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When I train managers as coaches I always warn them to respect the power of coaching questions and to recognize the possibility that what starts as an innocuous, business related conversation, may lead to the unveiling of a deeper issue. Coaching managers would be advised to develop at least a little insight into the signs of abnormal psychology. Consider for example, alcoholism and drug addiction.
To begin with, a few definitions:
Addiction
Repeated consumption of a substance on which the user has become physically or psychologically dependent.
Physical Dependence
A state in which the body has adjusted to the substance.
Tolerance
A process of adjustment where the body needs increasing doses to achieve the same effect.
Withdrawal
The unpleasant side effects when use of a substance is discontinued.
Psychological Dependence
A compulsion to use a substance for its pleasant effect.
Griffiths (1995) proposed that addictive behaviour has 6 elements:
Salience
How important the behaviour becomes.
Euphoria
The rush or high produced by the behaviour.
Tolerance
How much is required to produce the desired effect?
Withdrawal
What happens when the addictive behaviour stops?
Conflict
The conflict which can be felt internally or amongst an addict's social group
Relapse
The propensity to resume the addictive behaviour.
Let's now consider some of the factors surrounding alcohol abuse:
Who?
Generally anyone although it is often prominent amongst the higher social classes with well paid jobs and usually during so called middle-age.
Why?
There are many reasons for alcohol abuse. There are social factors such as celebration or 'drowning your sorrows', psychological factors and also particular genetic predispositions.
We might also consider the similar aspects of drug abuse:
Who?
Again the tendency is for drug abuse to start in adolescence. Sadly this can often begin with a perfectly valid prescription from a doctor for tranquillizers or barbiturates.
Why?
This seems to be a combination of availability and social learning.
It is interesting to note that of all the conditions within 'abnormal psychology' it is often alcohol and drug abuse which receive the most sympathy. Our media is awash with concern for the Robert Downeys and Amy Winehouses yet screams for the life long incarceration of all schizophrenics at the same time. Yet which of these two groups of sufferers is more responsible for their conditions?
What then of the coaching manager who uncovers these signs when coaching around workload management or time keeping? Best advice would seem to be to keep to good coaching principles. Ask questions designed to raise awareness, generate responsibility and build trust then listen carefully and attentively to the responses. This is highly unlikely to make things worse and may actually do quite a lot of good.
After that, it's a question of referring the coachee to the relevant professional. For this reason I recommend that all coaching managers familiarize themselves with their organization's welfare procedure.
Matt Somers is a coaching practitioner of many years' experience. He works with a host of clients in North East England where his firm is based and throughout the UK and Europe. Matt understands that people are working with their true potential locked away. He shows how coaching provides a simple yet elegant key to this lock. For a bumper load of coaching tips and tricks - including FREE resources - visit http://www.mattsomers.com
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