Executive coaching in diversity from the systems psychodynamic perspective

Abstract

<strong>Orientation:</strong> The researcher applied role analysis from the systems psychodynamic perspective to executives in state departments to improve their awareness of the unconscious diversity dynamics that affect their roles.<p><strong>Research purpose:</strong> The purpose of this research was to describe the application of systems psychodynamic role analysis and to determine its trustworthiness in assisting executives to work effectively with conscious and unconscious diversity dynamics in their organisations.</p><p><strong>Motivation for the study:</strong> Executives generally struggle to understand the deeper meaning of diversity behaviour that manifests inside and around them, leading to conflict. Without understanding the unconscious meaning of the behaviour, organisations founder easily. Awareness of below-the-surface behaviour leads to insight and taking responsibility for diversity-related behaviours.</p><p><strong>Research design, approach and method:</strong> The researcher coached six executives in South African state departments over a period of 10 months. The coaching addressed and analysed the executives’ organisational roles. She analysed the data using discourse analysis.</p><p><strong>Main findings:</strong> Themes relating to the diversity dynamics of gender, race, ethnicity, authority, disability, language, age, de-authorisation of diversity work and the coaching process emerged. The coaching assisted the executives to gain insights into below-the-surface diversity dynamics, to address diversity in a sustained manner and to take up their organisational roles more effectively.</p><p><strong>Practical/managerial implications:</strong> Coached executives will have a more objective and dynamic experience of diversity issues that manifest in organisations, between colleagues and within themselves.</p><p><strong>Contribution/value-add:</strong> Executive coaching from a systems psychodynamic perspective displays trustworthiness in improving participants’ diversity awareness, especially with regard to gender, race, ethnicity and authorisation.</p><p><strong>How to cite this article:</strong><br /> Motsoaledi, L., & Cilliers, F. (2012). Executive coaching in diversity from the systems psychodynamic perspective. <em>SA Journal of Industrial Psychology/SA Tydskrif vir Bedryfsielkunde, 38</em>(2)<em>, </em>Art. #988, 11 pages. http://dx.doi.org/10.4102/sajip.v38i2.988</p&gt

Approaching solutions or avoiding problems? The differential effects of approach and avoidance goals with solution-focused and problem-focused coaching questions

“…The psychodynamic approach to coaching has been shown to be effective for creating positive organisational change. For example, one study found that that a longterm psychodynamic coaching programme significantly enhanced executives' awareness of workplace diversity (Motsoaledi & Cilliers, 2012).…”

Bringing Context to Workplace Coaching: A Theoretical Framework Based on Uncertainty Avoidance and Regulatory Focus

“…The problem-focused approach has been found to be effective in achieving desired workplace outcomes. For example, in a study by Motsoaledi and Cilliers (2012), executives gained insights and an increased self-awareness of diversity within their organizations through their participation in a coaching program that was based on a problem-focused approach. Research examining the solution-focused approach provides evidence of its effectiveness in a broad range of settings (e.g., in clinical, organizational, and educational settings; Gingerich & Peterson, 2013; Theeboom et al, 2014) for achieving positive change in a wide variety of populations (Gingerich & Peterson, 2013; Kim et al, 2015; Sezer, 2017).…”

Conditions for coaching to contribute to the adjustment of black African professionals

“…Notably, these are the benefits of having the space to reflect, getting support through the transition, enjoying an independent mirror reflecting their thoughts and gaining alignment professionally and personally. The following quote illustrates this condition: The findings from the interviews with black professionals were found to support the views of Hill (2010), Barday (2015) and Motsoaledi and Cilliers (2012), who found emotional support, thinking space, challenge and reflection as key aspects that contribute to the effectiveness of executives in a coaching process.…”

“…While Booysen (2007) emphasised that it would be naïve to think that social identity issues in the South African organisational landscape would ever completely be done away with, the coaching process can provide the space to make people aware of the multiple identities that they operate under and reflect on how those might be influencing behaviours and choices (O'Flaherty & Everson, 2013), for example, in the workplace. Especially the past trauma of apartheid, effects of exclusion and the ambivalent manner that black professionals seem to engage with their newly acquired privileges can be addressed in the containment of coaching (Motsoaledi & Cilliers, 2012).…”