Neuropsychology For Coaches: Understanding The Basics (Coaching in Practice (Paperback)) by Paul Brown

Author:Paul Brown [Brown, Paul]
Language: eng
Format: mobi
Publisher: McGraw Hill International
Published: 2012-08-01T04:00:00+00:00

New pathways

What has to be done is to invite Jim to decide whether or not he wishes to use the energy that seems to be creating maladaptive behaviours to find new pathways – new networks, new attachments – within the structures that already exist: or experiment with creating new networks if there is nothing apparent on which to build. If that can be accomplished the old patterns become redundant; but the stop is a consequence of establishing the new patterns. There is never anything to be gained in trying to instruct the brain what not to do. It has no mechanisms for that. It wants to know what to do.

The start point is the assumption that the behaviours Jim is evidencing are widely diffused in the networks of his brain, with infinite connections of which neither he nor his coach could possibly have any awareness at all. Yet if his coach creates the conditions under which Jim can get his brain to cooperate with what he ostensibly wants to do (presuming he really is in coaching whole-heartedly and not just to satisfy the demands of his chairman) then his brain can be trusted to do the work to create the pathways that would underpin his new behaviours. That is what the brain is very good at once engaged – the client’s brain will do the work if the coach’s brain can create the conditions.

So how does it do that to create change that sticks?

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