的，說了也沒用；更難的是，不是你可行，而是對方是否可行，這就與他的意願(Willingness)、能力(Ability)及準備(Readiness)息息相關，外人又怎能清楚瞭解他人的意願、能力及準備呢？
既然好的意見這麼難求，還是不給好了！
(注意：這個也是意見，好不好、聽不聽自己決定)
Keith
Explore, Exceed & Excel
2008/10/10
Coaching: 聆聽脈絡 (Context)
Hi,
差不多任何助人的技術，也在強調聆聽，教練技術的聆聽，又與其他的有什麼分別呢？
由於教練並不提供意見，只是在助人清晰思維，故教練聽的不是內容 (Content)，而是脈絡 (Context)，因為不清晰的思維，自有不清晰的脈絡，發現不清晰的脈絡，等於找到了對方可能的思維盲點！
很多同學問我：脈絡不是仍要從內容中發現嗎？那怎可能不聽內容呢？
脈絡不是從內容中找到的，脈絡與內容是兩種不同的東西，但脈絡是從言詞中發現的，內容也是從言詞中發現的。
簡單來說，脈絡是言詞中內容以外的東西，其中可以包括言詞的結構 (Structure)、流程 (Process)、語調 (Tonality) 與及類別 (Category)等等。
教練主要是從對方言詞的結構找出潛在誤解，以發問來協助對方澄清。
Keith
Explore, Exceed & Excel
差不多任何助人的技術，也在強調聆聽，教練技術的聆聽，又與其他的有什麼分別呢？
由於教練並不提供意見，只是在助人清晰思維，故教練聽的不是內容 (Content)，而是脈絡 (Context)，因為不清晰的思維，自有不清晰的脈絡，發現不清晰的脈絡，等於找到了對方可能的思維盲點！
很多同學問我：脈絡不是仍要從內容中發現嗎？那怎可能不聽內容呢？
脈絡不是從內容中找到的，脈絡與內容是兩種不同的東西，但脈絡是從言詞中發現的，內容也是從言詞中發現的。
簡單來說，脈絡是言詞中內容以外的東西，其中可以包括言詞的結構 (Structure)、流程 (Process)、語調 (Tonality) 與及類別 (Category)等等。
教練主要是從對方言詞的結構找出潛在誤解，以發問來協助對方澄清。
Keith
Explore, Exceed & Excel
2008/09/30
Thinking: 相互影嚮的世界
Hi,
我們身處的，就是一個相互影嚮的世界，不是我在影嚮你，便是你在影嚮我。
相互影嚮，可能是自覺的，但大部份是不自覺地影嚮著別人。
我們不想給人影嚮，最簡單的方法就是，不管對方是否在影嚮我，還是先下手為強，先影嚮別人，結果更多人在影嚮著更多人，但是除了這樣，還有別的方法嗎？
察覺對方在影嚮你，不被他影嚮，跳出這個相互影嚮的循環！
學習 Coaching 的重點，就是能察覺對方由於自己身在難題中，不自覺地把你帶進他的難題裡；察覺不了，你便跟他一樣地如在局中，那又怎能超然地以問題來讓他醒覺？(Coaching 同學：當你能聽出對方的 Openings 時，你就是在察覺出對方的影嚮了！)
學習 NLP 的重要得益，就是能察覺他人故意或不自覺的在影嚮你，繼而跳出對方的影嚮，做一個真正自由意志的人！(NLP 同學：當你聽出對方的 Language Patterns 時，你就是在察覺出對方的影嚮了！)
Keith
Explore, Exceed & Excel
我們身處的，就是一個相互影嚮的世界，不是我在影嚮你，便是你在影嚮我。
相互影嚮，可能是自覺的，但大部份是不自覺地影嚮著別人。
我們不想給人影嚮，最簡單的方法就是，不管對方是否在影嚮我，還是先下手為強，先影嚮別人，結果更多人在影嚮著更多人，但是除了這樣，還有別的方法嗎？
察覺對方在影嚮你，不被他影嚮，跳出這個相互影嚮的循環！
學習 Coaching 的重點，就是能察覺對方由於自己身在難題中，不自覺地把你帶進他的難題裡；察覺不了，你便跟他一樣地如在局中，那又怎能超然地以問題來讓他醒覺？(Coaching 同學：當你能聽出對方的 Openings 時，你就是在察覺出對方的影嚮了！)
學習 NLP 的重要得益，就是能察覺他人故意或不自覺的在影嚮你，繼而跳出對方的影嚮，做一個真正自由意志的人！(NLP 同學：當你聽出對方的 Language Patterns 時，你就是在察覺出對方的影嚮了！)
Keith
Explore, Exceed & Excel
2008/08/21
Coaching: 什麼人不適合運用教練?
