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11 Integrative coaching > Tools and techniques - Pg. 165

Integrative coaching 165 such as health and life coaching is due largely to its use of a wide range of elements from other coaching traditions. The approach pays attention to the coachee's need to form a relationship. Without a relationship there is likely to be little progress in coaching. Integrative coaching acknowledges that most people are, at least initially, drawn to coaching to be different. This difference may be being more successful at work or more successful in forming relationships. For some it may be about developing and refining a skill, or stopping a habit they have developed. In most cases this `being different' involves behaving differently. The approach's use of behavioural elements enables it to contribute towards this behavioural goal. Coachees, however, sometimes want something more. They recognize that their ineffective thinking or `negative thoughts' get in the way of them succeed- ing. By addressing thinking styles, with a focus on developing more rational thinking, the model too can meet these needs. For the most experienced coaches there is a recognition that addressing behaviour and thinking style is not always enough. To achieve the outcomes the coachee wants, the coach also needs to work at an unconscious level, some- times with thinking styles, thoughts and beliefs that are outside of conscious awareness, and sometimes with motivation. In these cases the coach needs to help deepen self-awareness. The integrative model recognizes the role of the unconscious and seeks to integrate this into its pattern of working through drawing on elements from within the psychodynamic and motivational interviewing. It may begin to feel as if integrative coaching is a magic bullet, a one-shot solution. The reality is that as an integrated approach it takes what works best for coaching from a series of previously evidenced-based approaches and blends them together. Arguably most experienced coaches probably do this already, and the model simply describes what they are doing. The integrative model has its areas of weakness. These are inherent in its development within the executive coaching arena. The first of these weaknesses is that the model lacks a spiritual dimension. The desire to deepen one's spiritual self is a healthy and arguably central aspect of life. Where this is an explicit goal of the coachee, the coach would be better advised to work with models such as the transpersonal model. A second weakness of the model is that it assumes that behavioural change is what is being sought. Again, this is an outcome of its executive coaching focus. However, if the coachee is seeking a more general model to explore his or her experience of life and the future, a humanistic framework could arguable serve exclusively as a tool to achieve this objective. tooLS anD teChniqueS The integrative model as described draws on tools and techniques from a range of approaches, including behavioural, cognitive behavioural, psychodynamic