Collective Beliefs, an Intervention Perspective
José Luis Silva Alcantara, Executive and Life Coach, certified by the ICC
“It is not to predict the future but to develop skills
to face any possible future ”
This is a proposal of change of perspective so that, from the scope of collective beliefs, we can take a turn in the approach of the Team Coaching intervention.
The challenge in the new company is to intervene from prospects, also new and innovative. There are several generations and schools that over time have developed theories and working methods and equipment, some more fortunate than others and always in tune with the progress of science and technology. The team is being socially constructed.
Through work, nature and man are transformed, and in this process, the relationship with other human beings is fundamental. At the center of the work processes are the teams as a regular form of work.
Our intervention as Coaches equipment is developed on the cultural platform of the organization, which supports specific values and practices. The culture has to do with the socialization process that occurs within a company, it is a system of shared meanings where people, processes and work organization produce ways of seeing the world and act accordingly. This culture develops specific beliefs and practices.
The terms judgment and belief are basically the same. We use a distinction when considering the belief as a kind of trial that is deeply rooted in a normally subconscious level, that comes often from childhood and makes us to act in a certain direction, according to Miriam Ortiz de Zarate in its judgments and beliefs writing.
Beliefs can be both individual and collective, the latter are held by mutual agreement, conscious or unconscious of its participants.
During various interventions in organizations we have observed how beliefs create realities and give evidence of it. For example: “In this company is very difficult to work as a team” and teams of the company have been responsible for generating evidence of this, boycotting work without achieving the goals. Often this is the premise on which we are called to work.
We want to emphasize precisely this angle of approach to intervention teams. Collective beliefs are fundamental to achieving results and effective relationships between team members’ component.
For a team coaching process accompany the team in the development of their capabilities so that the result is more than the sum of its parts. For a team coaching process accompany the team in the development of their capabilities so that the result is more than the sum of its parts.
We focus on the relationships established between the team and especially the impact of these results the organization hopes to achieve.
In these processes we find a number of limiting beliefs that must be identified, evidenced, sharing’s and of course changed. There are two significant levels of organizational structure have allowed us to make the process accompanying the current state to the desired state: The one of the team proper and that of the institutional culture:
- Team: Conversational relationships and processes.
- Culture: Social, administrative practices and business results.
During the accompaniment, we walk through the process of changing beliefs, simple or complex form according to the characteristics of the equipment, based on the following aspects:
- What are the beliefs that prevail in the team?
- What are the dominant belief in the organization?
- How do these beliefs impact the team based on their results?
- How do these beliefs impact the team in terms of their relationships?
- What are the new beliefs and behaviors that will replace them?
- What are the new responsibilities of the team?
- Establish an action plan
The work from the angle of beliefs has allowed us to see the impact of coaching in people, equipment and the culture of the organization to generate profound changes.
The team develops awareness of how their behavior is related to its results. By building new beliefs it assumes unconditional responsibility for the choice of their behavior and open to learning.
For there are common beliefs it is necessary that men produce common knowledge about themselves, about others and the organization, mainly generated from the actions which are carried out and show the changes.