Hi,
是否教練適合用來幫助任何人呢？
當然不是！如果可以選擇，我還是會選擇其他方式！
不可能吧？你在過去多年來，不是不斷地推廣教練學問嗎？
世事是很公平的，教練確能帶來不少好處，但她也需要更長時間來進行，而且也不是任何人也適合，別忘記，教練是靠對方自行思維來達成的！
什麼人不適合使用教練呢？
沒有準備 (Ready)、沒有能力 (Able) 或是沒有意願 (Willing) 的人，即是沒有時間或是覺得不是適合時間來自行思維的、沒有能力來自行思維的及沒有意願自行思維的，均也不適合運用教練方法。
但是某人可能只是某一課題沒有準備 、沒有能力或是沒有意願，並不代表其他課題也是一樣；對某一課題最為膠著的 (Stuck)，也就是最易沒有準備 、沒有能力或是沒有意願去自行思維的人。
他們需要更多的指引來達致脫困 (Unstuck)！但不幸的是，不少教練遇到上述情況時，他們隨即提供更多的指引，但他們卻未察覺到，他們在做的，已經不是教練了。
當我用盡了各種方法來教練，但仍未能協助他人時，我會自動投案，告訴他們我未能成功協助他們，並建議對方或可考慮另找別人，或使用其他方式來解決目前的情況。
某人並不適合使用教練時，我們還有什麼選擇？你大可考慮運用引導 (guiding)、領導 (leading) 或是指導 (instructing) 來協助。
Keith
Explore, Exceed & Excel
是否教練適合用來幫助任何人呢？
當然不是！如果可以選擇，我還是會選擇其他方式！
不可能吧？你在過去多年來，不是不斷地推廣教練學問嗎？
世事是很公平的，教練確能帶來不少好處，但她也需要更長時間來進行，而且也不是任何人也適合，別忘記，教練是靠對方自行思維來達成的！
什麼人不適合使用教練呢？
沒有準備 (Ready)、沒有能力 (Able) 或是沒有意願 (Willing) 的人，即是沒有時間或是覺得不是適合時間來自行思維的、沒有能力來自行思維的及沒有意願自行思維的，均也不適合運用教練方法。
但是某人可能只是某一課題沒有準備 、沒有能力或是沒有意願，並不代表其他課題也是一樣；對某一課題最為膠著的 (Stuck)，也就是最易沒有準備 、沒有能力或是沒有意願去自行思維的人。
他們需要更多的指引來達致脫困 (Unstuck)！但不幸的是，不少教練遇到上述情況時，他們隨即提供更多的指引，但他們卻未察覺到，他們在做的，已經不是教練了。
當我用盡了各種方法來教練，但仍未能協助他人時，我會自動投案，告訴他們我未能成功協助他們，並建議對方或可考慮另找別人，或使用其他方式來解決目前的情況。
某人並不適合使用教練時，我們還有什麼選擇？你大可考慮運用引導 (guiding)、領導 (leading) 或是指導 (instructing) 來協助。
Keith
Explore, Exceed & Excel
Coaching: 什麼情況不適合運用教練?
Hi,
是否在任何情況下，也適合運用教練方法來幫助他人呢？
當然不是！
教練是倚靠對方自行思維的方式，思維是需要時間的，如果事情緊迫，還是用其他方法好了！
Coaching 只是眾多助人的方法的一種而矣，適當時候使用，你不只在助人解決困難，更重要的，你是助人自行思維，又有什麼比鍛練思維更有長遠效益呢？
Keith
Explore, Exceed & Excel
是否在任何情況下，也適合運用教練方法來幫助他人呢？
當然不是！
教練是倚靠對方自行思維的方式，思維是需要時間的，如果事情緊迫，還是用其他方法好了！
Coaching 只是眾多助人的方法的一種而矣，適當時候使用，你不只在助人解決困難，更重要的，你是助人自行思維，又有什麼比鍛練思維更有長遠效益呢？
Keith
Explore, Exceed & Excel
Coaching: Coaching is about Discovery Part 5 - Steps in Discovering
Hi,
This is Part 5 of this Coaching is about Discovery Series.
In this article, we are going to describe a stage-by-stage model of coaching.
Everything needs a starting point. Where do we start to coach?
Clients seek coaching when they are facing a problem or difficult situation and they want to solve it. This creates 3 different approaches.
Firstly, some people go straight ahead to coach for solution. But if the client can have the solution so easily, he/she do not need to be coached! One can't know his/her future when the past and present is not known.
Some coaches do understand that every problem has a cause(s). If the client is aware of the causes of his/her problem, he/she can attack on the causes and the problem doesn't exist any more. So, coaching on causes can be a better alternative. This is true when the client is already clear about his problem. You can't know the cause of something when you don't know what that something really is!
