A

ABCDEF Model

A cognitive behavioural coaching model

A: Activating event (trigger)
B: Beliefs and perceptions about this event
C: Consequences – cognitive, emotional, behavioural, physical or interpersonal (feelings)
D: Disputing of self-limiting beliefs
E: Effective and new ways of thinking and behaving

Actualising Tendency

The tendency within every living organism to grow, develop, and realise it’s full potential

Anchor

A stimulus that generates a physiological response. It is a resourceful state that someone can access to help them to perform well.

Awareness

Knowing what you are experiencing within yourself and what is happening around you. Knowing too what you wish to do or need to do.

B

C

Chunking (partitioning)

Asking questions to help a client think at a different level of detail. Chunking up means moving from the level of detail to a bigger picture. Chucking down is probing for more detail, moving from a high level perspective to fill in gaps or test the reality of a situation.

Clean Language

Using the client’s exact words, metaphors and even non-verbal expressions in order to minimise any distortion by the coach

Closed Question

A question that can be answered yes or no or with one word or one answer. Why did you do that?

Coaching

Relationship between a coach and a client based on rapport, trust, and honesty consisting of skills listening and asking questions which are played back to reflect on a clients position and goals.

Cognitive Behavioural Coaching

Congruence

Being real or genuine in the coaching relationship. The appropriate expression by the coach of the feelings and attitudes which are flowing within them as they encounter the client.

Contracting

A clear agreement at the outset of a coaching relationship about what the client can expect from the coach and what the coach expects of the client

Cycle of Experience

D

Dialogue

Drama Triangle

Drivers

E

Ego States

Empathy

Empty Chair Exercise

F

G

Games

Gelstalt

GROW Model

H

Humanistic Psychology

I

Imagery

Inference Chaining

Inner Game

Instrumental Nondirectiveness

Interference

Interpersonal Process Recall

Internal Supervisor

Interpretation

L

Learning Cycle

Life Positions

Life Script

Listening to disagree

Listening to Understand

Logical Levels of Change

M

Mediation

Mentoring

Metaphor

Miracle Question

Motivational Interviewing

N

Neuro-Linguistic Programming

Non-judgemental Acceptance

O

Open Question

OSKAR Model

P

Paradoxial Theory of Change

Paraphrasing

Performance

Performance Interfering Thoughts

Person-Centered Approach

Phenomenology

Playing Back

Potential

PRACTICE Model

Principled Nondirectiveness

Psychoanalysis

Psychodynamic Approach

R

Rapport

Reflecting Back

Reframing

Responsibility

Rich Picture

S

Scaling

Self Limiting Beliefs

Self One

Self Two

Seven-Eyed Model of Supervision

Six Step Reframe

SMART Objectives

Solution Focused Coaching

Summarising

Supervision

Symbolic Modelling

T

Talent Management

TO GROW Model

Transactional Analysis

U

Unconditional Positive Regard

Unfinished Business

An experience that a person has not be able to complete. This can be physical or emotional experience such as grief or loss. Seen as something that needs to be acknowledged

V

Voicing

Stating confidently what is wanted or needed in a given situation that is published and heard by others.

W

Well-formed Outcomes

A positive statement of what the client is looking to achieve and how they will know they have achieved it. This is aligned or congruent to the person’s values and identity.

Winner’s Triangle

Alternative to the Drama Triangle which recognises that people may genuinely be vulnerable, that others really do have power or potency, and that helpers can act responsibly to support others