Psychological approaches to coaching and mentoring (2 of 4)

The cognitivist approach (Peltier, 2010)

Cognitive psychology focuses on the mind and its processes like memory, perception and language. This approach has the closest connection to NLP. Cognitive therapy focuses on the way we think and how this impacts the way we feel and behave as a result. Once people consciously recognise the impact of their thoughts and thought process on their lives, often this is enough to make a very positive change in their behaviours and emotions quickly. An example to describe the basics behind this approach is based on these two philosophical thoughts:

• Epictetus: “Man is not disturbed by events, but by the view he takes of them”
• Kantian koan:

1.    I see a tiger. (perception)

2.    I think I am in danger. (thinking or cognition)

3.    I feel afraid. (feelings or emotion)

4.    I run. (action or behaviour)

The idea is that the feeling (3) and behaviour (4) comes from what you think (2), not what you perceive (1). Thinking creates emotions and if there are negative thoughts, they create negative feelings. We can’t control what happens to us but we can control what we think and feel about what happens to us. And this is where to power of this technique lies.

The most important cognitive psychologists are: A. Beck, M. McKay, D. Davison, P. Fanning, M. Davis, A. Ellis, R. Harper.

Coaching techniques using cognitive approaches:

1. Identifying the client’s mental processing or their preferred representational system.
2. Assessment of thoughts and feelings

•  Identifying general styles of thinking (Beck, 1967
•  Identifying specific thought patterns (McKay, 2007)
•  Identifying specific thought, irrational ideas (Ellis, 1961)

3. Imagery and visualisation techniques.

4. Disputing problem thinking, loosening the client’s model of the world.

5. Replacing problem thinking to new thinking.

Cognitive approaches are very useful in coaching because they’re very quick and effective, producing immediate results. It works very well with people who can access their visual imagery and their emotions easily. This is also true for the coach. This can be a very powerful approach to use if the coach is able to work with visuals, emotions and changing thought patterns with ease. This approach is mainly used one on one although it can be adapted to suit group work as well.

Weaknesses derive from the strengths mentioned above: not everyone is capable to “see” or express their emotions or thoughts. Some people use different mental processes to deal with different tasks e.g. visual, self-talk or words. Although the techniques can be taught, some people are not able to do that and it can cause frustration to both the client and coach if this is not identified early on. The other issue can be how you present this approach as most people find it hard to accept their thinking is wrong. There needs to be either some kind of authority or rapport present or the realisation that this is for their best interest to ensure success.