Here comes the 3rd approach, coaching on situations. We start with the present situations or problems. Then we go to the past causes, and finally the future goal and solutions.
In each stage, we search and verify our assumptions and possibilities. Understanding our situations is the result of exploring our past, present and future through verifying our assumptions and searching for possibilities!
Now we learned how our blindspots are formed and how we can discover them. To make discovery more effective, the knowledge of blindspots formation mechanism is essential. I will talk about it in Part 6 of the series.
Keith
Explore, Exceed & Excel
This is Part 5 of this Coaching is about Discovery Series.
In this article, we are going to describe a stage-by-stage model of coaching.
Everything needs a starting point. Where do we start to coach?
Clients seek coaching when they are facing a problem or difficult situation and they want to solve it. This creates 3 different approaches.
Firstly, some people go straight ahead to coach for solution. But if the client can have the solution so easily, he/she do not need to be coached! One can't know his/her future when the past and present is not known.
Some coaches do understand that every problem has a cause(s). If the client is aware of the causes of his/her problem, he/she can attack on the causes and the problem doesn't exist any more. So, coaching on causes can be a better alternative. This is true when the client is already clear about his problem. You can't know the cause of something when you don't know what that something really is!
Here comes the 3rd approach, coaching on situations. We start with the present situations or problems. Then we go to the past causes, and finally the future goal and solutions.
In each stage, we search and verify our assumptions and possibilities. Understanding our situations is the result of exploring our past, present and future through verifying our assumptions and searching for possibilities!
Now we learned how our blindspots are formed and how we can discover them. To make discovery more effective, the knowledge of blindspots formation mechanism is essential. I will talk about it in Part 6 of the series.
Keith
Explore, Exceed & Excel
Coaching: Coaching is about Discovery Part 4 - Discovering Blindspots
Hi,
This is Part 4 of this Coaching is about Discovery Series.
How can we discover our blindspots?
By understanding our situations, verifying our assumptions and searching for possibilities!
They are not the 3 steps of coaching, but they are all done at the same time.
Your situation is not just your current situation. It is about how your current situation was created and how it will develop further. That is, your past, present and future. When this mechanism of your situation is well understood, solutions can be emerged automatically.
We always have assumptions about our past, present and future. Each assumption can mislead us to inappropriate conclusions. As a coach, we challenge any possible assumption.
Possibilities do not just include possible solutions. It can also be possible situations, possible causes, possible consequences, etc. We ask for possibilities whenever our clients decide he/she has no or limited choices of anything.
Since both assumptions and possibilities are everywhere when we try to understand our situations, we are doing all these 3 parts simultaneously.
But are there any procedure so that we can follow easily to coach? Yes. Let's me discuss it further in Part 5!
Keith
Explore, Exceed & Excel
This is Part 4 of this Coaching is about Discovery Series.
How can we discover our blindspots?
By understanding our situations, verifying our assumptions and searching for possibilities!
They are not the 3 steps of coaching, but they are all done at the same time.
Your situation is not just your current situation. It is about how your current situation was created and how it will develop further. That is, your past, present and future. When this mechanism of your situation is well understood, solutions can be emerged automatically.
We always have assumptions about our past, present and future. Each assumption can mislead us to inappropriate conclusions. As a coach, we challenge any possible assumption.
Possibilities do not just include possible solutions. It can also be possible situations, possible causes, possible consequences, etc. We ask for possibilities whenever our clients decide he/she has no or limited choices of anything.
Since both assumptions and possibilities are everywhere when we try to understand our situations, we are doing all these 3 parts simultaneously.
But are there any procedure so that we can follow easily to coach? Yes. Let's me discuss it further in Part 5!
Keith
Explore, Exceed & Excel
2008/08/10
Concepts 101 Part 32: 黑點
Hi,這是小弟於2002年時發展出來的教練概念，多年來我都在教練培訓課程中介紹給課程同學。
你在上圖看到什麼呢？
如果你看到的是一個黑點，那黑點週遭的白色部份呢？白色部份不是比黑點佔據的面積遠遠更大嗎？
那為什麼你『看』不見那白色更大的部份呢？
因為你所有的注意力已集中在黑點上，其他部份就算存在，也是在你不察覺的範圍裡，那就是我們所謂的盲點了！
教練的基本理念就是助人自行發現自己的盲點，當更多的資訊流入對方的思維中，他就能更接近事實的全部，解難及決定就更準確了。
為什麼要他自行發現呢？因為我又怎知你心中的黑點及白色部份是什麼呢？自以為知道別人心中所想的，其實也只是他們自己的黑點而矣！
Keith
Explore, Exceed & Excel
2008/08/07
Coaching: 最重要的 Coaching 問題？
Hi,
最近寫了最重要的催眠暗示一文後，覺得多寫一篇最重要的 Coaching 問題也會十分好玩的。
Coaching 一般是以問題來促進對方思維，那問什麼問題是最重要的呢？
小弟認為，絕不是什麼聰明的問題，而是最基本、最直接的問題－還有呢？ (廣東話：仲有呢？)
如果 Coaching 的目的，真的是要讓對方拓闊思路、增加選擇的話，又有什麼問題比『仲有呢？』更重要呢？
『仲有呢？』意義在於你正在期待更多的答案！這種期待，令對方產生壓力，在壓力下，只要不是太大，平時想不出的，也能想出！
如何問才能製造壓力，但又不會太大呢？給予對方時間空間！
不管你是否在教練對方，只要你是在問問題，目的是為了解難也好，創新也好，測試對方知識也好，問『仲有呢？』肯定能為你及對方帶來更多意念，今時今日，你不會還相信『一個問題，一個答案』吧！
最重要的 Coaching 問題，除了『仲有呢？』外，仲有呢？
Keith
Explore, Exceed & Excel
最近寫了最重要的催眠暗示一文後，覺得多寫一篇最重要的 Coaching 問題也會十分好玩的。
Coaching 一般是以問題來促進對方思維，那問什麼問題是最重要的呢？
小弟認為，絕不是什麼聰明的問題，而是最基本、最直接的問題－還有呢？ (廣東話：仲有呢？)
如果 Coaching 的目的，真的是要讓對方拓闊思路、增加選擇的話，又有什麼問題比『仲有呢？』更重要呢？
『仲有呢？』意義在於你正在期待更多的答案！這種期待，令對方產生壓力，在壓力下，只要不是太大，平時想不出的，也能想出！
如何問才能製造壓力，但又不會太大呢？給予對方時間空間！
不管你是否在教練對方，只要你是在問問題，目的是為了解難也好，創新也好，測試對方知識也好，問『仲有呢？』肯定能為你及對方帶來更多意念，今時今日，你不會還相信『一個問題，一個答案』吧！
最重要的 Coaching 問題，除了『仲有呢？』外，仲有呢？
Keith
Explore, Exceed & Excel
2008/07/31
Thinking: 另類埃及學 Part 4 - 不同的人，看出不同的事
Hi,自小以來受的教育告訴我，文明始於河流，文明古國必有一條孕育大地的河流，中國有黃河，印度有恆河及印度河，埃及也不例外－她有美麗的尼羅河。
在欣賞尼羅河時，忽然問起自己：四大文明古國是那幾國？
埃及、中國、印度、巴比倫，那麼希腊呢？
連已不再存在的巴比倫也名列四大古國，為什麼沒有希腊？
根據有文字記載的歷史，希腊存在超過五千年，而中國卻只得三千六百年，但為什麼『四大文明古國』中有中國，而沒有希腊？
決定翻查『四大文明古國』的來源，原來首先提出四大文明古國概念的人，並非什麼外國學者，而是我國愛國學者梁啟超先生，『四大文明古國』一詞，最初出於1900年時，他的《二十世紀太平洋歌》一詩中，而『四大文明古國』主要是漢語文化圈中流行的一個概念，並未獲得世界普遍認可。
當時的中國，飽受西方諸國的欺凌，愛國學者把自己國家列入古國之列，而排除了西方的希腊，雖然未必正確，但亦可體量。
不同的人，自然看出不同的事，盲點也；
不理解事情來龍去脈，自然被事情誤導也未知，盲點也。
Keith
Explore, Exceed & Excel
2008/07/27
Thinking: 一個問題，一個答案
Hi,
在以前的世界裡，一個問題，就只有一個答案；
所以，人們常說過去就是簡單得多；
其實，世界沒有什麼大變，只是人變了；
過去社會，制度明確，所有事情均有清楚路徑，不能踰越；
過去社會，人極其量也只是與同一社會中人交流；
當今社會，你在與全球競爭，不管你身在那處；
這裡是一種答案，那裡卻是另一種；
人眼界開了，同一社會中，不同環境，不同情境，答案也不同了。
強求一個問題，一個答案，那是一種愚昧。
Keith
Explore, Exceed & Excel
在以前的世界裡，一個問題，就只有一個答案；
所以，人們常說過去就是簡單得多；
其實，世界沒有什麼大變，只是人變了；
過去社會，制度明確，所有事情均有清楚路徑，不能踰越；
過去社會，人極其量也只是與同一社會中人交流；
當今社會，你在與全球競爭，不管你身在那處；
這裡是一種答案，那裡卻是另一種；
人眼界開了，同一社會中，不同環境，不同情境，答案也不同了。
強求一個問題，一個答案，那是一種愚昧。
Keith
Explore, Exceed & Excel
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